The Challenge
The production site had to keep up with rising demand, but productivity had been lagging for some time. The causes were layered: older machines, changed material properties, smaller and more complex batches, and changing line settings. The key lay with the people on the line. Operators and technicians proved indispensable in finding and resolving the real bottlenecks.
The Objective
- Increase output by 15% on two critical lines within 24 weeks
- Reduce waste by 10%
- Maintain and strengthen employee engagement.
We started with a Loss & Waste analysis. PLC data was linked to the performance reporting system. This resulted in three tracks:
Our 4-step approach
The Result
- Output from 2.2 MT to 2.6 MT on the lines involved
- Waste −60%
- Standardized changeovers and standards for critical products secured
- Engagement up (Gallup +1)
- Team independently rolled out best practices to other lines.
Methodology
Shop floor first. Multidisciplinary teams jointly determined the best settings, established standards and made clear division of roles. Daily start-up and short performance meetings ensured rhythm and transparency, so that issues were resolved within the shift instead of being passed on. Coaching and training took place on-the-job, so that new working methods were immediately implemented in the line.
Our Role
We facilitated the Loss & Waste analysis, set up the line and daily start meetings, and trained internal project leaders in leading DMAIC projects. With targeted project coaching on the shop floor, they became owners of progress and results. As Master Black Belt, we safeguarded both methodology and human aspects, so that teams could continue to do it independently.
Relevant Services
Loss & Waste Analysis
Lean Operations Management
Translated analyses into work rhythms and standards (daily start-up, performance meeting, visual management) so that deviations are resolved within the shift and results are secured.
Orange Belt Training
Trained team leads and engineers in DMAIC and project discipline. As a result, changeover and order length initiatives ran smoothly towards results.
Team Coaching
Increased ownership on the shop floor and made roles in daily start-up and line meeting crystal clear. Issues were addressed more quickly instead of being passed on.
Lean Leadership Workshop
Gave managers practical tools for coaching on output, quality and standards. This made the new work rhythm permanent and scalable.
What others say about working with me
“This project stands out due to the involvement of the local team in every step. From operators and technicians to engineers and planners: those closest to the lines were given the responsibility to implement improvements. Not only external solutions, but structured coaching, practical tools and targeted training built confidence and capacity. The results spoke for themselves. The best part: the team started rolling out the improvements on other lines independently.
An important success factor was the leadership and expertise of Tineke, who functioned as a connecting factor between all levels. Her authentic communication, knowledge and ability to involve people created trust and alignment. Thanks to her, the team believed in the changes and fully embraced them.”
Els Dijkman, Global Continuous Improvement & Production Excellence Director
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