Case study:
Cuisine de France 

Project goal - increase production OEE / output

Phase 1 Project

Lean project - production lines

• Develop current capacity baseline numbers (OEE rated at 43%)
• Carry out introductory Lean training with supervisors (particular emphasis on Overall Equipment Effectiveness - OEE & Short Term Interval Management- STIM)
• Implement Line Balancing
• Standardise line targets and output, live KPI measurement
• Develop visual control boards to manage production flow
• Implement STIM target variance management
• Develop Lean supervisory tools - OEE Log, Downtime Log, First hour efficiency log & an operating training / flexibility matrix.

Phase 2 Project

Supervisor Development

• Define baseline performance benchmark
• Evaluate 8 front line supervisors against this spec
• Develop personal development timeline plan to bridge identified gaps for each supervisor (Action Orientation, Problem Solving, Teamwork, Performance Management, Communication)
• Carry out training and mentoring on an individual basis
• Particular emphasis on short term interval management (cases per minute), first hour efficiency, downtime analysis & continuous improvement

Project Achievements

Financial

• Primary project goal was to Increase OEE
• Starting Position - 43%
• Ending Position - 66% (max achievement was 72%)
• Increase of 23% - or a financial increase of €837K, Year 1 (based on 1% OEE valued at 36.4K)

Non Financial

• The foundations for world-class manufacturing are in place and being utilised by the supervisors
• KPI's identified with supporting Visual Display management in place
• Supervisor Role & Responsibilities Defined
• Supervisor Competencies defined and graduated for development
• Supervisor Training Versatility chart developed
• Focus of Supervisor work changed to Performance and Availability
• OEE Dashboard created
• 1st Hour Efficiency Report created
• Downtime Log created and implemented
• Line Operator performance competencies and skills identified
• Line Operator Training Versatility chart developed
• Number of production teams decreased by 1 (5 to 4) while producing 6% more than previous year

Project ROI of 18 to 1