Lean production integration

nuclear industry

Core pain

Processes were dragging out too long and unfinished inventory was piling up between stations, clogging the floor and locking up working capital.
Final results

We cut total production cycle times by a clean 20% and reduced the volume of unfinished, bottlenecked inventory by 15%.
Key stages

Twelve weeks total: two weeks training, two weeks mapping bottlenecks, two weeks planning process changes, and six weeks on-the-floor implementation.
Resources used

We ran this with a six-department floor team: production, maintenance, engineering, logistics, warehouse, and the economic planning department.