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Case Studies

Case Studies have delivered the following:
  • 93% drop in field failures
  • 28% improvement in efficiency
  • 5% higher first pass yields
  • 72% scrap reduction
  • 69% inventory reduction
Medical Device Manufacturer - Ireland
Business Case
Labour-intensive device assembly business needs to stay cost competitive.
Poor on-time delivery and quality issues eroding customer confidence.
Actions
Lean programme introduced over a two year period.
Assembly re-organised into product cells.
Paperwork eliminated in favour of web-based order tracking system.
Results
Before
36 mins
33%
1616
 Metric
Assembly Time
On-time delivery
Quality (DPM)
 After
26 mins
88%
107
Summary
Through productivity and design improvements, assembly time reduced almost 30% With the introduction of flow manufacture and an automated tracking system, on-time delivery improved to 88%.

The on-line tracking system monitored the assembly and test steps versus order requirements and virtually eliminated any product quality issues.
Testimonial
"The introduction of the on-line tracking system resulted in higher production efficiencies and greater customer satisfaction improving the overall performance of the site".
Vice-President, Ireland Operations


International Airport
Business Case
Health and Safety issues for security staff caused by excessive handling and lifting of trays at the X-Ray screening area. This had resulted in a significant increase in work-related absence.
Passenger processing rates needed to be maintained, particularly at peak times
Actions
Video analysis of passenger processing through the screening area.
Working group established to identify key changes
Results
Before
39%
8%
frequent
 Metric
Trays handled by staff
Stretching over barrier
Pulling Quality (DPM)
 After
20%
0%
Virtually eliminated
Summary
Through layout and equipment improvements, tray handling was almost halved.
The actions of stretching over the conveyor and pulling bags on the conveyor were virtually eliminated. These actions were the most likely root cause of health and safety issues experienced by the staff.

Testimonial
"The project undertaken by ETAC produced simple data analysis which demonstrated that a proposed capital expense was not required. The recommendations are simple and cost effective and have our full support".
Operations Manager


Glasses


Custom Assembly - Denmark
Business Case
A build rate of 2.7hrs / unit was uncompetitive against internal and external competition.
Order lead times were up to 30days and a backlog of 1200 orders existed.
Actions
Lean programme introduced over a nine month period.
Process layout re-designed. Process balanced. Automated capacity increased. Repairs reduced.
Working conditions revised working with unions.
Results
Before
2.7 hrs
Up to 30 days
1200
 Metric
Build Rate
Order lead time
Order backlog
 After
1.6 hrs
Average 4.5 days
450
Summary
Each step of the process was measured and balanced. This required a new layout for the process. Order management was overhauled and orders were 'pulled' through the process with an average lead time of 4.5 days.
The utilisation of automated equipment was optimised. Quality issues were systematically tackled working with main markets.
Testimonial
"Within 6 months, the hours per unit had been reduced by 40%, manufacturing moved to a new location and travel time was reduced by 90%. Lead times were improved by 60%. Inventory was reduced by 40% and kanban systems had been introduced to the manufacturing areas. In the following 12 months, efficiency has improved a further 10%, Inventory has reduced a further 40% and Kaizen teams have started. All of the above is the outcome of the consultancy work by ETAC."
Production Manager, Denmark


Multinational Pharmaceutical Manufacturer
Business Case
A line changeover time of 22 hours was limiting the capacity of one product line leading to supply issues and a requirement to subcontract some production.
Actions
Changeover process was mapped by the operations team.
Actual element times were recorded over each changeover supplemented by video analysis.
Material and service supplies were re-designed. QA processes were streamlined.
Engineering applied SMED techniques to speed changeover process.

Before
22 hrs
€75,000
30 days
 Metric
Changeover Time
Proposed capital spend
Order backlog
 After
8 hrs
€0
0
Summary
Each step of the changeover was measured. SMED was applied. Internal and external steps were identified. Materials and information was prepared in advance of the changeover.
Remaining internal steps were re-organised with some steps done in parallel.
Engineering changes were implemented to organise and standardise tools & settings.
Testimonial
"Through 2008 & 2009 ETAC worked with us on a project to reduce our packaging line change over times. We initially benchmarked against the industry and following value stream mapping eliminated the non value added steps in the process. ETAC were pivotal in introducing lean six sigma techniques to the organisation and achieving the end goal which delivered real value to our operation"
Assoc. Director Manufacturing