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Several areas for improvement within the production of Viper International were identified after some time was spent on the shop floor assessing their problems particularly in regard to space and product flow. Many of their own components were made in house and assembled on the factory floor. This meant that a lot of the available floor space was taken up in this area and valuable resources needed for the bottleneck in main assembly were tied up making these. We recommended they out-source most of the sub assembly work to sub-contract and concentrate on their core business of final assembly and they have introduced Kanban of those sub assemblies to point of use to prevent stock-outs, reduce inventory and save time in assembly. These actions have freed up much needed space and decreased lead-time by 30% while reducing inventory by 20%. The Financial Controller, Jeremy Quinn, has calculated the increase in throughput due to the improvements at over £500,000 per year.
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