Picture Copyright © Triax A / S
TRIAX
TRIAX CREATES RESULTS WITH MAESTRO
Triax had wind in its sails but lacked control and overview to exploit the potential for growth. A collaboration with Maestro Business created motivation, overview and efficiency in production.
With growth rates of 20-30% per year for a number of years, things actually went fantastically well for Triax A / S. But the success had a downside. With approx. 60% of the ordered goods were delivered on time. In addition, the number of complaints was unacceptably large, so in addition to backorders, there were also problems with quality. And as a direct result of this, it abounded with raw materials and more or less finished products in the production premises.
The idea of building a new and larger factory had "joked" for a while time when one began to discuss what was to happen. For something should happen.
A collaboration with Maestro Business resulted in a new management concept in production, which has yielded results on the bottom line.
- Today we deliver over 98% of the goods on time. The number of complaints has been halved. The lead time is reduced from 30-45 days to three to five days. Our stock tied up has been cut by 40%, corresponding to DKK 10 million. DKK, and because we now have far fewer goods left, we have freed up almost 50% of the square meters in the production premises. And last but not least, we have increased productivity by 25% without increasing the number of employees, says factory manager Claus Lundø and adds:
- The main gain we have achieved is a markedly improved delivery capacity. As a not insignificant side benefit, the changes in
production meant a saving of 2.7 million. DKK in the last financial year and 1.7 mill. DKK to date in the current financial year. Amounts that go straight down the bottom line.
1,800 varieties of cabinets
That it was the control concept and not the machinery that was the problem quickly became clear to all parties.
- We decided to concentrate our efforts on one of the three factories we have here at the address. Namely the one who produces cabinets.
The production of cabinets is the most complex of the three. We produce almost 1,800 variants of cabinets, and even though 90% of sales are below 10% of these, customers buy it all, which of course we must be able to handle. Therefore, the attitude was: “If we can achieve the desired improvements in cabinet production, it will be easy to implement them at the other two factories, ”says Claus Lundø.
Claus Lundø
“The number of complaints is
halved. The throughput time is reduced
from 30-45 days to three to five days. Our
stock binding has been cut by 40% correspondingly
to 10 million. DKK, and because we now have far fewer goods
standing, we have freed up almost 50% of the square meters
in the production premises. And last but not least,
we have increased productivity by 25%.
Claus Lundø, Factory Manager
Triax A / S
One at a time
Where, for example, you drove 100 units through at a time, now you only drive through one at a time. Previously, you always had 100 units standing in line, and this could mean that a closet lasts a week to get through stopping, bending, welding, etc. Now each part takes one to two minutes.
- Previously, we made the same mistake 100 times before we discovered it. Now we discover it right away and do it only once. That means less waste. And thanks to the new cell structure, we do not have to drive the goods around on pallets from department to department, Claus Lundø explains.
Immediately, i.a. the employees in the assembly a little skeptical facing the new concept but was involved in trying it out.
- And "luckily" a mistake was made on the first closet they were going to mount. It was, of course, discovered immediately, and then the people immediately understood what it was all about, says Claus Lundø.
Control the waiting time
In general, waiting time was a big issue. Also in the sales department. One order was previously up to a week en route from sales to planning. Now only one day goes by, and often an order lands at a machine the same day the order is placed. Production management takes place using papers in five different ones colors - one color for each day.
Transparency
- We have gained a transparency we have never had before. Now we can quickly see where an order is, what needs to be made, etc. and the employees can easily follow whether they are with or a little afterwards with their work, says logistics manager Kim Jespersen.
For factory manager Claus Lundø, the Maestro course has meant a lot relief.
- A trip around the production takes 10 minutes, then I have it full overview, he says.
In the planning department, purchases are managed from special boards that provide overview of what to buy and when.
- Since we started disposing based on the board principle, we have not lacked as much as a screw or nut, states logistics manager Kim Jespersen.
Follow-up after 2 years
Triax has maintained the good results they created in the collaboration with Maestro:
Today, more than 98% of the goods are still delivered on time.
The number of complaints has been halved.
The lead time is reduced from 30-45 days to three to five days.
Stock binding has been cut by 40%.
Almost 50% of the square meters in the company have been freed up.
Productivity has increased by 25% without increasing the number of employees.
... and perhaps most importantly. The employees continue to improve the company's results with the methods they have learned during the course.