Success stories from our customers in the Jura region

Find out how Fit&Act helps teams perform better

WHAT OUR CUSTOMERS SAY

"Fit&Act's approach enabled us to identify malfunctions and contribute to improving the production process using Lean Manufacturing methods.

Thanks to their expertise, we eliminated waste, optimized production flows and increased product quality. The results quickly exceeded our objectives: reduced waiting times, increased productivity and improved customer satisfaction. Many thanks to Fit&Act."

- Testimonial from Rémy M., Production Manager, Luxury Goods Sector

Optimizing production processes

Remy M. works in the luxury sector. In charge of production for the past 3 years, he manages four workshops, each with around thirty journeymen. Each workshop carries out a specific transformation operation.

The order book is full for several months. To satisfy his customers, Remy relies on highly qualified staff and extended opening hours.

But the products aren't coming out. The service rate is 18% and and quality incidents are becoming a daily occurrence. Hasty recruitments have brought no results.

We diagnosed

The VSM revealed complex, tangled, cross-cutting and back-and-forth flows.

  • The average crossing time for production is 77 days.
  • 11% of components are either damaged or lost and replaced.

Actual operating times are three times higher than those specified in the ranges.

We have produced

The deployment of a Lean Manufacturing plan, which aims to put the operations carried out by the four workshops on the same line, integrating self-checking between each operation and setting up a daily dashboard of line operations.

A pilot line was completed in 4 days. The results after three weeks of operation and adjustment of shift balancing are encouraging: throughput time has been cut from 77 days to 6 hours, productivity has risen by 154%, the scrap rate has fallen to less than 3%, and we have had no quality incidents in the last week.

WHAT OUR CUSTOMERS SAY

"Before Fit&Act's intervention, the Supply Chain only managed emergencies and critical situations (overstock / out-of-stock / customer delays). We were subject to dissatisfaction and pressure from our internal and external contacts.
The new approach to procurement has brought us peace of mind, and enabled us to move from "just in time" to "just in time". We have reduced our outstanding stock by 30% and limited our line stoppages to 0.5%. Finally, we have the right stock at the right time.
This project has enabled us to effectively manage our supplies while optimizing service quality. Thank you for this great success.

- Testimony of Nathalie P., Supply Chain Manager, Mechanics sector

Define a new procurement method

Nathalie P. is supply chain manager for a mechanical engineering company. Her plant supplies other plants in the group and certain partner customers with components manufactured by a foundry and then either machined or directly machined. There are just over 800 active part numbers, with annual requirements ranging from a few thousand to around ten units. Orders from internal customers are confirmed four weeks before the delivery date. The service rate is over 95%. 

For various reasons, such as the size of production batches, scheduling constraints and the lead times for certain materials, inventories represent just over 5 months' sales. Provisions for inventory obsolescence are in excess of €300K. His management asked him to divide inventory by 3 to free up cash.

We diagnosed

The company does not have an Industrial and Sales Plan. The manager explains that orders are erratic, variable and inconsistent. The group's other plants do not provide any business forecasts. The parts delivered are taken from stock, which is oversized.

Batch sizes correspond to a standard defined by the foundry or machining department. They enable the production of 90 different references per week, while at the same time customers order more than 250 different references per week. Some forty runner references are ordered every week.

We have produced

Analysis of customer demand has led to a different approach to procurement and inventory management:

  • Abandon "mass" internal/external sourcing 
  • Accelerate flows by reducing WIP and batch sizes
  • Implementation of a supply base based on a rhythmic pattern according to item category and actual customer consumption/demand history.
  • Definition of replenishment tools (decoupling points, kanban, Heijunka, etc.), decision-making schedules (PIC/PDP/PDC) and stock rules

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