LEAN. Waste reduction - MUDAS

asientos bus
Octubre de 2016
Production capacity improvement
Productivity improvement, cost reduction, customer experience improvement
EMAR MANUFACTURAS METÁLICAS S.A. is a family business in La Rioja (Spain) which produces bus and train seats. More than 50 years of experience behind them and a leadership on automotive TIER1 provider industry. In all these years EMARKiel has produce a large quantity of seats with a high quality standards on the local and euro markets.

The economy recovering has increased the sales bringing the opportunity of maximise the production capacity and the associated cost reduction.

Emarkiel has created and developed an Strategic Plan in the short term, including the question about their production systems focusing on the LEAN tools and LEAN manufacturing.

Emarkiel has deployed this ambitious plan with QE2eConsulting, creating new targets od efficiency and value stream improvement.


Here is the project planning:

Part 1. The development of a CI system in two ways: self quality control on production procedures on the sewing area and MUDA reduction, for example on the colour thread choice. And the creation of a frequential meetings with all the team people involved, introducing some problem solving techniques like 5 why's technique.

Part 2. Planning of a 5S project starting on the sewing process raw material warehouse. The master target in mind was always the flow improvement.

SEIRI: The benefits of this 5S planning are, for the first, take advantage of the space (limited as usual) in order to save more space to introduce new production posts. In a second term the team has worked in the housekeeping necessary to improve the team workers experience.

SEISO: Cleaning planning development. The less things you need to clean the less time you spend cleaning.

SEITON: one place for everything and everything in it's right place. Defining and marking the places where everything needs to be founded.

SEIKETSU: Development of technical procedures to make the system as standard.

SHISUKE: Maintenance of the first three "S" with different audits of the system and in the warehouse.



As a result of this project planning we can conclude with a valorisation of the improvements in economical numbers.

We said before that the project has been developed in the sewing area. This area was considered as a bottleneck because of their time cycle and their manual processes. The time cycle had some delays and the correct production flow was disadvantaged.

In order to justify the improvement we take the sewing time cycle as indicator.

One of the Emarkiel strengths is their flexibility to produce different references (different colours, fabrics, accessories...) . As a consequence we find a large number of combinations in order to satisfy the customer requirements. We have taken two of the most produced references because we need to simplify the study and have representative results. These references are "chic" and "ebro".

We have compared the time cycle before the introduction of the improvements and after the implementation of these improvements.

The result is an improvement of 46.5% . We can assure that the actual process is been made in almost a half time than before with several benefits in terms of cost reduction and productivity. One of the symptoms is the dramatic intermediate stock reduction to almost zero: continuous flow.



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