Here you find the milestones and successes our clients have achieved with our help, and the insights we have gained by working with them.
Gemba walk during Lean audit confirms measurable improvements across all business-critical dimensions, such as employee engagement, structural stability, sorting quality, equipment reliability, and operational productivity.
Building problem-solving skills for Automotive to systematically identify cause-effect relationships and effectively eliminate underlying root causes. By doing so, preventing costly product and process failures.
Over 30 managers joined the summit in Copenhagen to systematically improve Trioplast’s value chain for the production of industrial, hygiene, stretch film, and carrier bags.
Factory Maturity Assessment (FMA) for Korean automotive supplier to identify current state and define the roadmap for its digital factory transformation with first practical steps.
The Danish manufacturer of foundry equipment reached Silver level, improving schedule-adherence from 33% to 82%, cutting rework and overtime by 50%, increasing productivity by 20%.
Only 30% Initiatives Succeed, 70% Fail: Most organizational change efforts cost more and take longer than leaders and managers anticipate; two of three transformations fail.
Designing a better factory: automotive suppliers producing commodity products need to win on cost and scale, find new niches, and go beyond the automotive core.
With focus on warehouse and back-office operations, over 600 people completed their Lean projects, improving response time to customers and on-time-in-full (OTIF) performance to vessels.
Visual management refers to the placement of tools, parts, processes, indicators in view, so the status of the system can be understood at a glance.
Three years on its Lean journey the Indonesian team streamlined manufacturing-logistics chain, maximizing throughput to better serve the growing demand of Southeast Asia’s largest economy.
Factory assessment confirms that the Fukuroi operation matured to ‘Silver-Gold’ level; now able to serve the Japanese beverage industry with quick-turn and highly flexible deliveries.
Defining next steps on its Lean Journey the team in Utah benchmarks its operation against world-class references, assessing maturity level and identifying next improvement opportunities.
After a one-year project implementation phase champions from Australia, Argentina, Brazil, Mexico, Netherlands and Switzerland completed the Lean training and received their Black Belt certificates.
Performance Improvement Program (PIP) was kicked-off by Wrist Ship Supply with an initial training of the leadership team in Aalborg, Denmark to build critical skills.
Norsk Gjenvinning’s metal shredding operation in Øra near Fredrikstad has made the Silver mark by attaining maturity level 3.0 on the five-point Lean benchmarking scale.
In pursuit of Operations Excellence the factory team in East-Hanover significantly improved first-pass yield (FPY) and on-time delivery (OTD), producing flavors with much improved consistency.
Lean champions who attained Black Belt level are now proficient in value stream mapping in manufacturing and service, root-cause identification and elimination, process-redesign and standardization.
Team São Paulo matured its food-ingredients factory to level 3.5 on the five-point benchmarking scale; received ‘Silver-Gold‘ award for achieving breakthroughs in yield and productivity.
Continuous effort over nearly five years paid-off: by systematically upgrading skills and capabilities, the Woodlands-team was able to significantly increase right-first-time (RFT) and labor productivity.
Milestone achieved after a 4-year Lean journey, the operations team in Johannesburg proudly presents its ‘Silver‘ award for achieving level-3 on the Lean benchmarking scale.
The operations team in Hungary brought the largest powder blending factory of the group to ‘Silver‘ by implementing in core manufacturing and critical support processes.
Navico’s maquiladora in Baja California received the ‘Silver‘ award for attaining maturity level-3 in Lean Manufacturing, boosting productivity 42% year-on-year and 1100% over seven years.
Trainees at all levels of the organization learned how to effectively reduce waste, variability, and inflexibility (3 losses), while getting certified as Lean Yellow Belts.
Removing causes to prevent repeat problems is a foundational skill for key people, such as managers, supervisors and specialists to systematically improve right-first-time (RFT) rate.
To take effective actions, we need effective metrics so we can recognize successes to learn from and issues to quickly correct before growing into major problems.
Two flavor factories received Silver-awards for scoring 3.0 points on the Lean Manufacturing benchmarking scale, while better delivering liquids and powders to the food industry.
A growing stack of “things” is waiting for many of us when returning back to the office after the holidays, pending work to be processed.
A comprehensive Lean rollout brought the operation in Cuernavaca to ‘Silver‘, covering the value-chain including planning, production, logistics, customer service, maintenance, quality, and human resources.
Improving at a world-class rate of +0.5 point per year on the lean manufacturing benchmarking scale, the leadership team in Buenos Aires truly transformed its operation.
Team in Smithfield “moved the performance needle” by implementing the Leanmap toolkit: strategy deployment framework (SDF), performance management system (PMS), and systematic problem solving (SPS).
The Dutch team was first setting up the performance management center, the central place where the cross-functional team meets daily to plan and solve problems.
The team in Dortmund benchmarked its factory and matured it over a two-year transformation period to ‘Silver‘ level, scoring 3 points or 60% operational excellence.
Lean Audit confirms ‘Silver’ maturity for Givaudan’s major processing plant in Switzerland. The site was first to make the ‘Silver‘ mark, attaining maturity level 3.
Implementing just-in-time (JIT) principles “flow-takt-pull-leveling” at a high-mix batch operation raised labor productivity 288%, freed up 33% process inventory, and permanently lowered cost-per-unit by 28%.
Systematic application of Lean principles allowed Eltek’s module assembly plant in Slovakia significantly reduce cycle times and defect rates, permanently lowering the manufacturing cost base.
Lean Transformation Program (LTP) allowed NG’s metal sorting plant reduce throughput time by 80%, inventory by 25%, and double-handing by 80% in just 1.8 years.