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This particular client was not sure where to begin for process improvement and needed to identify priorities that included team feedback to gain culture buy-in. Through key stakeholder interviews and waste walk activities, we collectively determined priorities and a road map of improvement initiatives.
Before Scrap Percentage: 56% | After Scrap Percentage: 22%
Before Rework Percentage 68% |After Rework Percentage: 16%
This was a manufacturing setting that was not achieving hourly/daily targets.
After a waste walk of the product flow and a time study was performed it was determined that establishing 6S was the answer to allow operators to achieve the established hourly/daily targets due to 69% of tasks performed were nonvalue-added tasks. After implementing 6S within this operation this company was able to consistently make hourly/daily targets and was able to achieve a 78% increase in productivity.
This was a manufacturing setting that was not meeting the delivery requirements of the product and had unsatisfied customers. After performing a waste walk of the product flow. It was determined that several operations were deprived of products for periods of time at multiple operations and a process for the priority of products was not established. It was determined that a kanban pull system was the answer to ensure what product needed to be worked on was worked on first as well as in the correct quantities. BPPC team and key stakeholders worked closely together to implement a custom kanban pull system that allowed the company to achieve established delivery dates of the customer that resulted in on-time delivery of products, satisfied customers, and satisfied employees.
Improving processes enables organizations to better manage the quality of products, services, and resources to achieve operational excellence.
