Drivers for Change: Cost pressures & lead times
Main focus : Labour Productivity, Capital Productivity, Energy Productivity
Strategy: Changes to working practices with introduction of flexible rostering and revised incentive scheme
Outcome: 25% improvement in labour productivity within 1 month (step-change solution). Significant improvement in energy productivity and asset utilisation. Added bonus of improved lead times/responsiveness.
KPI's employed: Tonnes per man/shift, kwh per Tonne, OEE %, ROI
Notable challenges: Required workforce acceptance of contractual changes
Drivers for Change: Survival of manufacturing Plant
Main focus : Labour Productivity, Material Yield
Strategy: Changes to working practices and introduction of a revised incentive scheme
Outcome: 20% improvement in labour productivity within 2 months. Process scrap reduced by 50%
KPI's employed: VA per man/hour, material yield %,
sales/payroll
Notable challenges: Acceptance of change by a very traditional and highly unionised workforce
Drivers for Change: To facilitate exponential growth
Main focus : Labour Productivity, Capital Productivity
Strategy: Upskilling and development of 1st line supervisors. Introduction of lean manufacturing practices and a revised incentive scheme.
Outcome: Turnover tripled within 2 years, almost exclusively through improved productivity. Minimal capital investment in new equipment and buildings.
KPI's employed: VA per man/hour, sales/payroll, sales rate of change, OEE, sales/business footprint (square metres)
Notable challenges: Space constraints at higher volumes. Acceptance of revised incentive scheme.
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