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Industy

Case Study 1 – Offshore Les mer

Case Study 1 – Offshore

Problem

Some of the findings suggested that the lead-time was too long and processes of maintenance of heavy equipment were too costly. Weak daily management. Unstructured and little standardization in the work practices. It was a complex organization with unclear measures regarding critical deliveries. Not enough competencies and a lot of job rotation of workers on critical parts. Lack of updated standards and drawings regarding the execution of different tasks.

 

Measures

We conducted an analysis in order to reveal the biggest sources of loss and we suggested measures and priority. We established a 24 hours goal measurement function on work department level in the organization. We implemented KPI development down to a daily level in order to visualize the delivery precision, lead-time, error rate and improvements. We established improvement groups on the most vital and critical areas of improvement in the “flow process”. In particular, critical main KPI’s on delivery precision and lead-time on the heaviest tools. We agreed on critical standardization projects – not at least how much of the quantity of orders were to be considered standard and which should be considered “tailor”.  We implemented 5S and a standardization of critical processes, routines and procedures in the entire organization. This work was anchored in users needs and the involvement of those who work close to the processes.

 

Results

The lead-time for critical tools was halved, and revenues were doubled for the entire organization. Improved billing on additional work.

The organization is today considered high profile and has a strong collaboration with a main player within oil and gas. Attractiveness related to customers and coworkers is significantly improved.

Case Study 2 – Offshore – Engineering Les mer

Case Study 2 – Engineering

Problem

The main problem dealt with Engineering and completion of projects. There was a lack of standardized experience from former projects. This led to a wide usage of overtime and rushing work the very last day of the project. A lack of formalized key knowledge and profit pressure. There was a lot of looking around for parts, waiting, and delays on parts. Constant revisions of drawings and redoing of work. Design frozen was hardly ever done properly. This lead the situation where the client could ask for changes throughout the project and the company wasn’t sure if they were to bill the extra work or not.

 

Measures

Implementation of 5 S in the workshop areas. Implementation of daily goal measurement and daily status quo 24 hours meetings. Implementation of critical improvement measures, among other things standardization within assembly, Engineering and acquisitions. Restructuration of the complete meeting structure. In addition a line of strategic improvements and adjustments were implemented.

 

Results

70% time saved within assembly. Doubled productivity within Engineering. Significantly better delivery precision. A strong increase of the base line. Significantly improved order and systemization, productivity and individual ownership. The company has during the later years become a role model for an important number of offshore companies which have been inspired to implement their own Lean development, also greatly improved their employer attractiveness.

Case Study – Healthcare Les mer

Nursing home

Problem

A lot of employees in nursing home today experience a heavy load related to many tasks, and the lack of inclusion in daily management and improvement. Rarely measures of satisfaction are conducted. A weak communication on different levels and a low degree of prevention.

 

Measures 

An analysis in order to clarify the potential of improvement was conducted. All employees were involved in the mapping of improvement areas and the establishment of a vision, value, goal process as well as the implementation.

 

Improvement areas were the organization of the company and the clarification of areas of responsibility. A goal was to improve cooperation with management and communication internally, in the entire patient flow with hospitals and in relation with patient and next of kin. Further on we worked on implementing 5S and developing Best Practices, and in addition we developed a more effective meeting structure. Projects were initiated within rehabilitation, and a process that aimed at creating better quality of life was initiated. A process aimed at reducing errors and reoccurring faults was also implemented.

 

Results

The process gave immediate results. Order and system was greatly improved. Less time was spent looking around and misunderstandings were reduced. The quality improved by implementing a standard on all levels. This lead to significantly less errors committed and greatly improved communication.

 

We experienced better interaction and efficiency in relation to hospital and doctors. And a significantly better dialogue and quality regarding next of kin, with a stronger focus on prevention and rehabilitation. More time became available to take care of residents and patients and their quality of life.

 

The nursing home also experienced a reduction of sick leave and is today considered a role model for the rest of Norway when it comes to Lean within this sector.

Case Study – Municipality Les mer

Nursing home

Problem

A lot of employees in nursing home today experience a heavy load related to many tasks, and the lack of inclusion in daily management and improvement. Rarely measures of satisfaction are conducted. A weak communication on different levels and a low degree of prevention.

 

Measures 

An analysis in order to clarify the potential of improvement was conducted. All employees were involved in the mapping of improvement areas and the establishment of a vision, value, goal process as well as the implementation.

 

Improvement areas were the organization of the company and the clarification of areas of responsibility. A goal was to improve cooperation with management and communication internally, in the entire patient flow with hospitals and in relation with patient and next of kin. Further on we worked on implementing 5S and developing Best Practices, and in addition we developed a more effective meeting structure. Projects were initiated within rehabilitation, and a process that aimed at creating better quality of life was initiated. A process aimed at reducing errors and reoccurring faults was also implemented.

