A 15% increase in capacity and a 20% reduction in processing time thanks to a Lean approach focused on the shop floor and management.
USE CASES
Optimize lead times and quality to meet the demands of aerospace subcontractors.
In the demanding aerospace industry, subcontractors face tight deadlines and high-quality standards. An industrial company faced major challenges: improving parts delivery times, reducing non-conformance rates, and transforming a work culture that was often reactive—often referred to as “firefighting mode”—into a proactive, performance-oriented approach.
The main objective was clear: to ensure compliance with contractual delivery deadlines while reducing part processing times, in order to demonstrate responsiveness to customers and strengthen the site’s competitiveness.
An approach focused on the field and management
To ensure that the transformation is sustainable, the approach was structured around three complementary pillars:
1. Comprehensive “door-to-door” assessment
The project began with an in-depth on-site assessment, which involved observing the operations at each workstation. This hands-on experience helped us understand the actual problems, identify bottlenecks, and set priorities for the improvement initiative.
2. Engage and train management
The success of this initiative depends on strong managerial support. The Executive Committee (CODIR) was fully on board, with specialized training provided to the CEO, the Managing Director, and the Chief Operating Officer to help them understand the purpose of their actions and embed a culture of performance.
3. Train internal liaisons
To ensure continuity and buy-in for these practices, key personnel have been trained within the company:
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Yellow Belt, capable of leading local continuous improvement initiatives.
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Green Belt, responsible for more complex strategic projects, ensuring the implementation of best practices across the entire site.
Leading targeted performance initiatives
Building on this solid foundation, a specific project was launched to speed up the processing of parts in the powder coating station:
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Identifying bottlenecks and optimizing workflows.
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Implementation of standardized methods and streamlined processes.
Other projects included improving the automated line, installing a sequencer, and integrating an MVP, enabling a gradual and measurable increase in performance.
Lasting results
This structured approach has yielded significant benefits:
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Comprehensive assessment with a 2025 roadmap and prioritization of 3 performance initiatives and 2 cultural initiatives.
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Optimization of the surface treatment station: 15% increase in utilization rate and a 20% reduction in part throughput time.
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Support Green Belts on other projects to ensure the dissemination of best practices and sustain the gains.
This transformation demonstrates that management alignment, team engagement, and prioritizing initiatives that address real problems make it possible to effectively meet customer demand while improving the site’s operational culture and overall performance.
