Working closely with the Ventac Operations teams, we looked at customer demand for 2 and 3 weeks into the future. With the focus on the front-end of the process, together we mapped the process between Warehouse and Dispatch – to ensure that the customer was central to all decisions.
As part of this, daily and weekly stand-up planning meetings in Production were implemented.
By studying the activities, problems, processes or projects Ventac sees on a constant/daily basis (“runners”), together with those they see regularly, but not all the time (“repeaters”), together we were able to implement in-process kanban locations. This allowed the Ventac Team Leaders to level production demands by managing these kanbans.
As part of this, Ventac was also able to eliminate the scourge of the “urgent job” that previously interrupted production flow and led to inefficiencies.
5S has been rolled out in the cut area, ensuring that the materials and people move efficiently through the process. 3SIXTY trained the Ventac team on 5S and that team has since duplicated the 5S process across the production floor.
Ventac now has a revised New Product Introduction (NPI) process to enable customer service and engineering to flag on SAP when new products or product revisions are in the plan. And this flag then allows the Operations team to ensure drawings and Production Part Approval Process (PPAP) packages are completed ahead of production schedules.
Within supply chain, we worked closely with the Ventac team to map the end-to-end Procure to Pay cycle, VSM and identified some of the 8 lean wastes in the process.
Working as a single team, we mapped the end-to-end procurement-to-pay cycle through a process called Value Stream Mapping (VSM). This helped us identify and tackle some of the 8 Lean “wastes” that were slowing us down. We also built a more resilient Supply Chain model. This involved mapping out the potential risks in our extended network of suppliers, and finding ways to reduce those risks where we could.
We worked closely with Procurement to identify efficiencies among some of Ventac’s key suppliers. This led to savings of 2.5% of spend, as well as improved payments terms which will improve Ventac cash-flow.