3 Lab Efficiency

Status Supplies within its own organisation to European Tier 1 assemblers. Loosing significant amounts of money. Employing over 600 employees within 3 shifts, 6 days working pattern. Customer schedule variation problems generating high levels of WIP with labour inefficiencies and excess uptime.

Objective Improve uptime of facilities by understanding labour workload and related SOP's. Reintroduce a Continuous Improvement culture driven by the management.

Scope Determine labour activities and related timing by function based on a JIT lean workshop.

Activity Develop an understanding of the lean tools within the shop floor and related management team. Train and apply lean activities with a hands- on practitioners approach for the shop floor personnel and management. Get buy-in across all key functions to actual levels of waste.

Outcome 11.4% positive cost reductions identified.

43% labour content reduction.

50% unplanned downtime reduction

52% DTD material holding reduction.

26% reduction in rework.

Results 11.4% bottom line profitability achievable in short term with further 2.1% opportunity medium term.

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. Significant change towards Continuous Improvement with team working to bring change about.