The cabinet assembly line lacked a clear plan. After a quick bottleneck analysis, we found that completing cabinets was the main bottleneck. The main issues were:

• Too much material buildup due to a push-based system for fronts and drawers.
• Shelves were stored randomly in transport carts, not in the correct production order.
• There were high levels of unnecessary tasks like searching, moving, restocking, and clarifying.
• No clear standards or visual management.

The goal: restore flow fast and lift throughput without significant capital.

A focused improvement sprint grounded in lean principles and frontline collaboration.

Waste Identification

·       Shift observations, time studies, and spaghetti diagrams to reveal flow breaks.

·       Workshops with operators and leads to validate findings and co-design fixes.

Targeted Solutions

• Sequenced shelf delivery
• A-range (high-runners): delivered sorted by type for quick access.
• B/C-range (long-tail): delivered in exact production sequence with single-part access.
• Just-in-time fronts and drawers to clearly marked zones in build order.
• Pre-kitting special fittings to cut handling and setup time.
• 5S at cabinet completion: standardized layout, visual cues, ergonomic placement.
• Visual management + Continuous Improvement board: daily checks, short audits, and feedback loops.
• Skill-up: brief training on the eight wastes and line standards.
• Execution cadence: structured action plan with monthly coaching (3 days/month for 4 months).

• Lower scrap and rework at the constraint, protecting capacity.
• Smaller, cleaner WIP at cabinet completion; faster find-and-fit for parts.
• Clear staging for fronts/drawers aligned with takt and sequence.
• Stronger team ownership, better adherence to standards, faster onboarding.

Why It Matters for Customers

• More stable output and delivery reliability.
• Fewer defects reaching final inspection or the customer.
• Shorter lead times from smoother flow and less rework.

Our Role:
Our team led bottleneck analysis and co-designed countermeasures with the team. We also implemented a management system that included standards, visuals, audits, and coaching to sustain the gains. The outcome demonstrates how practical and scalable lean initiatives, when implemented with process owners, can lead to measurable performance improvements without requiring significant investment.