Visual Planet

Visual Planet is a very successful business providing a unique touch screen technology that works through-glass; it is distributed via a world-wide network of added value resellers and system integrators. Visual Planet requested MAS assistance to improve its response to customer demands by reducing leadtime of product from receipt of order to delivery of product.

“Our goal to improve efficiency by using MAS services has worked extremely well. The best bit is the real measurable results. We would strongly recommend using the MAS team if you are looking to improve your manufacturing processes. It’s not always easy to stand back and take an objective view of your own working practices when you are in the thick of it. The MAS team facilitated that activity in a very structured way and then literally provided hands on help.”

Mike Cole,
Director

Key Achievements

• Reduced cycle time by 10%
• Reduced failures by 8%
• 20% productivity improvement
• Implemented linear process
  and improved product flow
• Improved visual communication
• Established operational KPI’s
  to improve performance.

The project objective was defined as:
“To improve operational processes in order to be more responsive to customer demands.” First step of the project consisted of overview presentations on LEAN manufacturing, and Value Stream Mapping to all VP employees. This also included carrying out a Waste Walk of the current production area. The observations identified in this walk would later be used to validate any process improvements.

Due to the small number of employees and the positive culture that exists within the business, all operational staff were involved in the VSM workshop that utilised LEAN learning as the team plotted their current state process, identified potential opportunities for improvement and any non-value adding activities that could be either reduced or eliminated. The active participation of all team members generated healthy discussion and ideas which culminated in developing a future state map which took into consideration all the inefficiencies of the current state and the findings of the Waste walk.

The company was very positive in their acceptance of the future state proposal and quickly moved to implement the recommendations which involved significant building modifications and personnel relocation.
The resultant outcome of the 5 day exercise is that the new production process has reduced product cycle time by 10%, failures have reduced by 8%, improved productivity by 20%, improved the working area and process flow, provided the company with a production process that is flexible to attract new business and a workforce that is capable of increasing the operational capability of the business for future growth.