The Lean Machine is a personal, driven company with a passion for business optimization.
The working methods of this people manager are pragmatic, starting from the gemba with passion and experience.
The experiences with multinationals and companies with only a few employees make it a valuable discussion partner.
Previous experiences show the best what The Lean Machine can do for your company. Read here about previous success Stories and how different methods and tools have been used at different companies.
Rotomoulding
Dragon Plastics Rotomoulding is located in Sint-Maartensdijk and is an expert in developing customer-specific custom plastic products and semifinished products using rotational moulding. The high-quality products can also be produced and certified here under a UN or UL (flame retardant) quality mark. The factory also offers the option of foaming products. Here, they are provided with insulating PU foam or reinforcing PE foam. A very wide range of promotions and products.
Dragon Plastics had asked several questions for help years ago:
1. Increase order and cleanliness in the workplace and introduce certain standards. 2. It was indicated that the same mistakes were repeatedly made, which resulted in a lot of rejection, and whether I could help them introduce a rejection registration tool with a continuous improvement structure around it. 3. In addition, there was clear leadership missing. The aim was mainly to create more practical order in the workplace and a greater sense of responsibility among employees. And finally, she wanted to increase output.
My work
I started at Dragon Plastics from 2009 to 2011. By reorganizing the workplace using the 5S method. For example, permanent places have been created for moulds in the storage room, so that they can be found quickly. But a pallet has also been placed in a fixed place for moulds that have to be placed on or removed from the machine. All products that are ready for final inspection and rejected products have also been given a permanent place. The Kaban and Two Bin System are used to manage the stock of plastic powder and other ingredients. Different colour cards made it quickly clear which materials needed to be ordered.
On the Pull Board, we have made the flow of each product or order transparent for all employees. We also worked on timing each process of creating the product to achieve tact time and better planning.
After years of absence, I was called in 2020, because due to private circumstances there was a major lapse in discipline, standard work processes, rejection registration and staffing problems, I was asked if I could help them again.
Through quadrant training, we started using people's strengths, we said goodbye to people who did not agree with the new path, and we are slowly but steadily building a new production team. We rely on each other's strengths and try to get to know the weaknesses, pitfalls and allergies better. By gaining more knowledge about each other, you can respond better to each other.
My work
I started at Dragon Plastics from 2009 to 2011. By reorganizing the workplace using the 5S method. For example, permanent places have been created for moulds in the storage room, so that they can be found quickly. But a pallet has also been placed in a fixed place for moulds that have to be placed on or removed from the machine. All products that are ready for final inspection and rejected products have also been given a permanent place. The Kaban and Two Bin System are used to manage the stock of plastic powder and other ingredients. Different colour cards made it quickly clear which materials needed to be ordered.
On the Pull Board, we have made the flow of each product or order transparent for all employees. We also worked on timing each process of creating the product to achieve tact time and better planning.
After years of absence, I was called in 2020, because due to private circumstances there was a major lapse in discipline, standard work processes, rejection registration and staffing problems, I was asked if I could help them again.
Through quadrant training, we started using people's strengths, we said goodbye to people who did not agree with the new path, and we are slowly but steadily building a new production team. We rely on each other's strengths and try to get to know the weaknesses, pitfalls and allergies better. By gaining more knowledge about each other, you can respond better to each other.
Spuitgieten
Bema Kunststoffen BV, located in Zierikzee, has focused on injection moulding of the simplest to the most complex plastic products since 1968. Fima has factories in Zierikzee and since 2004 also in Bosnia-Herzegovina. They design and injection mould high-quality plastic products for industrial customers in various segments, such as the Paint Industry, Customer-Specific Packaging and Technical Injection Moulding. The injection moulding machines at Bema have a capacity of 20 to 400 tons of clamping force. In addition, we have the option to finish products in different ways, such as ultrasonic welding or assembly.
