Manufacturing Case Study
Challenge
- Start up company with rapid growth lacking structure and basic management tools
- Process that is new to the industry utilizing equipment that has never been used for this purpose before
- New workforce with significant absenteeism and vacation with attraction and retention issues.
- Inexperienced supervisors with little training and lacked understanding of the expectations of them were
- Lack of consistent Engineering support.
- Down time was accepted as an extension of the plant commissioning process, with little sense of urgency
Services Provided
- Management Operating System
- Training & Development
- Short Interval Management
- Centerlining
- Root Cause Analysis
- Shop Floor Coaching
- Visual Management
- Skills Gap Assessment
Approach
- Designed and Implemented Daily Direction Setting (DDS) with all members of plant management
- Developed and implemented structured, regimented practices for Shift Turnover and Start Up
- Standardized supervisor’s daily routine (Leader Standard Work) and monitored and coached adherence
- Utilized Visual Management elements including a Hour By Hour Board, One Point Lessons, Job Responsibility Postings and 5S postings
- Supervisors received daily on floor coaching from consultants in problem solving and conflict resolution
- Identified optimal settings across all adjustment points of the line
Result
- Root Cause Analysis sessions spanning multiple plants and disciplines led to significant design enhancements, reducing downtime significantly
- Increased safety awareness across the network
- Plant wide understanding of daily plans goals and issues
- Clear understanding and accountability to expectations of supervisors
- Full time support of three engineers for troubleshooting and design enhancements
- High visibility from Plant to Executive level of performance to plans, reasons for any variance and measures taken to address those variances
”We now have a set of standard and consistent tools. I can see the organization starting to be more strategic in their thinking and not just firefighting"
- VP, Operations
