- Mechanical engineering
After relocations of production areas, surprises often become visible, which has not considered any relevant role in this kind and intensity. In our view, it is not at all possible to identify all aspects in advance, so responding to performance losses in the production environment will be an ongoing discipline.
The case at hand was a prime example that relocating a production area does not work if you copy 1:1 organization, plant technology, system connection and employee roles. The conditions on site and the specific composition of the production tasks always reveal proprietary challenges that might not have led to negative effects at all with the experience gained at the parent plant, but at the new location can lead to a standstill in production. In order to then be able to guarantee security of supply, methodically transparent but nevertheless pragmatic procedures are required in order to be able to both increase output and reliably incorporate quality requirements into the products. From our point of view, location-specific paths then also result in opportunities on the basis of which the entire company can also profit again.
Profile
Company size
Location
Czech republic
Period
2 years
Branch
- Mechanical engineering
Percentage of individual services
- reactive situation stabilization
- holistic concept development
- risk analysis production performance
- Reaktive Situationsstabilisierung
- Ganzheitliche Konzepterstellung
- Risikoanalyse Produktionsperformance
Challenge
- Peak number of units in 2 months cannot be served on the basis of the current KPIs.
- Start-up of a further derivative in 7 months cannot be mapped with regard to the quantity structure
- Process chain scrap at Tier 1 > 35
- Main contributor for rework minutes at customer plant Ø 3000 min/month
- Current supply can only be maintained by means of special runs
- Supply of CKD plants only possible by air freight
Procedure
- Installation Q-Gates
- Installation Shopfloor Walk
- Establishment of a foam rework area
- Installation of 1-Piece-Flow and reduction of parts handling
- Establishment of bottleneck control Tier-2
- Installation of a control loop to identify Q-problems and derive and track corrective measures
- Training of workers and standardization of processes and workplaces
Results
- Increase in daily output by approx. 22%
- Reduction of process chain rejects to 14%
- Start-up of the further derivative secured
- Reduction of rework minutes in the customer's plant to Ø 400 min/month
- Elimination of the required special trips and supply by means of regular transport
- Elimination of backlog against CKD plants and supply by sea freight
The project in detail
Project Highlights
Innovative technological process chain
Supply chain across several continents
Rapid detection of major disruptive factors