My work
At Bema was their first introduction to lean philosophy, its history, development and what it could bring them. Which tools could help them move forward, and whether I wanted to test the organization's capacity and leadership capacity during the introduction/implementation. Here we have introduced 5S structure with report out and audits. I also worked on dent registration and waste optimization. This includes the reuse of leftover pieces, which has made a major positive contribution to reducing waste. Order and cleanliness of the machines also helps to optimize projects.
My work
At Bema was their first introduction to lean philosophy, its history, development and what it could bring them. Which tools could help them move forward, and whether I wanted to test the organization's capacity and leadership capacity during the introduction/implementation. Here we have introduced 5S structure with report out and audits. I also worked on dent registration and waste optimization. This includes the reuse of leftover pieces, which has made a major positive contribution to reducing waste. Order and cleanliness of the machines also helps to optimize projects.
Schütz is a globally operating market leader in the field of high-quality packaging systems for the transport and storage of solid and liquid substances. Schütz (Benelux) B.V. is located in Klundert and has more than 200 employees. The head office is located in Selters (Germany) where the development and construction of our own machines and tools takes place. The parts of the Intermediate Bulk Container are made in various factories.
My work
Schutz has multiple factories in 1 location and the first question was whether I could implement OEE in the factory where the barrels were made, because this factory was a slow performer. First created a VSM (Value Stream Map) with the manager, then created a simple registration system for each workplace on the machine. This made it visible to us what the biggest delay was in the process. In this way, we have systematically reduced every major disruption in terms of productivity and quality. This brought the OEE to above 90%. Due to this great success, I was asked to also tackle the other factories.
Reconditioning
In this factory barrels were taken from the market and the cages were fitted with new bladder parts. This factory was slightly smaller and the results achieved meant that there was much more commitment. Here, together with the manager, I introduced OEE, lean boards with the right tools at the workstations and created a planning tool to achieve an efficient order of the Intermediate Bulk Container. After six months, I was allowed to move on to the last factory.
The latter was a bit more difficult because this was a factory with 5 teams of 15 people andthe culture that prevailed was one of producing a lot. No safety registration tool and report out, no quality registration and improvement culture. So there was a lot of room for Lean here. The team leaders were only assessed on productivity and my assignment was to set up an OEE structure here and introduce 5S. Hang up audit boards and A3 board registrations and implement everything in such a way that the coaches can continue to do this after I am gone.
Reconditioning
In this factory barrels were taken from the market and the cages were fitted with new bladder parts. This factory was slightly smaller and the results achieved meant that there was much more commitment. Here, together with the manager, I introduced OEE, lean boards with the right tools at the workstations and created a planning tool to achieve an efficient order of the Intermediate Bulk Container. After six months, I was allowed to move on to the last factory.
The latter was a bit more difficult because this was a factory with 5 teams of 15 people andthe culture that prevailed was one of producing a lot. No safety registration tool and report out, no quality registration and improvement culture. So there was a lot of room for Lean here. The team leaders were only assessed on productivity and my assignment was to set up an OEE structure here and introduce 5S. Hang up audit boards and A3 board registrations and implement everything in such a way that the coaches can continue to do this after I am gone.
Lean is a well-known concept in the world of continuous improvement. The result is “sustainable improvement of your organization, enthusiasm for the work and elimination of losses.” Within your company, The Lean Machine will look together at continuously improving (work) processes and putting customer value first. We do this by using various “tools”
Lean Manufacturing is based on 5 principles in which the process can be improved:
1. Specify the value for the customer
2. Analyze the value stream
3. Create flow (process & employees)
4. Organize the process from back to front, starting with the customer.
5. Strive for perfection
In past experiences we have seen that companies that successfully implement Lean can save a lot of delivery times and costs. The Lean Machine will work to set up all processes and materials in the right place, right time and in the right quantity. And creating a leadership style with a clear vision.
Structure in the workplace in 5 steps
Implementing 5S on the shop floor has the biggest goal of increasing productivity and effectiveness by creating and maintaining the workplace.
