Final Conference – ERIP
SME case study
The German experience
Jens Mehmann
Prof. Dr. Thorsten
(ERIP Project Manager)
Hochschule Osnabrück
Institut für Management und Technik
Am Wall Süd 16
49808 Lingen
E-Mail: t.litfin@hs-osnabrueck.de
URL: www.mut.fh-osnabrueck.de
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Overview
1. Authors and Institute
2. German Project Partner
3. Case one – Lean Production
1. SME – Grimm
2. SME – Siems
3. SME – Bley
4. SME – Sport Import
4. Case two – Lean Administration
1. SME – L-Druck
2. SME – Duo Collection
5. Conclusion
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Jens Mehmann:
Research Assistant ERIP
University of Applied Sciences Osnabrueck,
Department for Management and Engineering,
Prof. Dr. Thorsten Litfin:
Project Manager ERIP
University of Applied Sciences Osnabrueck
Department for Management and Engineering
University of Applied Sciences Osnabrueck:
• Faculty of Agricultural Sciences and Landscape Architecture
• Faculty of Engineering and computer science
• Faculty of Economics and Social Sciences
• Faculty of Management, Culture and Technology
• Institute of Music
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German Project Partners
Organizations and
Institutes
Testing SMEs
ERIP – A strong project with different branches and a lot of experiences
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Case one – Lean Production Grimm
Branch of industry: Metal processing
Employees: 66
Contact: Oliver Grimm
Results
•
Challenge:
•
•
Introduction of lean
management methods
in the production
Analysis of business
processes in the
administration
•
1. Workshop in the production:
• Purchasing of a new storage
system in the cutting area.
• Independent introduction of
additional lean elements like
KANBAN…
2. Workshop in the administration
• Development of a matrix
organization with responsibilities
• Improvement of the processes by
increasing the transparency
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Case one – Lean Production Siems
Branch of industry: Window production
Employees: 90
Contact: Uwe Siems
Results
•
Challenge:
•
Introduction of lean
management methods
for workplace
organization in the
production
•
•
•
Establish and maintain a workplace
organization in the production area of the
end stop
Independent introduction of workplace
organization in the administrative areas
Constant focus on process improvement
through team leader rounds, company
visits, etc.
Continuation of self-improvement
measures
• Total Logistics Analysis
• Value stream analysis in the
production
• …
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Case one – Lean Production Bley
Branch of industry: meat and meat products
Employees: 230
Contact: Rolf Bley
Results
•
•
Challenge:
•
Introduction of lean
logistics and the lean
change methodology for
SME in the company,
•
Construction of a storage structure
Definition of ordering and provisioning
processes and development of an action
plan
Optimization of the storage locations using
ABC-clustering
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Case one – Lean Production Sport Import
Branch of industry: Bicycle wholesale
Employees: 55
Contact: Ralf Fischer
Results
•
•
Challenge:
•
Introduction of lean
management methods
for workplace
organisation
•
•
The transit time in the goods receipt has
been reduced by 10%
Based on process analysis are numerous
optimization potentials identified and
measures have been defined
Gradually more departments will be
optimized
The change agent is driving
independently further optimization
measures
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Case two – Lean Administration L-Druck
Branch of industry: Printing
Employees: 55
Contact: Thomas Ihnen
Results
•
•
Challenge:
•
Analysis of business
processes between two
locations
•
•
•
Reduction of cycle time in an
administrative process of 16 hours to 2
hours.
Independent introduction of a kanban
card in the paper logistics
Introduction of standards in the
production, as well as in the
administration
Permanent focus on process optimization
for the responsible persons
Direct cost savings as part of
improvement initiatives
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Case two – Lean Administration Duo Collection
Branch of industry: Wholesale Furniture
Employees: 10
Contact: Jan Steinhoff
Results
•
•
Challenge:
•
Transparent
representation of the
processes and staff
training in the methods
of Lean Administration
•
•
All employees could be illustrated the
process
Based on an information structure
analysis the e-mail traffic is very
transparent
Integrated a lot of standards for the
workflow optimization
Development of an electronic data
exchange with suppliers and customers
(currently, approximately 80% of invoices
are transmitted via EDI interfaces)
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Conclusions
General:
• Effective methodology for resource saving in the SME
• The ERIP Lean change methodology works in the production as well as in the
administration
• Different branches can work with the methodology
• The companies can learn from each other
• A lot of SMEs have a high potential to modify the processes
Experiences:
• Contact Persons and Change Agents are needed in the companies
• The commitment of the Management is elemental needed
• Different companies have different potentials
• The self-initiated implementation is necessary and the key to a sustainable
implementation
SMEs need projects like ERIP
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Your questions please?
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