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| This £10 million turnover site made over a dozen different products, in a highly competitive market. Waste had averaged over 13% and this was contributing to high energy bills. |
Newton worked with the on-site team for a period of 6 months. Both efficiency increases and waste reduction were targeted. The key driver to improvement was the facilitation and hence establishment of a sustainable improvement system on the site. The first key component of this system was a rigorous structure to record waste and efficiency losses. |
This data would then be prioritised and was the main ingredient in the daily production meetings, run by the key members of the onsite team. To ensure the efficacy of this meeting the appropriate members of the production and engineering departments would be present, so that high priority areas of opportunity were quickly assigned and solved. Finally, on a weekly basis this group would sit together to evaluate the longer term production and waste losses to ensure the improvement strategy remained correctly focussed. |
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Over 120 different actions were undertaken by the on site team. Waste was reduced by 25% whilst efficiency increased by 11%. Amongst all the problems challenged and solved, two of these were overcome by the on site team, even though these problems had previously been viewed as unsolvable by the machine manufacturers. |
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