Before starting improvement, concretely measuring the core problems of the current state and the organizational culture is an important step. That is why the first step of the Lean Journey begins with defining and analyzing processes.
Gemba Partner measures the current state of the companies whose development it leads on 5 different levels and expresses it numerically; based on the results of the analysis and measurements, it lays out the improvement roadmap.
Before starting improvement, concretely measuring the core problems of the current state and the organizational culture is an important step. Gemba Partner measures the current state of the companies whose development it leads on 5 different levels and expresses it numerically.
The improvement roadmap is laid out based on the results of the analysis and measurements; the first step of the Lean Journey always begins with defining and analyzing processes.
Station loads and operator movements were analyzed. The production rhythm of the line was balanced by redesigning bottleneck operations and applying standard work.
Workforce, capacity, shifts and production losses were addressed together. Reducing operating costs and improving resource utilization translated directly into financial results.
The production flow was redesigned with line balancing, bottleneck analysis and standard work activities. With the same resources, daily output was increased from 500 to 860 units.
Downtime, speed and capacity losses in the paint shop process were analyzed. By eliminating bottlenecks and improving working standards, output from existing equipment was doubled.
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.
Every company has a different starting point and improvement need. With Lean Maturity Analysis we evaluate your current state within your own sector and production conditions, and together identify your strengths, improvement areas and the priority milestones on the road to excellence.
Let our senior Gemba Partner consultants analyze your processes across 18 main topics and present a Process Analysis Report that quantifies your current state, along with an improvement roadmap.
Before starting improvement, concretely measuring the core problems of the current state and the organizational culture is an important step. That is why the first step of the Lean Journey begins with defining and analyzing processes.
Gemba Partner measures the current state of the companies whose development it leads on 5 different levels and expresses it numerically; based on the results of the analysis and measurements, it lays out the improvement roadmap.
Before starting improvement, concretely measuring the core problems of the current state and the organizational culture is an important step. Gemba Partner measures the current state of the companies whose development it leads on 5 different levels and expresses it numerically.
The improvement roadmap is laid out based on the results of the analysis and measurements; the first step of the Lean Journey always begins with defining and analyzing processes.
Station loads and operator movements were analyzed. The production rhythm of the line was balanced by redesigning bottleneck operations and applying standard work.
Workforce, capacity, shifts and production losses were addressed together. Reducing operating costs and improving resource utilization translated directly into financial results.
The production flow was redesigned with line balancing, bottleneck analysis and standard work activities. With the same resources, daily output was increased from 500 to 860 units.
Downtime, speed and capacity losses in the paint shop process were analyzed. By eliminating bottlenecks and improving working standards, output from existing equipment was doubled.
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.
We chase every loss that lengthens processes, does not reach the customer and drains the company's resources. Combining TPS, Lean Production and Management, TPM and continuous improvement methodologies with leadership, people and digital solutions, drawing on our shop-floor experience, we make losses visible, eliminate their causes and turn lost time, capacity and cost into added value.
Every company's reality is different; that is why we build, together with you, your own system that works on the shop floor and delivers results, not ready-made recipes.
Let our senior Gemba Partner consultants analyze your processes across 18 main topics and present a Process Analysis Report that quantifies your current state, along with an improvement roadmap.
