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Consultancy Services, over the past several years our consultants have developed their knowledge and experience from working for a number of companies in many varying sectors globally...

  • Automotive 
  • Pharmaceutical
  • Lean Office
  • Aerospace
  • Rail
  • Logistics
  • Mining
  • Manufacturing
  • MRO
  • Healthcare
  • Food Manufacturing
  • Education
  • Service Operations

Case Study 3 - Stabilisation, Quality, Efficiency & Optimisation Review

 

Client

The client is an international car manufacturer with customers in more than 110 countries around the world. From receiving the thousands of components at the start of production, to the dispatch of complete cars by road and rail, every step is carefully controlled to create an efficient, cost-effective and environmentally considerate process chain.


 

Client Needs

 

Through a series of mismanaged model and model face lifts the operational facility found themselves in with an unacceptable level of quality concerns compounded by an inefficient series of production lines. The key deliverable of the project was to bring stability to what was regarded as a very unstable and erratic production line. As well bringing stability to the facility there were secondary but equally important targets of efficiency improvement and defect reduction in order to return the production lines to what the customer would expect of a world class automotive manufacturer.

 

Activity

 

Working with senior management, local line leaders and senior operatives the work steps of each operator (circa 56 work stations, circa 75 operatives) were carefully worked out and mapped out for both work content, timescale and zone of the car. Utilising work balance charts and operator expert knowledge the individual processes were carefully analysed and appropriate work was either added or removed depending on the individual operational requirement. Through this work balance activity clear understanding could be visualised as where processes could be removed in order to achieve the stringent efficiency targets. The new processes were carefully screened and monitored so that quality would be “built in.” The processes and their “best practice” were carefully recorded and captured, this was supported by a cross shift training activity that was designed to bring sustainability across the three shift operation.

 

There were also drivers that were included in the programme that nurtured a customer based thinking on the shop floor and a culture of continuous improvement. Where every day small incremental improvement activity (Kaizen) was now encouraged and supported at every level.

 

Tools used

  • Value Stream Maps;
  • Process Maps;
  • Continual Improvement (Kaizen);
  • Work Balance Charts;
  • Standardised Work Procedures (SOPs);
  • Change Management; and
  • Chalk Circle Methodology.

 

Benefits

  • A reliable and sustainable production line.
  • Standardise work over three shifts.
  • Operational efficiency improvement (FTE) reduction of circa 13%.
  • Quality improvements of circa 25%.
  • Financial benefit of circa £2.3M in annual operational costs.
  • A 'BUY-IN' throughout the company; further improvements to be gradually introduced to staff throughout.
  • A greater understanding of Lean tools. The most appropriate and where to use them for maximum effect on the shop floor.
  • Improvement of Standardise workflow
  • Reduction – Double handling, improvement of efficiency

 

 

 

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