Through years of hands on experience, Vative has a proud track record of consistently delivering 300-1000 per cent return on investment (ROI) for projects and programs.
Both large and small companies are saving millions of dollars by implementing Continuous Improvement (CI) strategies through Vative. Here are some examples of how we have helped our clients to bring about tangible results across a range of industry sectors.
New Touch Technologies Cutting
New Touch Technologies Cutting was achieving increased sales and rapid growth but realised that waste and overtime were also growing and negatively impacting their efficiency as a business. The company was considering the purchase of additional machines but turned to Vative to see if Lean manufacturing could increase capacity on its existing production line.
Vative implemented a formal 12-month Lean program that enabled New Touch to establish and embed its Lean manufacturing processes. 5S (Sort, Set, Shine, Standardise Sustain) workplace organisation was introduced, machine utilisation was improved, and delivery performance increased markedly.
Shortly after commencing its Lean manufacturing project with Vative, New Touch Technologies Cutting experienced its biggest sales month on record. Two months later, it broke the record again, with delivery performance at record highs and overtime at record lows.
Sayfa was relocating to a new warehouse in Boronia, Victoria, and retained Vative to guide the company in developing a new layout and processes to reduce waste and optimise safety, cost, quality and product delivery.
The project included a detailed schedule to ensure on-time commencement at the new warehouse, a current and future value stream map to identify and reduce waste, and an 80/20 analysis for parts and products to optimise locations and Kanban quantities. Process and layout improvements were developed to improve safety, cost, quality and delivery.
By tackling more than 20 recommendations from value stream mapping for its new warehouse, Sayfa has achieved impressive process improvements. Leadtime has been reduced by 46 per cent and process time has improved by up to 33 per cent for picking items, quality control check, pack, wrap and paperwork.
While Mackay Multilink is a market leader, it wanted to improve its competitive advantage by reducing material and labour costs and enhancing product quality. The company recruited Vative to guide its move from batch-oriented production to a Lean production system. The main focus was to improve productivity output by eliminating waste and enhancing the existing value stream.
Vative developed a comprehensive, plant-wide strategy to transition Mackay to Lean production. Some of the key elements included, value stream mapping, 5S workplace organisation and training and implementing new stock control systems, developing improved layout and labour plans and introducing Heijunka planning boards and a Kanban scheduling system for material replenishment.
After just six months, Lean production delivered significant benefits to Mackay Multilink with process efficiency increasing up to 20 per cent in a number of areas. Weekly trailer production increased, the cost per trailer decreased and quality was improved through innovations such as an automated greasing system for wheel bearings.