We have shop floor experience across a wide range, from OEM and Tier 1/2 suppliers to home appliance manufacturers.
As Gemba Partner, using our shop floor experience in automotive OEMs and suppliers, light and commercial vehicle production and home appliances, we redesign production systems; we build systems that speed up flow, reduce losses and permanently improve operational performance
Technological transformation, changing product variety, shorter lead times and OEM expectations put serious performance pressure especially on Tier-1 and Tier-2 suppliers.
On the other hand, investments in new machines, new buildings or additional labor to meet demand create serious financial bottlenecks.
Our focus is not "What should we invest in?" but "How correctly are we using the capacity we already have?"
We analyze product and material flow on the production floor, make bottlenecks visible and reveal the real capacity of existing resources.
We redesign layout plans and production flows, set up line balancing and standard work systems, optimize inventory levels between processes, reduce setup times and improve equipment OEE performance. By changing not only processes but the company culture from top to bottom, we build a daily management system based on the Kaizen philosophy.
The goal is not a faster factory, but an operation that is better designed, more visible and better controlled.
By redesigning production flow and process layout from scratch, operations were consolidated under one roof. The need for a new building investment was eliminated, while WIP and internal logistics movements were significantly reduced.
Inventory points between processes and the production flow were redesigned. With a pull system and a controlled WIP approach, the amount of semi-finished goods between processes was reduced, creating a faster and more visible production flow.
Mold changeovers, unplanned stops, cycle losses and quality problems were analyzed together. SMED and process improvements increased the usable production time gained from the equipment.
Product and material flows were redesigned; processes were brought closer together, reducing unnecessary transport, intermediate stock and space use. The same production capacity was moved into a much more compact layout.
Station loads and operator movements were analyzed. The production rhythm of the line was balanced by redesigning bottleneck operations and applying standard work.
From Operational Excellence and Lean Transformation to digital shop floor management, from factory layout to capacity development, we address your production system end to end.
We have shop floor experience across a wide range, from OEM and Tier 1/2 suppliers to home appliance manufacturers.
As Gemba Partner, using our shop floor experience in automotive OEMs and suppliers, light and commercial vehicle production and home appliances, we redesign production systems; we build systems that speed up flow, reduce losses and permanently improve operational performance
Technological transformation, changing product variety, shorter lead times and OEM expectations put serious performance pressure especially on Tier-1 and Tier-2 suppliers.
On the other hand, investments in new machines, new buildings or additional labor to meet demand create serious financial bottlenecks.
Our focus is not "What should we invest in?" but "How correctly are we using the capacity we already have?"
We analyze product and material flow on the production floor, make bottlenecks visible and reveal the real capacity of existing resources.
We redesign layout plans and production flows, set up line balancing and standard work systems, optimize inventory levels between processes, reduce setup times and improve equipment OEE performance. By changing not only processes but the company culture from top to bottom, we build a daily management system based on the Kaizen philosophy.
The goal is not a faster factory, but an operation that is better designed, more visible and better controlled.
By redesigning production flow and process layout from scratch, operations were consolidated under one roof. The need for a new building investment was eliminated, while WIP and internal logistics movements were significantly reduced.
Inventory points between processes and the production flow were redesigned. With a pull system and a controlled WIP approach, the amount of semi-finished goods between processes was reduced, creating a faster and more visible production flow.
Mold changeovers, unplanned stops, cycle losses and quality problems were analyzed together. SMED and process improvements increased the usable production time gained from the equipment.
Product and material flows were redesigned; processes were brought closer together, reducing unnecessary transport, intermediate stock and space use. The same production capacity was moved into a much more compact layout.
Station loads and operator movements were analyzed. The production rhythm of the line was balanced by redesigning bottleneck operations and applying standard work.
From Operational Excellence and Lean Transformation to digital shop floor management, from factory layout to capacity development, we address your production system end to end.
