SYMBIOS & PHILIPS LIGHTING KSA CELEBRATING 4 YEARS OF LEAN DEPLOYMENT

It was somewhere in 2012, the local Saudi business group Alliance Holding which runs General Lighting Company went for business partnership with American multinational Carlyle group. We can say this is the start point of thinking about “Lean” for the success in the organisation. Some lean experts from Carlyle group made few visits to think about lean manufacturing with the top management of JV of General Lighting Company and Carlyle. In this period, the management started to look to hire a consultant to implement the lean tools. Various lean consultants were considered but finally decided to go with Symbios because of two reasons:

  • Their presence in the Middle East region from long time and know the culture of the local as well as expat people working in this region.
  • Their customer base mostly with manufacturing industries
  • Philips is one of the companies known for their endeavors to shape the future by being innovative and constant improvement of its business environment, tools and products.


    The journey started in 2013, mainly focusing on Loss Analysis and implementing 5 S.  Training was conducted throughout the last three years on Lean Green Belt, Statistical Process Control & Lean Supervision.

    Challenges that the General Lighting Company and now Philips Lighting has faced and the main areas for improvements:

    The company is in lighting business for more than 35 years and the main focus for the company is to fulfill the customer orders as much as possible, while providing a wide variety of choices as its main strength but all this was done by maintaining huge raw materials, finished goods inventory and producing the goods in batches.

    Little focus was given to  how it was produced, distance and time taken in the process and how many days it lies in the shop floor as “work in process” and  as finished goods in the warehouse. The company hired 6 rented warehouses in different locations around the factory to fulfill the demand!

    So the areas for the improvement was clear – reduce the production time, inventory and increase the customer satisfaction level!

    • Lean was obvious the way to identify saving opportunities in time, inventory and resources.

     Lean increases capability of workers through extensive training that targets key personnel, supervisors and cascaded down to all workers.

  • Year 1 : Focus on Loss Analysis and Identify saving opportunities in Labor, Machines, Energy, Materials and Time,
  • year 2&3 : Deployment of LEAN Concepts, 5S, Visualization, Cultural Awareness, Continous Improvement ,Total Productive Maintenance,Cell Manufacturing , Pull and Standardization,
  • A strategic deployment process (Hoshin Planning) - alignment the operations goals with departments & sections objectives.
  • The journey started in 2013, mainly focusing on Loss Analysis and implementing 5 S.  Training was conducted throughout the last three years on Lean Green Belt, Statistical Process Control & Lean Supervision.

    Challenges that the General Lighting Company and now Philips Lighting has faced and the main areas for improvements:

    The company is in lighting business for more than 35 years and the main focus for the company is to fulfill the customer orders as much as possible, while providing a wide variety of choices as its main strength but all this was done by maintaining huge raw materials, finished goods inventory and producing the goods in batches.

    Little focus was given to  how it was produced, distance and time taken in the process and how many days it lies in the shop floor as “work in process” and  as finished goods in the warehouse. The company hired 6 rented warehouses in different locations around the factory to fulfill the demand!

    So the areas for the improvement was clear – reduce the production time, inventory and increase the customer satisfaction level!

    • Lean was obvious the way to identify saving opportunities in time, inventory and resources.