Organizational Redefinition of the Production Process in the current plant AND definition of production activities for the New Plant

Company name

Limea-Fisma S.p.A.

project title

ROPPENP

dimension and location

SME - Marcallo con Casone (MI)

The problem

Undertake a review of the company’s production lines from a Lean Manufacturing perspective in order to achieve a significant increase in productivity by reorganizing production flows.
The organizational redefinition of processes also includes the evaluation of the possible introduction of automated warehouses and the synergies resulting from the construction of a second production plan, adjacent to the existing one.
The goal is to implement a “Kaizen Program for Excellence” that involves:

  1. optimize the production and process flows present in the current plant in order to increase productivity through a study that would also include the evaluation of the introduction in the plant of an automatic warehouse for semi-finished and/or finished products, which is currently absent;
  2. define the activities and processes for a second production plant, soon to be built.

The solution

“Technology Consulting” is the service that MADE makes available to manufacturing companies to provide concrete support for the implementation of technological, organizational and management solutions to
improve the processes of enterprises with a view to Industry 4.0, through consulting activities and feasibility studies. From the study activity conducted by MADE4.0 consultants and the comparison of the hypothetical layout scenarios for the allocation of production lines (new and existing), the best solution to increase and make the company’s productivity more efficient was identified.
The project will make it possible to develop a 2D layout simulation capable of returning the analysis of bottlenecks and, in general, increasing production capacity by ensuring the optimal flow of the process, from the entry of raw materials to the exit of the finished product from the plant warehouse, as a tool to support the decision making process.

The impacts

With the proposed project, Limea-Fisma foresees several significant industrial spillovers and impacts, particularly in the areas of competitiveness, safety, and sustainability.
The optimization and re-engineering of processes from a Lean perspective, leading to the reduction of internal transport and lead times, result in lower energy consumption, with important impacts on OEE and energy consumption. Reduced risk of obsolescence and damage due to transportation is also expected, as well as the creation of space for further automation of business processes, along with improved traceability and selectivity of goods.

Benefits

In terms of expected results, production is expected to increase by 10 percent at the current plant, thanks to process reengineering with a view to continuous improvement, and a further increase in production capacity and process standardization with the new plant, which will have processes and activities synergistic with the current one.

Thanks to the improvement initiatives that have emerged from the design study, it will be possible to implement a path of renovation of the warehouse facilities, resulting in optimization and reduction of encumbrances due to storage of material at the edge of the line and in the passage areas, with benefits both operational and in terms of risk related to the health and safety of operators.

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