Medical Devices | Crystal Lean Solutions

Key Business Challenges and Project Objectives:

Over the past 4 years, we have partnered with a leading Multinational Medical Device organisation, who operate in a highly regulated yet cost competitive environment. To address these cost reduction demands, the company recognised that engaging the people on the assembly line would be the critical success factor to improve and sustain productivity. Crystal Lean Solutions was invited to:

To facilitate the engagement of two teams
To facilitate the improvement in productivity of the two assembly lines

CLS Approach and Changes Implemented:

Working with the project teams, CLS first mapped out current status of the cross functional team members in terms of working relationships using RC. From this initial analysis, an action plan was developed and implemented to maximise team member engagement. CLS then facilitated an offsite workshop with the assembly line team members, requesting their feedback and brainstorming improvement ideas to achieve productivity goals. The following key changes were implemented:

Team members were provided with customised training on key lean principles that may trigger ideas for improvement
Team members were encouraged to provide their improvement ideas to achieve productivity goals
Ideas generated on the day were implemented when teams returned on site
Communication process was improved through e-mails, noticeboards and rotation of team to project reviews
People were recognised for their contribution to the success of the project

Results / Outcomes:

Increased and sustained average shift productivity by 32%
Implemented a communication process across shifts and between shifts and project leaders
Increased employee engagement and innovation

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On Time Delivery Improvement Project

Key Business Challenges and Project Objectives:

Our Engineering Services client has a functional structure and found it challenging to ship on time, consistently. From an analysis, a number of issues were identified preventing shipments on time. One area identified was a lack of communication across the functions, resulting in shipments not meeting delivery requirements. CLS were invited to mentor the team on Visual Management as a possible improvement to managing shipments. The key objectives of this project were:

Design and implement a Visual Management System to support On Time shipments to customer
Improve On Time Delivery from 60% to 75%

CLS Approach and Changes Implemented:

CLS worked with the Project Team, starting with identification of the customers of the Shipment process and understanding their requirements, using a SIPOC. A list of 65 requirements were identified initially. The 65 items were prioritised and reduced to 8 critical requirements. Next the key information required to meet customer requirements were identified and who can provide this data. The team communicated these requirements to the relevant people and confirmed how frequently the information was required and in what format. On completion on the SIPOC, the following actions were implemented over a two-month timeframe with minimal investment:

Designed a Shipment Board with the key elements of information identified on the Board
Identified colour coding to identify what elements were on target for shipment (green) and what elements were not on target (red)
Designed a process to implement actions for Red items
Completed training and Piloted the process
Updated board design from Pilot

Results / Outcomes:

Designed and Implemented a Visual Management System to manage shipments.
Engaged the functions to work effectively together and reducing stress associated with shipments for people involved.
Improved On Time Delivery from 60% to 80%.

To increase Productivity to deliver Business Growth

Key Business Challenges and Project Objectives:

CLS Approach and Changes Implemented:

Results / Outcomes: