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Тип проекта

Разработка Модели и Методологического решения: по реорганизации производства с использованием инструментов Lean and TOC в производственных секторах, являвшихся «узкими местами», оптимизация и новая организация рабочих мест (переход, для ряда рабочих мест на вытягивающее обеспечение методом «супермаркет»), визуальное управление, стандартизация документации, постановка процедур.

Sovitalprodmash — современный комплекс по производству торгового холодильного оборудования. Продукция завода продвигается на рынке под торговой маркой POLAIR и составляет ряд промышленных холодильных шкафов, моноблоков, термопанелей, профессионального оборудования для комбинатов питания торговой марки RADA.

Modern equipment of the plant (the plant was built in the late 1980s) and the presence of a well-designed and delivered in-house IT production management system (not ERP!) So far, they have allowed us to meet demand at a satisfactory level of production costs, the level of inventory of work in progress and finished products. However, the change in demand that has occurred in recent years, namely, an increase in sales volumes while simultaneously increasing the range of finished products "under order", without supporting (advancing) the development of the production organization system, has led to the fact that the plant's capacity utilization (in narrow places, with the existing production organization) has become close to the limit.

In 2011 – 2012, a joint team of consultants from RIGHTSTEP and Iris Partenaries completed several projects at the plant to reorganize production using Lean and CBT tools. Projects were carried out in production sectors, which at that time were "bottlenecks" that limited the entire output of production. In total, during the project period, 3 sectors (3 lines) of the plant were successfully reorganized, including several auxiliary supplier sites.

The basis and purpose of the projects carried out were:
  • bridging "bottlenecks";
  • development of equipment layout schemes, working and logistics flows - for newly organized sections;
  • setting up a new production management system in accordance with Lean and CBT management methods, including::
    • optimization and new organization of jobs;
    • visual management;
    • introduction of standardized documentation;
    • setting up procedures for identifying and analyzing the root causes of industrial problems, with subsequent solutions;
    • transition, for a number of jobs, to pulling software using the "supermarket"method
These goals were achieved for all sectors.