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| A major marine outfitter, employing around 400 workers, enlisted Newton to improve labour efficiency throughout the outfitting process. The aim was to reduce the amount of lost time on the shop floor. By allowing the labour to be more productive we would be able to limit reliance on contract labour and be better placed to meet deadlines. |
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| With productive time making up as little as one third of the total time, the aim was to tackle the problems that stop the tradesman from working productively. 40 man days of production were assessed and the time recorded as Productive (fitting a valve, etc ), Necessary but not Value adding (rework, searching for materials) or Unproductive (waiting for crane, lights failure). This gave an accurate measure of the opportunity and built a picture of the various problems and their relative value. Using the data from the assessment stage the problems were prioritised by their associated lost time and therefore value. Figure 2 shows a Pareto of the problems measured. This assessment led to a 4 month pilot project with one consultant working on co-ordination across the trades and preparation of the information and materials for jobs. A second consultant worked on setting up a Centralised Tool Scheme to ensure the workforce had quick and easy access to all the tools required. Figure 2 shows the re-measure carried out after the project. This clearly shows the reduction of the top problems and as a result, an increase in productivity is shown in Figure 3. This sort of project relies less on the technical abilities of the consultant but more on the ability to implement a robust solution effectively, ironing out any of the problems that might cause the system to fail and getting measures in place to ensure sustainability. |
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| A 10% - 50% increase in the performance of any manufacturing process in 2 - 6 months without capital expenditure |
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