Stworzyliśmy realny plan wdrożenia, aby zredukować produkcję w toku z 800 000 do 400 000 sztuk – tym samym skracając czas realizacji produkcji o 50% – OSG Corporation

Stworzyliśmy realny plan wdrożenia, aby zredukować produkcję w toku z 800 000 do 400 000 sztuk – tym samym skracając czas realizacji produkcji o 50% – OSG Corporation

Yana. The world’s largest tap (thread cutting) manufacturing plant. Make-to-stock/make-to-order, 480 staff, 780 machine tools, 3 hectares of floor space.

Initial state in February 2002, despite a considerable downturn in the economy this factory had continued to produce approximately 1 million taps per month. I worked with the factory managers, foremen, and supervisors. We created a feasible implementation plan to reduce work-in-process from 800,000 pieces to 400,000 pieces – thereby reducing manufacturing lead time by 50%.

This particular factory was the most successful in the group. The plant manager was particularly strong within the corporation and had developed his own planning system. Despite the intent of the company president to implement improvements the plant manager showed considerable creative resistance and we were unsuccessful in any substantive improvement. Afterwards there was a considerable re-shuffle of managers. The plant manager was “transferred” to head-up sales in Tokyo.

This is a project made by Dr. Kelvyn himself

Dr Kelvyn