Clients
 

Private Sector Clients

Aggreko UK
Bunzl
Ciba
Controlled Therapeutics
First Scotrail
Henry Technologies
Hewlett Packard
Highland Spring

IBM
Johnson & Johnson
Oticon
Paterson Arran
Rosti Scotland
Shell
Solectron
Terasaki Europe
Operators at Rosti trial new process after Kaizen Blitz

Summary of Ross International intervention:

Aggreko UK

We won a National Training Award with Aggreko in 2001 and have since carried out numerous interventions. The most recent Kaizen Blitz increased the throughput on their highest volume product by 30% with the same resources in 30% less space.

CIBA

On our pilot Kaizen we increased throughput on a 24/7 product line by 80% aswell as making it a better and safer place to work. Improvements in the drying process reduced annual electricity costs by £125,000. This initial success led to us training Kaizen Facilitators across the site.

Henry Technologies - see case study

Doubled the sales on a key product by slashing the lead-time and increasing productivity, which allowed a reduction in product selling price.

Hewlett Packard

Worked with a large team in advance of a process introduction to imagine the problems that might arise then take steps to eliminate them. The launch of a new process was an unqualified success.

Highland Spring

Reduced the changeover time between different bottle sizes by 75% and improved first hour performance by circa 30%. Ideas from the target line have been rolled out to other lines.

Paterson Arran - see case study

Changeover times were cut by between 65% and 80% as part of the drive to stay efficient in the face of customer demands for greater variety and shorted runs. 5 tons/year of wet waste product was virtually eliminated along with all the burnt waste. The increased throughput was equivalent to one free week of production per year.

Rosti ( Scotland) - see case study

Stopped work being transferred to China by Kaizening their operation and giving a ‘cost down’ to a major customer. In the 3 months following the Kaizen the incoming quality levels improved ten fold as a direct result of the teams refusal to accept defects.

Terasaki ( Europe) - see case study

Reduced leadtime (from receipt of customer order to dispatch) by 60% on a major product range while at the same time more than doubling the throughput capability in 30% less space. They also increased productivity by over 50% while improving appearance and safety of the working environment.

 

 
 
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