Client Results

2 week activity, $1.5m benefit
Tait Communications

Overview

Tait Communications produce critical communications equipment in Christchurch.  Faced with a sudden and temporary demand of 4 times their production capacity for hand-held radios, they were faced with a rapid response or missing out on a $1.5m opportunity.

The Problem
  • No time to recruit for a 2nd shift
  • No time or budget for additional production equipment
  • In-line equipment Cycle Time constraints
The Solution
  • Rapid in-house production of temporary jigs
  • “table-top” processing lines set up
  • Temporary materials delivery system introduced
  • Bottleneck equipment inventory system
  • In-line process taken off-line to supply 2 lines

 

“Through the Rapid Jishuken activity we were able to re-engineer our processes to produce 300% of our previous maximum capacity within 2 weeks”

Chris Patient Group Logistics, Manufacturing and Supply Chain Manager,
Tait Communications 

Client

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Contact

Get In Touch

North Island Office

e. enquiries@lmac.co.nz
p. 0800 112 251 (+64 3 443 9424 Int’l)
m. 021 2468 529 (+64 21 2468 529 Int’l)

South Island Office

e. enquiries@lmac.co.nz
p. 0800 439 424 (+64 3 443 9424 Int’l)
m. 021 2400 212 (+64 21 240 0212 Int’l)

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CONNECT

Complete the questions below to test your data maturity.

Over the next two years, which three of the 14 key performance indicators do you most want to improve on as a business?

Make a note of these before you carry on reading.

The key 14 performance indicator categories:

Productivity

  • Asset & equipment efficiency
  • Inventory efficiency
  • Materials efficiency
  • Utilities efficiency
  • Workforce efficiency

Flexibility

  • Planning & scheduling effectiveness
  • Production flexibility
  • Workforce flexibility

Speed

  • Time to market
  • Time to delivery

Quality

  • Product quality
  • Process quality
  • Safety
  • Security

Now ask yourself – what is your current performance against these three KPIs? Can you tell me how you performed in the last hour, yesterday or last week?

If you can’t answer this question for all three because you aren’t measuring the data, then the next step is clear. Figure out what data you need to enable you to measure it, and decide how you are going to collect that data.

If you can answer it historically; last week or last month – ask yourself, is this retrospective view sufficient for me to really make improvements?

If you can answer it for all three up to the minute, then it is quite possible that shopfloor intelligence isn’t a number one priority for you. Look out for parts 2 and 3 of this blog series for some more insights into how you can make the data work for you.