Lean Production

Success with lean processes!

Welcome to the world of lean production – a philosophy that aims to eliminate waste and maximize efficiency at every step of the process.

By focusing on value creation from the customer’s point of view and constantly promoting improvements, lean production enables companies to deliver higher quality, reduce costs and improve responsiveness to market changes.

Discover with us how lean production can transform your company to become leaner, more agile and more competitive.

Characteristics of lean production

Zero mistakes

Processes, technologies and manual procedures run with high stability and low failure rates – this is a prerequisite for any further process optimization

Flow

Process steps are interlinked to reduce waiting times, interruptions and intermediate storage – this ensures short throughput times

Tact

All processes are synchronized with the demand volume in terms of both frequency and quantity – so processes can run with maximum efficiency

Suction

New production orders are only started on demand from customers or subsequent processes – this reduces planning and control costs as well as stock levels

Financial benefits of a short lead time

Fulfillment of customer wishes

  • Being able to fulfill new customer orders in the shortest possible time can generate additional business and increase market share

  • Customers can decide more flexibly and, for example, order later and still receive their goods on time

Production without stock

  • Short lead times enable customer-specific production and reduce the risk of not being able to sell high stock levels at a later date

  • Lower stock levels free up financial resources that can then be used for investments and operating costs

Planning without additional effort

  • With short throughput times via interlinked processes, orders only need to be entered once, eliminating the need for coordination with other process steps

  • Stable and predictable lead times mean that short-term changes to plans are a thing of the past

Recognition of problems

  • Prompt dispatch and any customer complaints make production problems visible more quickly

  • Processes can be stabilized immediately after problems are detected to secure follow-up orders and increase overall quality

The three main phases of a lean transformation

Introduction
about pilot projects
  • Lighthouse activities in individual areas of production
  • Focus on individual methods instead of holistic approaches
  • Getting to know the methodology and developing trust in the workforce
Picture17
Rollout
about Lean Production System
  • Development of expert teams
  • Development of a holistic approach
  • Empowerment of the entire workforce
  • Tracking results via project controlling
Picture18
Cultural change
about lean as a philosophy
  • Lean as a daily companion
  • No limitation to production
  • Part of the corporate strategy
  • Change from a pure activity approach to a new management culture
Picture19

Our lean coaching sessions

Learn in various courses what the basic idea of lean management is, for example, how certain methods can improve your processes, how a holistic management culture can be developed through store floor management or how you as the owner or top decision-maker can lead your company through the lean transformation

Lean Basic

  • Increase the mindset and create an understanding of the impact and interrelationships of lean production.
  • Promote openness in the teams towards change processes.
  • Set the starting signal for a corporate culture of continuous improvement.
  1. Video: Lean and lead time as the most important key figure
  2. Video: Advantages of short lead times
  3. Video: Example calculation of throughput times
  4. Video: Competitive advantages through quality, delivery capability and costs
  1. Video: The customer defines value creation
  2. Video: Definition of waste
  3. Video: The two ways to increase performance
  4. Video: The different types of waste
  5. Video: How (logistics) automation can hide waste
  6. Video: How inventories and overproduction cause inefficiencies
  7. Video: Lead time in the ideal process
  1. Video: Lean processes are based on four characteristics
  2. Video: Zero Mistakes
  3. Video: Method TPM (Excursus)
  4. Video: Organization of automated (logistics) systems (Exurs)
  5. Video: The importance of zero defects for (logistics) automation
  6. Video: Interlinked processes
  7. Video: Bar
    Video: Suction
  8. Video: Supporting lean through (logistics) automation
  1. Video: Overview of different methods
  2. Video: Product portfolio analysis
  3. Video: Order flow analysis
  4. Video: Material flow analysis
  5. Video: Value stream mapping
  6. Video: Activity analysis
  7. Video: MTM analysis
  1. Video: The different phases of a lean transformation
  2. Video: Examples of lighthouse activities
  3. Video: Continuous improvement process (CIP) via PDCA cycle
  4. Video: Comparison of automation and CIP
  5. Video: The path to lean transformation (digression)
  1. Video: Overview
  2. Video: Improvements by the team, not for the team
  3. Video: Developing solutions together
  4. Video: Managers as drivers
  5. Video: Communication of activities

Store floor management

  • Generate company-wide transparency about processes and functions using key figures and task tracking.
  • Empower managers to proactively and effectively solve problems at all levels.
  • Establish a sustainable stabilization of processes and their continuous optimization.

Multi Machine Operation & Standard Operating Procedures

  • Focus on value-adding activities along the process chain and eliminate waste.
  • Generate > 20% increase in productivity through the targeted combination of process optimization and sensible automation.
  • Create flexible employee planning and deployment through the introduction of standardized workflows.

Total Productive Maintenance & OEE

  • Reduce downtimes through the targeted introduction of a holistic maintenance concept.
  • Continuously increase plant efficiency to the highest level (>85% OEE) and avoid unused machine capacity through improved planning.
  • Establish binding problem solving and increase active responsibility in the organizational structure.
Cookie Consent with Real Cookie Banner