• Contact
  • News
  • Resource Centre
  • Home
  • Training
    • Our Training Approach
    • Lean Belt Training
      • Lean Yellow Belt
      • Lean Green Belt
    • Six Sigma Belt Training
      • Six Sigma Yellow Belt Training
      • Six Sigma Green Belt Training
      • ASQ Six Sigma Green Belt Training
    • Human Error Prevention
    • Leadership Training
    • Problem Solving Training
      • Problem Solving Process
      • Lean Coach Training
    • Six Sigma Modules
      • Introduction to Project Management
      • Scorecard and Dashboard Development
      • Graphical Analysis and Statistical Process Control (SPC)
      • Six Sigma Gauge Repeatability
      • Hypothesis Testing
    • Lean Modules
      • Introduction to Lean Sigma
      • Kaizen Event and Standard Work
      • 6S and Visual Mangement
      • Change Over Reduction with SMED
    • Register
  • Construction
    • Lean Construction
    • LCi Lean Pass Course
    • Last Planner® System
      • Last Planner® System Training
      • Last Planner® System Training with Problem Solving Training
    • Problem Solving
    • Lean strategy
      • Leadership Training
      • Change Management
    • Lean Certification
      • Lean Yellow Belt
      • Lean Green Belt in Construction
    • Lean Tools
    • Lean Funding
  • Consultancy
    • Competitive Benchmarking
    • Strategy Development
    • Goals and Objectives
    • Transformation Plan
    • Lean Behaviours
      • Change Management
      • Relational Co Ordination
      • Lean Coach and Mentor
      • KBI
    • Sustaining The Change
    • Funding The Change
  • Funding
    • EI Grant
    • IDA Grant
    • Funding Process
  • Results
    • Case Study Overview
    • Results Achieved
  • About Us
    • Our Team
    • Our Performance
    • Our Values
    • Shop
0

Cart

  • Home
  • Training
    • Our Training Approach
    • Lean Belt Training
      • Lean Yellow Belt
      • Lean Green Belt
    • Six Sigma Belt Training
      • Six Sigma Yellow Belt Training
      • Six Sigma Green Belt Training
      • ASQ Six Sigma Green Belt Training
    • Human Error Prevention
    • Leadership Training
    • Problem Solving Training
      • Problem Solving Process
      • Lean Coach Training
    • Six Sigma Modules
      • Introduction to Project Management
      • Scorecard and Dashboard Development
      • Graphical Analysis and Statistical Process Control (SPC)
      • Six Sigma Gauge Repeatability
      • Hypothesis Testing
    • Lean Modules
      • Introduction to Lean Sigma
      • Kaizen Event and Standard Work
      • 6S and Visual Mangement
      • Change Over Reduction with SMED
    • Register
  • Construction
    • Lean Construction
    • LCi Lean Pass Course
    • Last Planner® System
      • Last Planner® System Training
      • Last Planner® System Training with Problem Solving Training
    • Problem Solving
    • Lean strategy
      • Leadership Training
      • Change Management
    • Lean Certification
      • Lean Yellow Belt
      • Lean Green Belt in Construction
    • Lean Tools
    • Lean Funding
  • Consultancy
    • Competitive Benchmarking
    • Strategy Development
    • Goals and Objectives
    • Transformation Plan
    • Lean Behaviours
      • Change Management
      • Relational Co Ordination
      • Lean Coach and Mentor
      • KBI
    • Sustaining The Change
    • Funding The Change
  • Funding
    • EI Grant
    • IDA Grant
    • Funding Process
  • Results
    • Case Study Overview
    • Results Achieved
  • About Us
    • Our Team
    • Our Performance
    • Our Values
    • Shop

Archives

Tag Archives for: "EU Energy Efficiency Directive (2012/27/EU)"
0
By Maria Ryan
In News
Posted March 22, 2017

Energy Sustainability and the Pharmaceutical Industry

CLS attended the ‘Future in Pharmaceuticals Ireland’ conference in Croke Park on February 22nd, [...]

READ MORE
Contact Us
Crystal Lean Solutions Fanningstown Crecora
Co. Limerick
V94DH67
Tel: +353 87 6226899
info@crystalleansolutions.ie
Services We Offer
  • Lean Modules
  • Lean Construction
  • Consultancy
  • Lean Behaviours
  • Funding
Quick Links
  • About Us
  • Case Study Overview
  • Results
  • Contact
  • Privacy Policy
0

Start typing and press Enter to search

By clicking “Accept”, you agree to the storing of cookies on your device to enhance site navigation, analyse site usage, and assist in our marketing efforts ACCEPT REJECT Cookie And Privacy Policy
Privacy & Cookies Policy

Privacy Overview

This website uses cookies to improve your experience while you navigate through the website. Out of these cookies, the cookies that are categorized as necessary are stored on your browser as they are as essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may have an effect on your browsing experience.
Necessary
Always Enabled

Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.

SAVE & ACCEPT
New Case Study

Content Goes here

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%.