The core area of any manufacturing facility is the shop floor. Manufacturing is most often also the largest function within an organization. In some cases there are multiple processes required to manufacture a single product while in other cases just a few. In any case, to be considered as a successful manufacturing organization it is imperative that your operational process performance is strong and consistent. This ensures long-term profitability and future growth by fulfilling customer expectations.
One of the major challenges within manufacturing is to cope with the everyday and everywhere present process variation that impedes product flow and causes quality issues. For example, in production scheduling an inefficient planning process causes variation in production schedules, which puts extra stress on manufacturing. A complex facility layout disrupts flow and extends lead times. Not maintaining the machines results in variations in machine availability and performance. Quality issues arise from variations in material, workers and processes, and cause rework and defects.
As a result the constant firefighting within manufacturing results in increased efforts and costs to ensure customer demand is met with a high quality product delivered on time.
Waste in manufacturing can be identified, classified and minimized as well as create tremendous savings potential. Lean principles, kaizen methods, and reengineering approaches can be applied to manufacturing to improve the flow of work through the value stream, to ensure the product is pulled from customer demand and to reduce process and quality issues. Reducing waste along the process will reduce lead time, increase the value add in the process and improve overall process efficiency and capability.
Improving processes availability, performance and quality and at the same time having products pulled through the value stream by customer demand is a good start to be more competitive in serving your customers.
We implement Lean Solutions in manufacturing in a similar way to other functions. The solutions must fit the challenges.
|Total production lead time at a container packaging plant reduced by 72% due to Lean production program|
|TPM project reduced order production lead time by 24% due to paper machine unplanned down time reduction|
|Lean production project reduced defects at a food company bottling line by 33%|
|Joint Lean project between food manufacturer and packaging supplier led to discovery of real OEE and to OEE improvement of filling lines by over 70%|
|Rework at end of printing line reduced by 19% through implementation of Lean workshop findings and recommendations|
|Lean program at capital equipment manufacturer resulted in additional capacity allowance which increased output by 15%|
|TPM program at printing line increased machine productivity by 35%|
|Lean manufacturing workshop resulted in 22% of skilled workforce being freed up and diverted to other production lines where they were needed|
|Working capital reduced by 20% via work in process reduction in cylinder plant due to Lean manufacturing implementation|
To learn more about Lean Manufacturing & TPM, contact Four Principles today.