The search for tools and resources is removed, and a visual place is created for everything. Employee productivity increases, more production is possible because the right tools are within reach. In a clean and tidy environment, it is easier to think clearly and sharply. By implementing 5S method, we can offer production staff peace and structure on the shop floor.
The 5S system consists of 5 phases:
Seiri - Separating - Determining what is needed and what can go away.
Seiton - Arrange - Tools logical and easy for use arrange.
Seiso - Cleaning - Clean up the environment and visualise the workplace.
Seiketsu - Standardise - Defining the working method for the workplace.
Shitsuke - Hold firm - Making sure everyone sticks to the agreements.
Building blocks of a structured workplace
Implementing 5S delivers an orderly and structured workplace. But when it comes down to it, it delivers much more. For instance, lines can be applied on the shop floor, shadow boards hung, 5S labels added, safety markings created, and 5S audit boards installed. The work environment actually gets a total upgrade.
Read in "Success Stories" how this 5S was implemented at Dragon Plastics.
Improve machine effectiveness
Overall Equipment Effectiveness provides insight into where the machine's losses are and thus shows the potential for improvement. OEE is basically a tool by and for the operators at the machine. To identify losses here and then eliminate them. OEE is calculated on the basis of 3 categories:
Ownership
The OEE technique reveals where machine losses are and gives operators ownership of their machine. All this to improve machine effectiveness. Operators are trained to take more responsibility over rejects or losses and learn about the machine technically and process-wise, leading to a desire to produce as effectively as possible.
Machine reliability
Increasing machine reliability will eliminate the source causes of all kinds of losses. Thus, unplanned breakdowns will give way to planned maintenance. Thus, production will not be at a standstill unexpectedly.
With the help of VSM you can visualize a process in the organization in a smart and relatively simple way. This mapping of the value stream can be done on a piece of paper and provides insight into the steps per product in the production process.
The purpose of the improvements is to develop employees so that they contribute ideas about the process. The losses from the value stream are addressed in this way, so that only value-adding activities remain. We will do this together by setting a common standard, providing feedback on daily work, and maintaining a high degree of transparency. It encourages employees to become action-oriented and keep focus on the process. Here we can discuss the practice and later set a joint goal.
Single Minute Exchange of Dies is a method from the lean manufacturing philosophy. The SMED method is intended for a fast and efficient way of converting a production process to another product. Changeover is the set of activities required to switch from a current production order to a new production order.
This used to take hours and by mapping the work and improving it, the aim was to work in minutes. Different methods they use in this, my favourite is the spaghetti joke to show muda (waste).
Within Lean, they originally talk about the 7 wastes
My introduction to Lean started at my then and current employer General Electric. I joined in to watch and actively participate in various projects. Here I noticed that I had a lot of affinity with process improvement. I started to study Lean and its different methods and strategies.
In 2007 I completed the Green Belt training. This is a well-known training within Lean and Six Sigma. It was introduced to General Electric by Jack Wells. In addition to this training, I chose to complete the Middle Management training in 2009, before starting my own company. With experience in working in shifts on the work floor and various training courses, I was able to start my own company.
An advisor who not only tells you what to do for improvement, but also puts on the work shoes himself.
The name “The Lean Machine” was not chosen lightly.
In 2009, I came into contact with the business owner of the rotary foundry. He talked about previous negative experiences with process improvement companies. I talked about my work in Lean Management at my current employer General Electic, later Sabic. He was not impressed and challenged me to take a look at his company. I took this challenge with both hands.
The company's Sales Manager said: “You are like a Lean Machine”
In 2010 I started my own company “The Lean Machine”. I also kept my current job at Sabic. This way I can help companies and follow my passion, but also maintain a stable base. This way, the quality of my customer projects is not hampered.
On my LinkedIn page I share projects with current clients. My diplomas and previous experiences can also be found on this account. An extended version of my CV.
There is no start without a first step, so take a step to improve by filling in the blanks.
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