Significant improvement in shopfloor results and figures can be achieved by fully restructuring the company culture and the processes focusing on Lean theory. Distinct projects rarely deliver the desired results, whereas a series of projects that are consequent and based upon each other will enhance the effect of each one.

A single kanban project, for example, rarely results in significant reductions in stock, but when it is combined with the shortening of change over time (SMED) not only the utilisation of the machines and productivity will increase but it may also reduce the in-production stock by half.

It is similarly true to levelled production (heinjka), which cannot be introduced without creating the work place standards and the cells.

The first and foremost step is the appropriate planning (VSD). Our colleagues will help prepare the schedule for introducing Lean , will help define the savings potentials, offer guarantee for achieving them and will assist in the completion of the projects..