Case Study: TXM Cuts Inventory and Costs for Mining Equipment Overhaul
Following acquisition of the business, TXM was engaged by the new owners to acheive a rapid turnaround in operational performance.
Working closely with new Operational leadership appointed by the new owners, TXM mapped the key overhaul work flows using the Manufacturing Agility Process to identify the root causes of high inventory and low productivity. TXM used the Facility Layout Development Process to design efficient work cells for key processes. Effective controls were placed on the manufacture of work in progress component inventory, to avoid over-production.
To address the culture, TXM introduced Practical 5S across the site. This drove improved safety, employee engagement and provided a platform for standardised work. We also engaged front line leaders in measuring operational performance and driving continuous improvement through the Lean Daily Leadership Process. Finally quality issues were addressed through developing a culture of daily problem solving and root cause analysis.
In less that 12 months operational performance was transformed.
- Inventory was reduced by 35% due to reducing work in progress.
- Lead time was reduced by 40% enabling improved responsiveness to customers.
- Productivity was increased by over 15% improving competitiveness.
- Right first time was improved by 21% and the quality culture transformed.
This case study was originally posted on TXM's website.