Benchmarks & Client Cases
Daily Management in Process Industry
High levels of waste and lack of material organisation
Poor information sharing
• Lack of available operational indicators
• Poor team coordination and workplace organisation
• Ineffective sharing of information during shift handover
• Weak culture of continuous improvement and lack of routines
• Teams not held accountable for performance results
• Lack of investment in team morale and motivational initiatives
• Limited involvement of team members in improvement projects
Team meetings with visual management
Quarterly Auditing System
• KPI System: to collect and process manufacturing indicators
• Daily Team Meetings: supported by team boards with KPIs, Work Plan, Definition of Priorities and Improvement Cycle
• Workplace organisation contributing to improved productivity and reduction of errors
• Standard Work to improve process efficiency and reduce process variability
• Quarterly Auditing System to guarantee the sustainability of the solutions implemented and kick off new improvement projects
The new improvement routines of the teams generated annual savings of £49,000 per year.
Average equipment efficiency increased by 10%
Material consumption reduced by 9% as a result of improvements to yield rate.
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