2 Turnround

Status Household name in fabric production across major business units. Operating at a loss employing over 300 employees within 3 shifts, 7 days working pattern. Dedicated unionised employees looking to maintain business within their country with some restrictive practices. High levels of WIP with long changeover times.

Objective To reduce WIP, improve uptime and OEE, reduce changeover times and reduce direct labour.

Scope Complete a Lean Diagnostic workshop to determine areas of concern opportunity and action. Develop a Change Over process and culture.

Activity Develop an understanding of the lean tools within the shop floor and related management team. Train and apply lean activities with hands on practitioners approach for the shop floor personnel and management. Allow the teams to determine their own actions based on the resultant lean tool feedback.

Outcome Significant reductions in overall costs identified.

47% uptime improvement.

50% improvement to change over time on layering.

56% material holding potential reduction.

30% labour reduction achievable.

6% product defect levels improved by reduction of rework and related inspection.

Results Company maintained long-term prime customer business.

5% bottom line profitability achieved with a further 20% opportunity.

Reduction in DTD material holding resulting in significant space saving creating centralised manufacturing with added cost benefits.

Supply chain geared to customer demand rather than make to stock.