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Lean Thinking |
Axios believe becoming ‘lean’ is a process of
eliminating waste with the goal of creating value, not
just a cost cutting exercise. Equally it is a process
that can be applied in any industry sector –
manufacturing, public sector, service, telecoms,
technology, pharmaceuticals, or retail. In many
processes, it is not unusual for non-value added
activity to comprise up to 90% of the total activity.
As well as training in Lean Thinking, Axios is
experienced in developing Lean Strategy and supporting
the implementation of Lean programmes. The appropriate
tools will be used to suit the particular need.
Lean is not prescriptive but an advanced methodology
and way of life. Working smarter not harder can
directly improve your bottom line. Introducing Lean
Tools to eliminate waste will reduce operational costs
to create greater wealth within an organisation.
Streamlining operations through the elimination of
waste, will deliver both efficiency and performance
expectations at a reduced operational cost.
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Case Study
The Client
The largest manufacturing site of a Global Engineered
Product based in a low cost country.
The Challenge
The company had enjoyed many years of growth with
strong margins. However, supplying to largely
automotive customers, the achievement of meeting the
demand for yearly “cost-downs” was becoming
increasingly challenging. A new approach was required
to achieve a step-change in manufacturing performance.
The Solution
A full review of alternative strategies was conducted
and the adoption of a “Lean Manufacturing” programme
was considered to be the most appropriate way forward.
As a precursor to the launch of Lean, a company wide
5S programme was implemented to promote participation
and ownership amongst the employees. This was followed
by an education phase on the principles of Lean
Thinking. The basis of the implementation strategy was
to use 3 day “Kaizen Events” with the emphasis on
rapid improvement, involving teams of employees at all
levels. The programme was not limited to the
manufacturing areas and also included administrative
and support functions.
The Results
Dramatic results were achieved within a short time.
One “Kaizen Event” focused on the material preparation
area, and achieved a reduction in throughput time from
24-48 hours to 30 minutes, by challenging long
established procedures. A reduction in materials
inventory of 85% was achieved by reducing lead-time
and moving from a “Push” MRP replenishment system to a
“Pull” Kanban system.
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