Case Study - Lean Transformation 1
A client had an intensive manufacturing business in fast moving consumer goods. Within this business were a number of printing processes, integral to the operations. These printing processes were a bottle-neck to the businesses productivity. The team believed they needed to get an additional printer at a cost of circa $1.5m.
Downtime was significant, short runs and long changeover times, frustrated by machine maintenance needs, didn’t help.
Work was presented to the print department in a lumpy pattern and they did not have the capability to recover if they lost any ground, given the changeover time. By mapping the process and applying smart change-over tools, this team were able to lift production to levels beyond that of an additional machine and the cost was deferred.
Downtime was significant, short runs and long changeover times, frustrated by machine maintenance needs, didn’t help.
Work was presented to the print department in a lumpy pattern and they did not have the capability to recover if they lost any ground, given the changeover time. By mapping the process and applying smart change-over tools, this team were able to lift production to levels beyond that of an additional machine and the cost was deferred.
Main benefits:
- The team had felt pressurised, disconnected, stressed and at fault. They created the new model.
- Changeover time was significantly reduced, modelling the new method created from a hybrid of all operators.
- Variation was reduced by improving the condition of the machinery.
- A revised drum beat in the facility ensured there was a pool of selected work, so printers would always be able to keep their equipment operating.
- The team took control of their own internal scheduling to optimise their print sequence.
- The team conducted their own daily progress reporting back to the business
- This project reinforced the belief that a valued empowered team can surpass all expectations.
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