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.
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.
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.
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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