Pilot projekt

FoodService Danmark

An extreme focus on realizing benefits as fast as possible without jeopardizing the great service level


Pilot projects

Pilot Project: FoodService Danmark

Realizing potential in the Catering Engros warehouse in West.

The project in short

The big why

FoodService Danmark is one of the largest wholesalers of foodservices in Denmark, delivering food to professional kitchens from Bornholm to Skagen.

In a high-competitive market, the company has its edge in delivering high service and quality levels. An analysis of FoodService Danmark in early 2017 identified potential for further efficiency gains at the Catering Engros warehouses. The warehouse in West was chosen as a pilot, as this terminal had been working with Lean and wanted to improve further.

The project “New Eyes” was initiated to re-think the existing warehouse concept and to design and implement solutions that support more flexible, robust and efficient processes.Eliminating re-work and waste in the picking process has enabled the warehouse to meet its customers’ high demands in a more cost-effective manner.

Half Double

The service degree for the warehouse of FoodService Danmark has been at a very high level (~99%). However, this service level came at a high cost. Having identified a significant potential for cost-reduction, it has been appealing for FoodService Danmark to realize those benefits as fast as possible without jeopardizing the great service level. Therefore, FoodService Danmark chose to use the half double methodology in the project.

"We could feel the effect of the project’s pilot immediately, and our tours can now be completed considerably earlier than before" - Distribution Manager

What did we do?

  • Co-creation of the impact case has led to clear objectives and leading KPIs
  • Mini pulse checks by the end of workshops, have spurred a fruitful dialogue and ensured alignment amongst key stakeholders
  • Weekly dialogues and pulse checks with the project owner has enabled the project to tackle potential issues upfront
  • Weekly status meetings with project owner / project team, and bi-weekly touch-points with the steering group
  • Co-location of the core team in a dedicated, open project room, with dynamic project visuals to constantly share and get input on the project’s solutions
  • Heavy emphasis on creating co-ownership with warehouse employees and local translation of the methodology to ensure commitment of all stakeholders
  • Project owner and sponsor have been actively involved throughout the project
  • High degree of involvement of all key stakeholders in designing the solutions and realizing impact

Project Visuals


Overall warehouse productivity increase by 10% from baseline
Rework in the picking process reduced by 60%
Employee satisfaction increased 10% from project start to end
Average stakeholder satisfaction score of 4.9 on a scale of 1-5
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