dots

Our Global Projects

Riyadh

Almehbaj

Arabian Hala Co. (Avis)

View Case Study arrow-white

Best Rent A Car

Dairy

Dr. Sulaiman Al Habib Medical Group

Maestro

Middle East Fiber Cable Manufacturing Co.

Middle East Specialised Cables

View Case Study arrow-white

Jeddah

Abdul Latif Jameel Finance

Abdul Latif Jameel Investments

View Case Study arrow-white

Abdul Latif Jameel Land

Abdul Latif Jameel Motors

View Case Study arrow-white

Al Dabbagh Group

Americana

Electric House Est.

FMCG Distributor

Hadia Abdul Latif Jameel

IKEA

IPD

Mars Saudia Arabia

Yanbu

Petrochemicals

Dammam

Aasia Steel

Al Muhaidib Group

King Fahd Specialist Hospital

Mayar

Printing & Packaging

SAMARA

Weir

Zurich

Interio AG

Geneva

Swicorp

Dubai

Dairy

Government

IPS

Mars

Masar Printing and Publishing

Obeikan SIG Combibloc

Abu Dhabi

Cleveland Clinic Abu Dhabi

Emirates Global Aluminium

Senaat

Sharjah

Eltete

Client Video Testimonials

Saudi Customs

Play Video

Tania Bottled Water Company

Play Video

IKEA

Play Video

Abdul Latif Jameel United Finance

Play Video

National Water Company (NWC)

Play Video

Dr. Sulaiman Al Habib Medical Group

Play Video

Nesma Embroidery

Nesma Embroidery

Play Video

my mart

Play Video

Zohoor Alreef

Play Video

Abdul Latif Jameel Motors

Play Video

alRomansiah

Play Video

Arabian Hala

Arabian Hala

Play Video

Abdul Latif Jameel Investments

Play Video

MESC

Play Video

CGS

Play Video

Lamina

Play Video

OUR WORK

We have helped optimise businesses across many sectors and in many countries.

Arranged by sector and function, our case studies provide relatable points of reference for others in the same field. By understanding how Lean has changed mindsets and provided a platform for long-term, sustainable growth and profitability for others operating in the same or similar areas, newcomers to its methodologies can begin to appreciate how Kaizen principles could shape their operations and change their fortunes.

Whether your business is booming and, through its growth, facing new challenges or, conversely, stalled or struggling, Lean Thinking can change mindsets from the ground-up, embedding long-term behavioural changes that are not only profitable in the short term, but sustainable over the long run.

We also hope that these case studies will give you an invaluable insight into how Four Principles’ unique, collaborative approach to Lean Methodology and implementation can be applied to your business – irrespective of sector, size or geography.

  • Retail Sector Sustainable Improvements

    ‘The in-store inventory was reduced by over 30% while maintaining an availability of core items of over 99%’

    Waleed Alkhaldi, Chairman

  • Increased output

    ‘We have increased our output from that machine by 20% and the availability of the machine by 32%’

    Aiman Al-Masri, President and Chief Executive Officer

  • Unlocking potential

    ‘We were able to achieve something that we thought is beyond our abilities’

    Sinan Al Saady, Vice-Chairman CGS Group Saudi Arabia

  • Improved manpower utilization

    ‘We have managed to avoid losses of over 300 productive manpower hours per month’

    Aiman Al-Masri, President and Chief Executive Officer

  • The real success

    ‘We can now produce for customers based on demand, and this ability and flexibility allows us to save time and money. That’s the real success here’

    Sinan Al Saady, Vice-Chairman CGS Group Saudi Arabia

  • Better Space Utilization

    ‘We managed to reduce our inventory which resulted in a 28% space reduction in the distribution center and the branches’

    Ahmad Almoliki, Business Development Manager

  • Sustainable cost reduction

    ‘We achieved product cost reductions of up to 7% and have also reduced our inventory over 60%’

    Wadah Ali, Plant Manager

  • QUICK AND MEASURABLE IMPROVEMENTS

    ‘The rate of daily consumption of supplies per patient was reduced by up to 20% and reduced the waste of unutilized time of the nurses by up to 30%’

    Faisal Al Nasser, COO and CFO

  • The Perfect Store

    ‘Today, the entire Zohoor Alreef team has understood through Lean that the “Perfect Store” is a shared aspiration that can only be achieved through Kaizen or continuous improvement.’

    Jim Ragsdale, Chief Executive Officer

  • Continuous improvement

    ‘We have completed implementation of the Lean principles on more than 50% of our machines. Our indicators are very positive with machine output varying between 17% and almost 90% improvement’

    Aiman Al-Masri, President and Chief Executive Officer

  • SALES AND PRODUCTIVITY INCREASE

    ‘Sales were increased by 4% in comparison with other branches and logistics staff productivity was increased by 56%’

    Saud Al Sulaiman, CEO

  • Reduced lead times

    ‘We were able to reduce our lead times by 43%, which means we were able to produce almost the same amount of products in half the time’

    Sinan Al Saady, Vice-Chairman

  • IMPROVED NPS

    ‘Final result was that our sales net promoter score increased by 25% and the service net promoter score increased by 5%’

    Dr. Khalid Alkarimy, Managing Director, Operations

  • Space Reduction

    ‘We were able to achieve a 47% space reduction in our production areas and warehouses’

    Nasser Gharama, General Manager Lamina

  • FAST AND SUSTAINABLE IMPROVEMENTS

    Average daily output increased by 119% and productivity increased by 109%

    Andrew de Klerk, General Manager

  • FANTASTIC RESULTS

    ‘Reduced turnaround time of our sales and delivery trucks by 70%’

    Eng. Showimy bin Ajayan Al Ktab, CEO

  • Astonishing improvements

    ‘Take-out customer wait times dropped from over 20 min to below 2 min’

    Eng. Abdulsalam A. Alarify, VP Business Development

  • Improved on-time delivery

    ‘We improved on-time delivery to the guests by 113%’

    Bernd Schwendtke, Senior Managing Director

  • Reduced customer waiting times

    ‘We reduced the time the customer spent waiting in our reception area by 55%’

    Bernd Schwendtke, Senior Managing Director

  • IMPROVED CUSTOMER HAPPINESS

    ‘Great results for our customers such as 72% decrease in customer wait times, 20% decrease in customer service times, 59% improvement in the number of customers served on time’

    Abdulrahman Althunayan, Customer Experience General Manager

  • EXPONENTIAL PRODUCTIVITY GROWTH

    ‘After implementing Lean improvements and keeping the same resources, we achieved an increase in sewing productivity by 292% and an increase in embroidery productivity by over 1500%’

    Hani Alamoudi, Operations Manager

  • Short delivery times

    ‘We improved the preparation time for home delivery orders and dropped it from 31 minutes to 16 minutes’

    Eng. Abdulsalam A. Alarify, VP Business Development

  • POSITIVE RESULTS

    ‘The overall new vehicle delivery lead time was reduced by 43%. The positive results led to an increase of 65% of the average conversion ratio per salesman for new guests’

    Eng. Taha Hossain Al Ghamdi, Managing Director, ALJ Retail Company

  • Significant Lead Time Improvements

    ‘Transfer of vehicles from and to branches dropped from 15 days to 1 day and the insurance approval lead time from 7 days to half a day’

    Hani Alsaleh, CEO Arabian Hala (AVIS)

  • A Clear Structured Approach

    ‘With Lean we are now structured and work systemically and that ensures quality, besides efficiency and productivity’

    Marcel Grünenfelder, Managing Director