Business Problem
- All products were ‘MTO’ in nature
- The business was ‘B2B’ in nature. So, end customer process was dependant on deliveries from our client
- Process was very unstable. So, lead time for delivery was very inconsistent. Only 20% of the orders were delivered on time
What did we do?
- Conducted Value stream mapping (VSM) and identified the wastes being generated across the value chain
- Established base line and target for VA/LT ration improvement
- Launched several waste reduction projects/ kaizens
- Launched finite production scheduling module to get a clear visibility on product delivery
Methodology/ Tools used
Finite scheduling LPP model, SMED, Kaizens, Buy vs produce tactical modelling, SLLP for re layout of the factory
Business Impact
- Delivery commitment time was adhoc. There was no scientific rationale for committing the dates
- Brand image was getting adversely affected, as the deliveries were barely met
Results achieved
- Delivery performance improved for all the product families from 21% to 75%
- Very good visibility on when to produce what and on the deliveries
- Good visibility on process in efficiencies
- Operator morale improved due to ease of production through SMED and other techniques
