Challenge: Back in 2009, a number of the company’s employees attended a MAS-led factory visit to Unilever. It was a real eye opener for the team to see lean manufacturing applied so effectively and it proved the initiated spark for wanting to know more. At that time, the company was experiencing problems with throughput on the factory floor, made worse by unpredictable fluctuations in sales. It recognised that in order to grow the business, something had to change. Martin Brown, inspirepac’s Plant Director, said:…
Action: Working with MAS Advisor John Ransford, inspirepac’s lean journey began on the shop floor by identifying bottlenecks which were hampering production and implementing a number of tools to improve flow, including a simple tagging system and Standard Operating Procedures (SOPs). The focus then turned to the paperwork trail from the office, which was causing ‘right first time’ issues for the production team. Strategy and planning for delivery was examined to remove any ‘wastes’ in the process and ensure all departments within the business were working together to the overall benefit of the customer…
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