Hansen Transmissions
Client:
Hansen Transmissions International is a leading gear manufacturer since 1923. Hansen Transmissions supplies drive solutions for a wide range of applications in Industry.
Industry:
Metaal
Description
In the plant in Edegem, more specific in the BU unit ‘Components’, the process flow was organized in a job shop with a 5 to 6 weeks delivery time. Because of the complexity in these job shop environment, on time delivery rate is rather poor, a lot of planning & administration is needed, WIP value is high, about 1000 production orders live, keeping overview is hard. Growth expectations for next few years are about 15% per year.The management of Hansen decided to introduce Lean Manufacturing in the BU "Components", to streamline the flow (11 product flows). For the lean transition (implementation), the management of Hansen wants external help. Major focus is drastic improvement of on time delivery rate and realizing the expected growth.
Methodology
The role of Stanwick Consultants was clear: a lot of analysis already took place and the vision building y the management team was done. During a "quick assessment" we integrated all data that was collected, using the Value Stream Mapping (VSM) technique.The management team defined that 16 cells needed to be build. Stanwick gave lean introduction training to all operators, did paper kaizen sessions and start up kaizen events in the new build cell. Building work cells is one thing, daily managing the cells is an even bigger challenge. For that reason we train team-leaders and shift-supervisors in ‘good shop floor management’.
The Stanwick consultants do regular shop floor visits together with the project leader, and the team leader to assure everything is well understood and people really work as developed during the kaizen events. It helps to keep the employees on track of lean (no waste, cleanliness, transparency, simplification, strive to one piece flow, practice standard work,…). The consultants' role is that of a sounding board and practical teacher (‘sensei’) for the project leader, the industrial engineer(s) and team leaders to develop their skills to manage the new working environment every day.
Results
The results obtained in this project with Stanwick consultants were (until now):
One Third of the Lean Plan has been realized in terms of operating cells.
Output increase of 23% with same manpower.
On time delivery and lead time are already improved.
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