LEAN Experience
JIT and Agility
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LMAC’s clients have often remarked upon how much more agile their production system has become through our activities in JIT. In several cases, the client has now been able to commit to unexpected orders with extremely short lead time requirements, which prior to introducing Lean, would have been impossible. The graphs below show an example of agility achieved through Just In Time application by LMAC at the clients operation. |
Pull System and Takt Time Introduction – Manual Processes
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1 (click to enlarge) With no additional equipment, the client can quickly accommodate sudden demand increase within a short lead time. |
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2 (click to enlarge) Output per staff person has almost trebled. Reliance on seasonal/temp staff has reduced significantly. |
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3 (click to enlarge) By Utilising LEAN methodology in line balancing, JIT Pull system and Standardisation, the line can instantly flex to customer demand from 1 staff to 8 staff whilst maintaining the almost trebled productivity rate. |
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SMED (Quick Process Change-over) Introduction – High Cost Assets
Literally translated, SMED refers to Single Minute Exchange of Dies. Although originally developed in a Press environment, LMAC have significant experience in its application in a variety of situations where equipment or process set up is prevalent.
Where expensive multi-use equipment is a constraint, there is sometimes pressure to run larger batch sizes, restrict orders to “economic” runs or invest in further expensive equipment to meet demand. Why not ask LMAC to evaluate your current asset utilisation and productivity first, before you spend large amounts of CAPEX.
Getting the most out of your current assets
LMAC have engaged extensively in applying SMED principles to client operations where some staggering results have been achieved. The graph below shows the reduction in down time achieved at a client operation by introducing SMED. In the case shown below, the set up times for the process were reduced so much that the purchase of an additional multi-million dollar line was avoided.
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