// Projects / Operational Excellence

Digital Shopfloorboard at Medical Technology Manufacturer

How does state-of-the-art shopfloor management work? Digital, of course! But depending on the existing system landscape, different technical solutions are possible. In this case, we decided to implement the board using the BI tool Jedox for a medium-sized medical technology manufacturer. In addition to its interfaces to the ERP system, Jedox also allows direct input via customized forms. So, a digital board can be created in a short time. It is capable to link data from various sources (e.g. ERP) with manual inputs. The board then displays live key figures for the department and the company as a whole, as well as centrally managed information such as intranet news or the cafeteria menu. In addition, department-specific entries can be made – so the board can also visualize a continuous improvement process. So tasks can be recorded, assigned and scheduled. The result is not only a modern and visually appealing solution – but also one that is highly accepted by employees in practice.
As a PA business unit, we offer our customers the advantage of being a one-stop shop for the design and implementation of such digitized solutions!

End-to-end process analysis in the context of an S4/HANA rollout

Any decision to roll out an ERP system has far-reaching consequences. First and foremost, it requires a high level of resources for implementation and high costs. But is the effort worth it? To find out for and with our customer, the BLSG consultants organized a series of workshops. In a review of all logistical and value-adding processes of the JIT/JIS automotive supplier, the project team defined all end-to-end processes covered in the ERP and evaluated the savings potential both monetarily and qualitatively. The process description also proved helpful in the subsequent rollout for qualification, testing and acceptance. So there were no obstacles in the way of a successful SAP implementation!

Lean Organization in Special Machinery Engineering

In the course of a lean implementation project, our customer was faced by the question of how the organization of a company can most effectively support customer orientation and lean processes. Our answer: Implementation of a process-ideal organizational structure, qualification and use of agile collaboration models, and development and implementation of a corporate mission statement as orientation for employees.

Lean implementation at a special machine manufacturer

What do you do when you see a need for optimization in many areas of an organization?

One good option is a comprehensive Lean Assessment by BLSG to make deficits transparent and to launch tailored improvement initiatives: We look at all areas, from lean leadership & culture to lean processes (shopfloor and administration), customer orientation and lean organization. Therefore we conduct interviews on all hierarchy levels, work out weak points with the process experts and determine and interpret relevant key performance indicators.

At a special machine manufacturer, the assessment revealed important areas for action in the project management standards, in the lack of transparency regarding deadlines and other performance KPIs, and in a lack of error and improvement culture. In an optimization project lasting several months, we were able to work together with the employees of the organization to not only solve the biggest operational problems, but also to achieve a positive change in the mood and culture of cooperation.

Introduction of lean manufacturing at the leading maker of door hinge systems

Reducing throughput time by 80% by introducing lean manufacturing was the goal of the leading producer of door hinge systems. This was accomplished, but the team comprising customer employees and BLSG consultants managed to achieve even more: delivery reliability and service levels were improved, inventories were reduced and the flow rate in production stages across two locations was increased. Along the way there, data and IT processes were analysed and adapted and various Kaizen measures implemented. Outside the core team, lean thinking was also promoted throughout the company in individual consultations and workshops (e.g. on setup optimisation through SMED).