As a medium-sized private rubber company with multiple patents, the client corporation was in the bottleneck period after more than a decade’s successful development. In order to increase its operations efficiencies, reduce costs, expand its production capacity and obtain more market shares, the client firm desired to achieve performance improvement on its operations management including the grass-root management skills, production efficiencies, planning, coordination and materials management, thus increasing its core competencies and ensuring its leadership position in the industry.
1. Onsite Management
− A large amount of time waste during the onsite operations
− Disorganized onsite inventory and the lack of set the position management
2. The manufacturing operations
− Slow materials turnover on the production lines and serious materials piling
− Disordered Raw materials supply and manufacturing
3. Planning and Scheduling
− Inappropriate implementation for manufacturing scheduling and serious order queuing jumping phenomena
− Product capacity constraints resulting from raw materials quality and stock-out
− Unrealistic product delivery commitments
− Incompleteness of manufactured products
4. Lean supply
− Instable raw materials supply and delivery time
− Lack of a quantitative evaluation system for suppliers
1. The value chain analyses focusing on the manufacturing bottleneck (the processing workshop) and the clarification of performance improvement aspects
2. The set-up of logistics groups inside the manufacturing sites to achieve materials completeness distribution to each manufacturing process, thereby increasing operational efficiencies and reduce work-in-process inventory
3. The establishment of the inventory supermarket to realize the pull-back manufacturing
4. The partnership with the sales department to develop the real time client demand and delivery forecasting for each three-month period
5. The establishment of a Vice President led monthly sales and production meeting to accomplish the continuous planning and scheduling improvement
1. The independent evaluation report and the blueprint plan for the corporate lean management
2. The completion of the 7 day performance improvement initiative for the processing workshop
3. The completion of the 7 day performance improvement initiative for the planning and scheduling
4. Quantitative results：a 30% reduction for the work-in-process inventory, a 10% increase for the operational efficiency, a 20% increase for the production capacity and a 10% increase for the delivery punctuality
