Lean Production
Speed and quality for your production system

 

Speed and quality are the two decisive factors that determine the performance of a production system: a high-performance production system works quickly and adheres to the principle of zero-defects. ConMoto’s results from more than 130 projects over the past ten years show: the full potential of production systems can only be exploited if implementation leads to comprehensive changes. Stopping at optimizing individual processes is simply not enough.

When accelerating production processes, ConMoto analyzes all stages of production from the supplier to the client. Our goal is to remove any obstacles and disruptions, including an often too complex production control. This approach is more successful than the usual concentration on just one production stage in Kaizen projects. We achieve significantly greater productivity gains and cost reductions than conventional lean approaches. Our methods are, for example, value stream analysis and value stream design, the ConMoto Basic Improvement approach and consistent shop floor management.

Value stream optimization accelerates the production process

Accelerating the entire production process is the inherent goal of value stream optimization. To gain in speed, our projects are focusing on the following levers of implementation:

  • Definition of client-oriented, stable processes
  • Implementation of an intelligent production control
  • Design of a layout based on material flow
  • Shortening of lead and setup times
  • Improvement of the overall equipment effectiveness (OEE)
  • Minimizing complexity and ensuring zero-defect production

Lessons learned from ConMoto’s projects:
Success factors for lean production

1
Continuous support from the management is essential.

2
All involved acknowledge the need to change and spread this message throughout the company.

3
The change process is consistently guided and supported by ConMoto.

4
A clear, ambitious, common goal is defined. Everyone contributes to achieving this goal.

5
Everyone has basic knowledge about lean principles: managers act as coaches, employees are being trained.

6
The process of change is supported by a communication strategy that appeals to all involved and explains the purpose of the changes.

7
Lean principles become part of the daily business. Lean is an approach reflected in the way people are working, not a project with a beginning and an end.

8
Lean requires an initial investment. The payback time is short.