Case Studies2

Case Studies www.hybridconsulting.ca

Case 1: Situation ,[object Object]

They had two assembly lines with different skill sets.

They were previously involved in Lean programs and Lean groups.,[object Object]

They were fully booked and too busy to implement a disruptive solution.

Profits were down and could not invest in new equipment or extra staff.,[object Object]

Created a system to maintain lower WIP level.

Focused on flow (getting products finished) rather than keeping everyone busy (but not productive).,[object Object]

Build daily performance measurements into the system so that disruptions to flow are identified and solved quickly.,[object Object]

Increased throughput of the entire operation by 33%.

On time deliveries rose to 100%,[object Object]

Gave the president extra time to pursue other business ventures.

Good buy-in from staff: Shop staff, scheduler, technical staff, owner.,[object Object]

No additional staff, no new equipment, minimal disruption to the business owner.

Chronic staffing problem that had plagued them for years was solved.,[object Object]

Dual process line with many products.

Sales were growing but profits remained flat. Operating expenses were growing at the same rate as sales.,[object Object]

Their process area had been recently expanded by 33% but production still struggled to keep up.

They had recently purchased extra processing equipment but work in process was still high.,[object Object]

Measured baseline performance and posted for staff to see.

Determined best method to improve capacity of the constraint and implemented.,[object Object]

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