Glen Dimplex is a leading international industrial group. It has over 30 businesses and 8,500 employees around the world including, Europe, North America, Asia, and Australasia.
The company is the world’s largest manufacturer of electrical heating. In addition, it holds significant global market positions in domestic appliances, cooling, ventilation, and renewable energy solutions. The organisation is responsible for the design, manufacture and international sales of heating products that are developed in Ireland and the United Kingdom. Furthermore, the company has three manufacturing plants in Ireland, including Glen Electric in Newry, Seagoe Technologies in Portadown and Glen Dimpex Ireland in Dunleer.
The organisation is the leading distributor of electrical appliances in Ireland and is part of the Glen Dimplex Group. Moreover, it boasts an extensive range of premium quality products including consumer electronics, domestic and heating appliances, white goods and range-cookers as well as renewable products. Finally, the company has been operating in Ireland for over 25 years and take pride in the service they offer to their customers and retail partners.
Lean Project Objectives
This company first engaged with ETAC Solutions in 2013. We have worked with them on several Lean projects through our Lean Business Tools training programme.
While working with them, a number of employees identified process improvements that could be made within their own work areas. Several of these projects related to Changeover Times, Assembly Line and Design Projects. A brief outline of these Lean projects is described below. You can also read the full case studies below.
Case Study 1
Our first Lean project was identified by one of their employees working in the Injection Moulding Department. The Department have one 575 Tonne Injection Moulding tool used to produce plastic moulded parts. This machine often required the ‘mould’ to be changed / swapped out depending on the part required. However, this ‘Changeover’ process was time-consuming due to a number of challenges. Read the full case study here.
Case Study 2
We worked on this second Lean project with an employee who had been working in Glen Dimplex stores for over 6 years. He was the first person to work in the metal stores. As a result, he could clearly see what was happening on a daily basis. This team member was able to see why production runs were often not completed. Read the full case study here.
Case Study 3
Another Lean issue identified by one of their employees was their design projects. These projects involved R&D, Sales and Marketing and Group Design. He determined that the design projects were taking on average 20 weeks to be completed. The projects included new electric stoves, new electric inset fires, new wall mounted fires, adjustments to existing designs to create new products and furniture designs. Read the full case study here.
“Very beneficial training that ‘opens your eyes’ to the obvious wastes in the work environment. The training tools helped me to identify these wastes, remove them and save our business Time and Money.”
“It was a great programme and is a great benefit to our workplace.”