 

Results

The process gave immediate results. Order and system was greatly improved. Less time was spent looking around and misunderstandings were reduced. The quality improved by implementing a standard on all levels. This lead to significantly less errors committed and greatly improved communication.

 

We experienced better interaction and efficiency in relation to hospital and doctors. And a significantly better dialogue and quality regarding next of kin, with a stronger focus on prevention and rehabilitation. More time became available to take care of residents and patients and their quality of life.

 

The nursing home also experienced a reduction of sick leave and is today considered a role model for the rest of Norway when it comes to Lean within this sector.

Case Study – Mechanics & Metal Les mer

Metal

Problem

Running the department is characterized by continuous rotation of jobs, weak planning and a leadership style comparable to fire extinguishing. Based on this there’s a low productivity compared to what could have been achieved. A lot of big casualties, loss of time due to unnecessary restructuring, rigging and logistics related challenges. Measurements showed that only 70-90% of billable hours were paid by the customer.

 

Measures

An analysis was conducted in order to map the biggest sources of loss as well as establishing measures and their priorities. Start-up of 5S was implemented in the entire department. 24 hours goal measurement on department level was implemented where daily measures were conducted based on sold hours related to the plan, aimed at increasing the productivity.

Measured on daily problems. Start-up of standardization project (Best Practice), as well as standardized preventive maintenance activities. Established improvement groups in order to maintain focus on the most vital and critical improvement areas.

 

Results

A significant improvement in productivity. In addition machines are up and running when needed during evenings/nighttime/weekends without manpower. This results in the opportunity of increased earnings with the same number of workers. Far better and more proactive planning, and improved ownership and motivation in the team. Defects were greatly reduced and quality was improved. Unnecessary changes were avoided to a large extent.

Case Study – Construction Les mer

Construction

Problem

Too low productivity and exploitation of equipment and workers. This resulted in weak margins. There was a lack of order, cleaning, and system. Low degree of standard work performance. OEE on critical equipment was only 30-50%.

Measures

Performed an analysis in order to map the biggest sources of loss, as well as establishing measures and their priorities. Created a pilot with pilot groups. Later on the entire organization was involved.

Established a joint 24 hours goal measurement function on top management level and production level in the organization. Developed visible and detailed key numbers for the industry and established improvement groups on the most vital and critical areas of improvement in the flow process. Implemented 5S and standardization of critical processes, routines and procedures in the entire organization, based on customers’ needs and involvement.

Results

Earnings for the organization were multiplied in just 3 years. OEE on critical equipment was increased by up to 95%. The company has achieved a unique attractiveness based on strong products and an involved management. All departments are involved in 24 hours meetings. They have a strong degree of standardization (Best Practice) on all levels, and a high degree of motivation and ownership among workers.

Case Study – Process Industry Les mer

Foundry

Problem

The organization struggled with low earnings and motivation among workers. OEE was down on 50%. Management was considering closing down the factory and the decision was imminent. Big cooperation problems between the management and workers. Lack of routine on order and system. A lot of defects and weak productivity.

 

Measures

The process ran over 4-5 years before world class was achieved, but the results were nonetheless improved in a short period of time. 5 Step 5S was implemented at the bottom. In 1-2 years a very good 5S was achieved. A strong analysis to map potential. Involvement of all workers and a strong focus on team development, leadership, culture and involving others.

Myer Briggs Type Indicator was used as a tool in all teams. Daily goal measurement was established after while with continuous measurements of biggest losses the last 24 hours and accumulated. Reoccurring faults were mapped and corrected. A lot of work was put into reinforcing the shift meetings on relay of work. 7 steps operator maintenance was conducted in all shifts/teams.

Specialist maintenance was implemented. In this way the role of the maintenance department changed from dealing with urgent orders to a more supportive and coaching role towards the force of operators. With a long-term focus on developing tasks related to stability and lifetime costs of equipment.

Standardized working sets were implemented. The SMED tool was used to minimize exchange time. All teams were organized with clear roles (main and bi-roles). TPM roles were organized on management level as well as team level. Supportive management was introduced. Internal delivery to client-focus was established.

 

Results

Amazing results were achieved. The absenteeism (6 working shift) went down to a 2-3% total. OEE increased to 93-97%. The organization became after a period one of the best foundries in the world of its kind.

Low degree of “putting out the fire”. A strong ownership among operators and management, a high standard of HSE. Numerous improvements per person/year. The organization became a role model of its kind.