1.Understanding of current situation (GEMBA):

•Injection Molding Area: Experienced high scrap rates due to worn molds and extended downtime caused by unplanned equipment failures

•Lean Assessment (VSM): Revealed poor material flow and lack of synchronization between processes, leading to high inventory and wasted space

•Identified the absence of a Business Operating System

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2.Critical Success Factors Implementation:

•Implemented a Business Operating System

•Deployed Lean Manufacturing tools for practical application

•Eliminated the bottleneck in the Plastic Injection Area, improving Overall Equipment Effectiveness (OEE) from 30% to 70%

•Defined a task force to refurbish Injection Molding Machines and tooling

•Reduced inventory of plastic components, reclaiming over 800 sq meters of space

•Merged headrest sewing and assembly lines, freeing up an additional 500 sq meters

•Improved 5S practices. To ensure operational excellence, all office personnel now begin their day by supporting the shop floor at the start of the shift

•We prioritize the Operator as our primary customer

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3.Accomplishments:

•Audi Q5 New Program launched in the current space  by optimizing Injection, Foaming and Assembly processes

•EBIT Improvement from -5.3% to break even (first year)

•Great Participation of all levels in all areas: Operators, Supervisors,

    Engineers and Managers