Lean Production

Just-in-time principles deliver short production lead times combined with high flexibility. The goal of just-in-time is the continuous improvement of quality, costs, and delivery service.

Project example 01

Production with lean management

Office furniture

The initial situation

Lean principles should form the basis for a new just-in-time production system. It has the purpose to respond faster to market demands, which sustainably improves long-term competitiveness.

Our services

  • Moderated of workshop for the development of a customer-specific production system
  • Trained multipliers teams
  • Trained employees
  • Held 10 workshops for continuous improvement in the first year of the project
  • Monitored project regularly and coached employees

Productivity

+20 %

Inventories

-15 %

The result

  • Productivity in manufacturing is up by 20 %
  • Inventories were reduced in the first year by an average of 15 %
  • Significantly increased motivation of the employees

Project example 02

Introduction of the 5S-method

Kitchen furniture

The initial situation

Sorting, systemizing, spruceness, standardization and self-discipline - those are the components of the 5S-method, which will determine in future not only the working conditions within the production. Rather, the entire company relies on standards and order, spruceness and continuous improvement.

Our services

  • Moderated pilot workshops
  • Trained employees
  • Defined standards
  • Developed audits
  • Trained auditors
  • Project management

Non-productive time

-10 %

Inventories

-15 %

The result

  • Non-productive times reduced by 10 %
  • Reduced inventories by 15 %
  • Manufacturing process is much more transparent

Project example 03

Implemention of lean principles

Office furniture

The initial situation

The assembly of desks must be more efficient. Goals are timed flow production and integration of electrical height-adjustable tables mounting to the assembly process.

Our services

  • Flexible mounting concept to integrate the assembly of electrically height-adjustable tables into the flow production
  • Logistics and added value were clearly separated
  • Introduced KANBAN system
  • Trained employees
  • Monitored implementation actively

Productivity

+20 %

Material inventory

-30 %

Reduction of supply cycles

-15 cycles

per work order

The result

  • Increased productivity by 20 %
  • Converted assembly of pickup and delivery systems
  • Material supply routes shortened from 18 to 3 cycles per work day
  • Inventory on the workplace reduced by 30 %

Project example 04

Implemention of the zero-error-principle

Kitchen furniture

The initial situation

Final assembly department is dissatisfied with its internal customers. The reason: too many miscarriages and false parts. With help of zero-error-principle, a reliable just-in-sequence-production should be implemented.

Our services

  • "Learn how to see:" Raised awareness of the employees and coaching of teamleader took place directly during the process
  • Project management and controlling
  • Continuous and differentiated analysis of errors and false parts
  • Created and implemented process for the continuous removal of errors

Side tracking

-50 %

Line stop

-40 %

The result

  • Side tracking reduced from 5 % to below 2.3 % per shift
  • Line stop times reduced from 70 minutes to less than 40 minutes per shift

Project example 05

Final assembly reorganization

Office furniture

The initial situation

The final assembly of module cabinets is not productive enough and takes up much space. With help of the continuous improvement process (CIP), the area should be newly organized.

Our services

  • Moderating CIP workshops and introducing additional ideas
  • Actively follow-up of implementation of the ideas
  • Reviewed regularly the success of the measures and secured them

Productivity

+23 %

Space requirement

-19 %

Line stop

-12 %

The result

  • Produced quantity increased by 23 %
  • Daily "clocking"
  • Floor space requirement reduced by 19 %
  • 12 % less line stops
  • Daily delivery of ancillary materials
  • Strict separation of added value and logistics