Metflex
Rubber Mouldings

To provide training to core staff in Lean Manufacturing tools and techniques to enable more rapid improvement to be achieved through the involvement of more people within the business

Project Description:
A series of five 2 day workshops were delivered so that around forty permanent Metflex staff were trained in basic Lean principles and 5S Workplace Organisation.  The second day of each workshop was a practical implementation of the 5S methodology, in different areas of the factory, such that those areas could act as exemplars for a planned roll-out of 5S throughout the entire factory at some point in the future. 
 
A number of the workshops involved significant modifications to the layout in the target area to improve work flow and reduce transportation/motion waste, resulting in a more efficient process in those areas.  Key to the success of the training was that all individuals demonstrated good application of the theory and were committed in their efforts during the 5S implementation.
 
A group of employees were then selected to be trained in the Value Stream Mapping (VSM) technique.  The team put together a Current State map of the business, during which a significant number of issues within the manufacturing operation were documented on the map.  The team then set about developing a Future State map which eliminated/minimized the majority of the issues raised in the Current State.  An action plan resulted with over 50 improvement actions denoted, many of which were assigned to team members for completion within an appropriate timescale.
 
The most valuable resource within any business is their people and when you allow those people to implement their ideas in a structured way, the results can be amazing.

"The quality of the training material, Ian's interpersonal skills and his ability to communicate effectively to all levels ensured complete buy-in from all the manufacturing team."

PHIL RYCROFT - DIRECTOR OF UK MANUFACTURING OPERATIONS AT METFLEX

Playdale Playgrounds 
Playground Equipment

To provide training to core staff in Lean Manufacturing tools and techniques to enable more rapid improvement to be achieved through the involvement of more people within the business.

Project Description:
At Playdale Playgrounds, each department is measured individually against a set of standard times for the products they produce.  Some departments are much bigger than others but the challenge for them all is to attain 100% against standard.
 
A bespoke training programme was agreed with Operations & Technical Director, Paul Mallinson, to train the group of Team Leaders in the basics of Lean Manufacturing and Workplace Organisation.  The group were introduced to Process mapping as a technique to help them identify wastes within their processes and each department was mapped by its respective Team Leader.
 
The programme included implementation days where the 5S theory was put into practice with exciting results.  Regular sessions recorded progress in each department, in terms of efficiency improvements and the 5S implementation to ensure consistency across the manufacturing operations in terms of the standards attained.

"We have and continue to find Ian's consultancy and training very beneficial with significant return on investment through increased engagement and efficiency gains.

Dealing with Ian is very straightforward and always seems to deliver quick, positive results and is excellent value for money."

PAUL MALLINSON - TECHNICAL & OPERATIONS DIRECTOR AT PLAYDALE PLAYGROUNDS

Astec Precision Engineering
Precision Component Machining

To assist the Company in generating additional machine capacity to support increasing Sales through application of the appropriate Lean Manufacturing tools and techniques.

Background:
Astec Precision Engineering manufacture a range of micro and miniature precision turned parts for high specification industries. All parts are manufactured in accordance with customer and aerospace specifications  from materials as diverse as nickel alloys, chrome alloys, copper alloys, stainless steels and high chrome content steels. The business employs 48 people and has a Sales Turnover of £3.4M, which is growing around 30% year on year.
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Project Objective:
There is significant potential for the business to expand as there is increasing demand for its products and services within current markets.  To facilitate this, the company needs to create additional capacity through a series of operational projects which would then serve as a basis for future improvements delivering tighter control of costs/margins. 

Project Delivery:
The project focused on the introduction of lean tools and techniques, driven by the workforce and moving towards a culture of continuous improvement, through a series of workshops and hands on training sessions. The project was aimed at three key areas:

• 5S Workplace Organisation
• Structuring KPI’s and monitoring Shop Floor Performance linked into the daily production meeting. 
• Change Over reduction programme – SMED

As a basis for the project, all Astec employees received training in the basic Lean manufacturing principles.  This created a common understanding as to what opportunities for improvement existed and laid the foundation for the implementation of SMED and 5S.

All Astec machine shop operatives received training in SMED. Following the training, the operatives implemented the methodology and derived a number of opportunities to reduce the changeover times.  Using data on average number of changeovers per week and the average changeover reduction identified during the training,  the potential additional capacity which could be released equates to 1470 hours per year.  The photographs below show the analysis carried out by the teams and the identification of the opportunities for improvement.

All Astec employees received training in 5S Workplace Organisation.  The methodology was implemented in two areas of the factory.  This photograph shows one of those areas after the training and a 5S Workshop in the area.

During the project, the potential move to a new site arose.  A number of days of the project were re-directed to lead a team to develop a Lean layout for the new site.  This photograph shows the Future State layout developed by the team using the principles learnt in earlier training sessions.

A set of shop floor key performance indicators, based on the SQCDP format, were created and introduced into the business..

Next Steps:
 The company are starting preparations for the move to the new site.  Ahead of this move, items/areas which do not meet the desired organisational standard to be introduced on the new site will be identified and rectified so that anything below standard will not be transferred.  The training received by all personnel will be built upon as the management team endeavour to shape/drive expected post move behaviours throughout the business ahead of the move.

"Ian came on site and it was if he had been in the business all his life, he instinctively knew his way around the hot topics and adapted well to situations.  His training and people skills were fantastic.  As a business we learned a great deal and will soon be engaging with Ian for the next phase of the improvement process.  I would have no hesitation recommending Ian as someone who can come in and help implement improved methods of work to benefit your organisation.  Thank you Ian, see you soon."

CRAIG HYSLOP - MANAGING DIRECTOR AT ASTEC PRECISION ENGINEERING

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