STAGE 1
Situation.
During the ramp-up of a new product launch, the supplier was unable to reach/maintain the customer requirement of 32JPH. The manufacturers performance was resulting in the shutdown/interruption of the OEM's production.
Actions.
- Crisis management project timeline focused on 3 key areas:
- Plant leadership and operational management
- Quality and logistics / technical support
- Monitoring production data with the implementation of operational fundamentals to increase OEE.
- Implemented an MDI process (Managing Daily Improvements), developing standardized processes, shift handovers for supervisors, leader standard work and cadence, fast response to production issues and optimized manning.
- Incorporated ProductionNet into the workflow to track KPIs.
Results.
- Daily production rates were increased to ~32JPH.
- First Time Quality improved from 78% to 90% in the same time period.
- OEE improvements of ~30% pts were achieved, resulting in an OEE of 80%
- Production processes were stabilized resulting in zero OEM shutdowns.
STAGE 2
Situation.
The supplier stopped following the established protocols, and within the four week period the JPH regressed to less than 20JPH. This resulted in the OEM's insistence in the redeployment of the same Patrick Herb team.
Actions.
- Continued to focus on initiating long-term sustainable processes that was initiated from the onset of our involvement.
- Emphasized execution of MDI process
- Incorporated Production.Net into client's daily routine
Results.
The overall achieved sustained results were:
- 72% OEE (31% increase from project start)
- 85% improvement in quality
- 50% reduction in downtime
- 50% increase in jobs per hour
