HEALTHCARE have the right balance for scalability and cost . “ One solution doesn ’ t fit for all , but if every entity has a different solution , then cost could be very high ” Ray states . “ In some countries , orders are hand-delivered by someone on a moped bringing it to one of the labs , while in Japan we get very high percentage of our orders electronically . Essilor is deploying solutions that are fit for a small entity in Africa , but can also be scaled up for a large entity in Australia . The company is focused on reusability .”
Ray previously led a similar initiative as the CIO of Essilor America . During his five years there , Essilor underwent a transformation program to simplify and modernise its analytics , manufacturing , backoffice , and customer ordering systems . He is in the third year of a multi-year road map , and
61,000
Number of employees at Essilor
plans to apply some of the same synergies to his new territories , bringing them up-to-date and strengthening the company ’ s position as the global leader .
With digitalisation , Essilor sees a lot of opportunities to streamline up and down the value chain .
One example is faster time to market of its products . By removing manual and duplicate processes , and using digital prototyping and 3D simulation , the company is bringing down the time frame significantly . This gives additional time to realise revenue rather than waiting for products to launch , and from the customer ’ s perspective , they get access to new products sooner .
Digitalisation also allows Essilor to differentiate greatly from competitors by offering lenses that are personalised according to the customer ’ s own eyes and face . The company ’ s production machines
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