A manufacturer of heavy equipment was preparing to integrate a new acquisition and to launch two new products, but its plant wouldn't support that growth in its current layout. Also, despite conducting a Lean effort for over a year, the plant's performance was lagging behind the company's other sites.

The ProAction Group reinvigorated the Lean transformation effort at the client's plant with a hands-on application of Lean tools. We employed Value Stream Mapping to assess the opportunity and then began eliminating waste in the facility. The team used 5S, Visual Management, and Takt Time Management to streamline operations. Quick Changeover and Total Productive Maintenance were implemented to minimize downtime. We introduced metrics which allowed the plant to manage for daily improvement in its processes, including Standards of Work that eliminated costly re-work and stabilization of output.

We led the Product & Production Preparation Process which ensured a timely and successful launch of the new products. The team employed a Design for Value approach with a focus on quality. We optimized the arrangement of people, machines, materials, and methods to maximize work flow and minimize waste.

ProAction also supported the client in constructing their strategic plans for 2006. We guided the roll-out of Lean practices across the entire enterprise. We conducted organizational capabilities assessments and recommended staffing changes. We also recommended sourcing activities to support the company's expected growth.

The Lean transformation put the plant back on track to meet performance expectations. We reduced labor cost by 14%. Changing the plant's layout improved work flow by 32% and reduced the occupied manufacturing area by 25%, freeing up space for the production of its new products.