The main goal of every company is to survive despite changing market conditions and to build a sustainable presence. Although top management sets the general strategies and goals, the applicability of these strategies on the shop floor is of critical importance. Problems are minimized by clearly defining responsibilities at every level of the organization and integrating daily management tools into the shop floor.
The Shop Floor Management System aims to put the strategies set by top management into daily practice by giving responsibility to middle managers; with the PDCA (Plan-Do-Check-Act) cycle all parameters become traceable and losses are followed daily.
Our working concept brings daily management discipline to the shop floor in four main steps.
Request a discovery call →The Shop Floor Management System aims to put the strategies set by top management into daily practice by giving responsibility to middle managers. This way the process of reaching company goals is managed more effectively and efficiently.
By integrating tools such as visual management, standard work and Henkaten (detecting change) into your shop floor, we make the daily Kaizen culture lasting.
We don't offer ready-made recipes; together we build your own management system that works on the shop floor and delivers results.
Station loads and operator movements were analyzed. The production rhythm of the line was balanced by redesigning bottleneck operations and applying standard work.
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.
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.
Bottlenecks, micro-stops and speed losses on the production line were analyzed. By improving process parameters and working standards, the capacity of the existing line was increased without investing in new equipment.
You can use the contact form to consult our experienced experts on shop floor management.
Go to the Contact FormOur senior Gemba Partner consultants will carry out an on-site preliminary assessment at your facility, analyze your value stream and report your waste map and potential OEE gain projection.
The main goal of every company is to survive despite changing market conditions and to build a sustainable presence. Although top management sets the general strategies and goals, the applicability of these strategies on the shop floor is of critical importance. Problems are minimized by clearly defining responsibilities at every level of the organization and integrating daily management tools into the shop floor.
The Shop Floor Management System aims to put the strategies set by top management into daily practice by giving responsibility to middle managers; with the PDCA (Plan-Do-Check-Act) cycle all parameters become traceable and losses are followed daily.
Our working concept brings daily management discipline to the shop floor in four main steps.
Request a discovery call →The Shop Floor Management System aims to put the strategies set by top management into daily practice by giving responsibility to middle managers. This way the process of reaching company goals is managed more effectively and efficiently.
By integrating tools such as visual management, standard work and Henkaten (detecting change) into your shop floor, we make the daily Kaizen culture lasting.
We don't offer ready-made recipes; together we build your own management system that works on the shop floor and delivers results.
Station loads and operator movements were analyzed. The production rhythm of the line was balanced by redesigning bottleneck operations and applying standard work.
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.
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.
Bottlenecks, micro-stops and speed losses on the production line were analyzed. By improving process parameters and working standards, the capacity of the existing line was increased without investing in new equipment.
You can use the contact form to consult our experienced experts on shop floor management.
Go to the Contact FormOur senior Gemba Partner consultants will carry out an on-site preliminary assessment at your facility, analyze your value stream and report your waste map and potential OEE gain projection.
