LEAN at Dolle
At Dolle we are working with the LEAN philosophy and culture in both production and administration.
We aim to achieve continuous improvements on our current planning and execution of our daily operations to secure high quality and efficiency. This also includes a constant focus to identify and minimize waist on inventory, material and energy consumption and process time, as these are elements that adds no value to the products and thereby benefit to our customers.
If there are things we do, procedures we carry out, things we buy or equipment that seems ineffective and thereby creates no value, it is continuously taken up to evaluation.
There are 2 focus points in connection to this:
- Create value for the customers (applies for in-house customers as well)
- Create value to the product
LEAN headlines at Dolle:
- To create flow in both the administrative handling and handling of material
- To create standards to how things are done, so they are carried out the uniformed each time
- To be flexible. This strength is created by having flows and standards in control
- To make the right things in the right order and the right quality
- To minimize waist (seven types of waist) in both material and time
- To have only the right and necessary on stock as well as on intermediate storage
At Dolle we mainly use the following LEAN tools:
|Kaizen||Continuous improvements where all contribute with ideas/suggestions and participates in the work from stand-up meetings|
|Value Stream Mapping||Mapping flow of work or flow of material|
|5S||Systematic organization, cleaning and maintenance of the work space|
|SMED||Projects that minimize changeover times. = Smaller batch sizes = Flexibility|
|TPM||Projects to keep machines and equipment running more stable|
|7 types of waist||To be thinking: Anything not adding more value to the customer or the product IS WAIST!|
|Standardization||Descriptions, drawings and pictures available to ensure, that we make all products variants uniform each time|
|Flow time||Smaller batch sizes and the right things on stock to ensure delivery on time|
|Kanban||A scheduling system that pulls components through the production rather than operating through ERP systems, that starts up components, even if the needs are changing|