Lean Operations

Lean implementation usually starts in Operations, targeting Production, Logistics, Office and Sourcing

Few Organisations are capable of deploying the New Operations Paradigm

And achieving extraordinary results in Resource and Flow Efficiency

With Breakthrough 2 digit improvements in Quality, Cost and Delivery (QCD)

Improve your Lean Operations by holding a Value Stream Analysis Workshop

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Lean Production

How can an organisation deliver the required products in the shortest possible Lead Time, with 100% customer service, minimising overall stock at the same time?

Pull Flow Model in Discrete Assembly



Production Efficiency in Process Industry



Line Design in Automotive Assembly



How to flow efficiently from raw materials to finished goods

1. Production Flow

- Reach One Piece Flow Production: one piece at a time, from raw material to finished product, reducing WIP and production Lead Time

- Elimination of Muda in the form of operator movement through standard work, in order to increase productivity

- Mass Customisation: flexibility to achieve small batch production efficiently, enabling you to adapt to the shifting needs of the market

2. Internal Logistics

- Synchronisation of logistics and production: standardised replenishment of materials for zero stockouts

- Pull Planning System: planning based on real customer orders, reducing stock and freeing cash flow

- Creation of Information Flow: from customer order all the way to shipping, reducing processing Lead Time

3. Total Productive Maintenance

- Delay equipment deterioration by teaching production teams basic routine maintenance tasks

- Improve equipment reliability through organisation, management and execution of preventive maintenance initiatives

- Eliminate chronic problems by working with multidisciplinary teams, with a structured approach, based on data

4. Total Quality Management

- Prevent defects from reaching the customer by incorporating a final standardised final quality checkpoint into the process

- Reduce the frequency of defects by using structured problem-solving tools to analyse and eliminate root causes

- Isolate defects at each workstation with the routine application of the Auto-Quality Matrix

- Reach Zero Defects using KAIZEN™ Six Sigma tools

Lean Logistics

Did you know that the increase in total margins for companies with optimised distribution networks is between 6 and 10%?

Interregional Transport Optimisation



Logistics Optimisation in Food Retail



Productivity increase in Spare Parts Warehouse



How to create a seamingless movement of goods

1. Warehouse Design

- Warehouse organised by value stream and part storage locations determined by consumption: reduces operator movements and contributes to better customer service

- Optimised storage containers: promotes optimal use of storage space and reduces incidentes of damage

- Visual management and standardisation: increases productivity and reduces picking errors

2. Milk Runs

- Standardised and dedicated external logistic routes: reduces total transport costs

- High delivery frequency: reduces average stock level and improves service level

3. Inbound & Outbound Flows

- Side-loading trailers: improves loading and unloading time

- Reception and shipment planning: guarantees loading and unloading time compliance

- Cross-docking: creates economies of scale and shortens process Lead Times

4. Supply Chain Planning

- Supermarkets of raw materials: avoids stockouts without compromising stock levels

- Information flow with suppliers: facilitates replenishment process and reduces Lead Time

- Pull Planning Algorithms: to increase on-time delivery and inventory turnover

Lean Office

Do you still think Productivity is just a manufacturing concern?

Process Efficiency in Public Sector



Inpatient Circuit Optimisation in Healthcare



Process Efficiency in Service Energy Retail



How to bring excellence into service processes

1. Flow Efficiency

- Process Design: to improve existing processes, adhering to short Lead Times with no redundant tasks

- Process Flow Cells: create new processes with a structured approach

2. Resource Efficiency

- Eliminate output variability: by standardising task execution and training employees

- Knowledge supermarket: structures all relevant information, making it accessible to all team members and contributing to the service level

- Office automation: improves productivity and reduces quality issues through the use of technology to automate administrative processes

3. Planning Optimisation

- Meeting cascade: eliminates redundant meetings and creates a meeting structure that is both efficient and complete

- Information Mizusumashi: concentrates non-value-added activities and creates pace for team output

- Capacity Planning: calculates the resources needed to satisfy the demand in order to improve flexibility and resource sharing

Lean Sourcing

Are your Purchasing and Procurement people engaged in KAIZEN™ Activities? The Cost of Purchasing has a large impact on the Profit & Loss account!

Profitability Increase in Food & Beverage



Purchased Component Planning



Spare Parts Stock Reduction in Assembly



How to get the right materials at the right price

1. Manage Spend

- Commercial Data Mining:create transparency and identify potential through standardisation and, as a result, find cost savings sooner

- Co-Sourcing: join forces to create a higher negotiation power with suppliers

- Volume Bundling: achieve savings as a result of economies of scale

- Demand Management: reduce company demand from selected suppliers and take full advantage of optimised contracts

2. Leverage Competition

- Supplier Pricing Review: provides uniform standards for systematic transparent pricing

- Target Pricing: ascertain target prices through different analytical methods, such as cost-based price modeling, cost-regression analysis, linear performance pricing or factor cost analysis

- Tendering: identifies potential suppliers, prepares and mails tender documents, analyses bids and negotiates with suitable suppliers

- Leveraging Global Supplier Markets: aknowledge all worlwide supplier opportunities, not only in low-cost countries, while exposing internal production to competition with the supplier market

3. Change Nature of Demand

- Re-Specification: goes back to the eraly stages of product development in order to question the materials and functionalities needed

- Innovative Breakthrough: changes the rules of the game when a company is excessively geared to a single supplier

- Technical Data Mining: by means of data analysis and benchmarking, identifies potential improvements to be implemented through a joint effort between procurement, R&D and production teams

- Risk Management: implements defensive measures for the business to ensure that it customers are supplied correctly and that the company's financial outcomes are under control

4. Seek Joint Advantages

- Value Partnership: optimises growth and shares business risks between buyer and supplier, creating a win-win relationship

- Value Chain Management: systematically optimises the value chain and the associated units, by bundling suppliers, reconfigurating the value chain components or revenue sharing

- Cost Partnership: to optimise costs through collaborative partnerships, such as supplier development, distribution of revenue and costs or joint product development

- Integrated Operations Planning: captures targeted savings by decreasing inventories and making sales forecasts more reliable, resulting in improved capacity and demand balancing

5. Supplier Development

- CI Programs: to improve key suppliers processes by creating a partnership for joint benefits. Target specific short-term performance issues in delivery, quality or cost

- PPAP - Incoming Control: ensures that a product constituents can be reproduced again and again with the sam quality and results

- Quality & PPM Improvement: eliminastes waste of rework and scrapt by improving the right first time percentage

- Improvement of Supply Logistic Loops: synchronising logistic and supply activities with production schedules, by improving quality of shared information and eliminating non-value-added tasks such as empty routes or repacking

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