Case Study

Proving Lean: A One-Week Transformation in Mexico

Rapid Results:

Demonstrating the Power of Lean in One Week

This Kaizen event took place in a manufacturing facility in Mexico and served as a live demonstration of Lean principles in action.

 

The product—a rugged motor protector designed for military applications—was ideal for showcasing how Lean could drive tangible improvements.

 

Plant leadership was familiar with Lean in theory but remained skeptical of its real-world value.

Our objective was clear—prove, through results, that a Lean transformation was not only possible, but worth the investment.

 

One week results:

40% savings in direct labor

96% decrease in inventory on the floor

96% decrease in manufacturing cycle time

31% reduction in floor space

Product Line Details

Product type:                                              Motor Protector

Volume per year:                                        360K

Hours/K:                                                      Goal = 102,  Actual= 98.8

Yield STD:                                                    96.5

Manufacturing cycle time avg:               3.4 days

Installed capacity 24hrs:                          202 pieces

Average operators per month:                15 people

This month’s demand:                              1500 pieces

This month shifts:                                      1 shift

Work Cell Before One-piece Flow

 

Process silos

Batches between processes

Lots of parts

Chaotic work environment

Up to 50% of work time spent moving parts

High probability of STDW related errors, partially mitigated through inspection

Impact on quality improvement - cannot improve chaos

Method

 

There is a spectrum of automation:

Craftsmanship

Batch flow

One-piece flow

Walking one-piece flow

Chaku-chaku (operators inspect and move parts only)

Full automation

Project Scope:

The production cell in question housed numerous machines and relied on an inefficient operator routine: load, start, wait, repeat. At first glance, it seemed a classic candidate for a walking cell. However, upon on-site assessment, it became clear that even achieving basic flow with small batches would mark a significant leap forward.

 

The existing layout was not just inefficient—it actively obstructed flow. Operators had to navigate around obstacles and exit the cell entirely just to reach the other side. Workstations were scattered without logic, and any improvement would require a full teardown and rebuild of the layout.

 

We began with Lean training on Monday.

On Tuesday, the team split into two groups, each applying Lean principles to design a new cell layout.

On Wednesday, both designs were presented and collaboratively evaluated. By the end of the day, we had aligned on a final configuration.

 

Thanks to an engaged and capable second-shift maintenance team, every station was moved and reassembled overnight.

By Thursday morning, we were operational in the new layout.

 

The impact was immediate.

Yield jumped to 95% overnight.

The impact was immediate.

With wasted movement eliminated, we reduced the cell footprint and enabled true one-piece flow. Most impressive was the initiative taken by the operator stationed at the center. Without instruction, she began walking between three machines—calibrator, secondary process, and final test—effectively managing all of them in rhythm. By doing so, she eliminated idle time and aligned her pace with the rest of the cell.

 

A further breakthrough came from real-time process feedback.

 

Previously, the line had an 85% yield at final test, largely due to delays between calibration and testing in the batch system. Now, with calibration and final test just minutes apart, the operator instinctively began fine-tuning calibrations based on immediate test results.

 

Yield jumped to 95% overnight. Subsequent Kaizen events pushed it further to 98%.

 

We spent Thursday refining the new process and presented the results to factory leadership on Friday.

 

This success catalyzed a series of Lean transformations across the product line, culminating in a fully optimized, high-efficiency walking cell.

Significant Efficiency Gains from Lean Implementation

Metric                                            Previous State                    Improved State

Lead Time                                         3.4 days                                 1 hour

WIP (pieces)                                     3,600                                      200

Average work orders on line          36                                            2

Floor Space (square feet)               950                                         650

Hours/Thousand                              102                                         61

Operators                                           15                                            9

Annual Savings                                                      $64,000

$64,000 Question

 

In just three days, we turned a disorganized, waste-heavy process into a streamlined, high-efficiency operation—boosting yield, eliminating waste and generating $64,000 in annual savings.

 

The turnaround was fast.

The impact was lasting.

This was Lean in action—and it worked.

 

By week’s end, plant leadership had just one question:

“When can we do the next one?”

Results of Implementing

One-Piece Flow in Work Cell

Key Achievements

  1. Elimination of Redundant Workstations
    The transition to a one-piece flow has successfully removed unnecessary workstations, streamlining the production process and minimizing waste.

  2. Consolidation of Operations
    Operations such as heater adjustment, welder assembly, cover and boots assembly, and hardware packing have been integrated, resulting in a more efficient workflow and reduced handling times.

  3. Enhanced Calibration Area Efficiency
    Operator time in the calibration area has seen significant improvements through the implementation of walking operations, effectively reducing non-value-added time.

  4. Optimized Calibration for Yield Improvement
    Calibration processes have been optimized to enhance yields, ensuring that the quality of output aligns with the strategic goals of increased production efficiency.

  5. Reduction of Setup Time
    Streamlined processes have led to a marked decrease in setup time, allowing for a quicker turnaround and increased overall throughput.

Conclusion

The efforts to adopt a one-piece flow system within the work cell have yielded substantial improvements in efficiency and productivity, ultimately contributing to sustainable results that align with operational leadership goals.

From Chaos to Control:

Floor Plan Revolution


The transformation was more than visual—it was operational.

The “before” floor plan reveals a cluttered, inefficient layout filled with excess inventory, long travel paths and unclear flow.

In just one week, the “after” plan showcases a streamlined, space-saving design built for flow, speed and clarity.

This visual shift reflects the deeper Lean transformation.

Before

Original Line Layout and Product Flow

After

New Line Layout and Product Flow After Kaizen