To maximise the impact of improvement, it is necessary to understand how processes interact with each other. If not, time and money may be spent only to find out that the wrong thing was being worked on.
The de-bottlenecking method is used to train participants in the concepts of bottlenecks, constraint theory, line improvement tactics, and the best order in which to apply them for maximum impact.
Operators are taught how to capacity profile the lines, and the relative merits of speed, availability, and accumulation are discussed, and the appropriate tactics for the site developed.
Firstly, Reckitt Benckiser and LI pulled together to improve efficiency levels and there was a focus on both external and internal resources. Before LI arrived efficiency was not good. Secondly, there was good methodology and training using operators to support its implementation. Thirdly, there was daily and hourly focusing on performance. Since LI left, improvements have been sustained.
We are pleased with the progress we’re making at the Gweedore site, indeed we’re so pleased that we’re planning to roll out the programme to our other manufacturing sites.