Principality Consulting Limited

Case Study

Sector: Manufacturing

Lean manufacturing methodology for factory detailed design

Client Brief

Global Supply Chain specialist LCP Consulting engaged Principality’s expert when their end-customer – a high growth healthcare business – wished to expand its current 10m unit production facility output to 20m units via a Design Brief based on a state-of-art future state facility employing new process innovation, services and technologies.

Principality’s role was to provide Lean Manufacturing technical expertise to deliver documentation highlighting process and manufacturing problem areas to allow Systems and Facility Integrators to quote for a new assembly face area concept design.

The product range covered existing and new product ranges including piggy-backed products and pre-sterilised units.

The project required extensive manufacturing knowledge and understanding of Manufacturing Design practice and the ability to bring a range of tools and techniques to a diagnostic.

Findings

The service involved imparting specialist knowledge to gain a high level of understanding to scope the current state operational and technical requirements.

Stage 1 Map the current process in terms of 7 Wastes, identifying major production constraints and QCD concerns, involved:

 

7 Wastes methodology identifying major production constraints and QCD concerns

7 Wastes methodology identifying major production constraints and QCD concerns

Stage 2 Produce a Request for Information/ Technical Requirements Specification (TRS) and identify potential Integrators to work with in the Design Process.

Stage 3 Implement a 3 day off-site Assembly Design Workshop to establish best method and design for Assembly face area:

 

Principality Consulting applied a range of techniques and tools

Principality Consulting applied a range of techniques and tools

Stage 4 Produce a Request for Quotation/finalised TRS to allow the new build and detailed Design Solution for the integrated fit-out of the new production facility; working closely with the Integrator to ensure a high level understanding of the operational and technical requirements.  This considered

  • Scrap defect reduction through pick to light, short interval control and RFID tagging
  • Improved space utilisation through 7 wastes
  • On time delivery improvement reducing stock and reducing cycle times
  • Increase in stock turns through warehouse management and production pull system
  • Equipment effectiveness and constraints
  • Reduced Development costs with Rapid Prototyping in production
  • Value Added Per Person by cycle time reduction
  • Lead time reduction with 1 piece flow
  • Work place management employing Visual management and online operator instruction with laser Poka-yoke.

 

Recommendations

Documents and Workshop Results are available to view – subject to confidentiality, showing the following techniques/skills employed:

techniques and tactics

 

Outcome

The intelligence gathered saw a decision not to invest in full automated assembly at present but to take action on removing the wastes identified and monitor performance as the basis for future decision-making.

 

 

 

 

 

 

 


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