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Manufacturer of uPVC windows

Integra - szkolenia
Integra - lean
Integra - rekrutacje

Manufacturer of uPVC windows

Manufacturer of uPVC windows

Project of process optimization in a PCV window factory

clientstype Training mode: Onsite training

Category: Category: lean projects

General informations

The need for this project resulted from a significant increase in production and the increasing number of complaints related to incomplete products being delivered.

The six-month project was led by two experienced consultants and its implementation took place entirely onsite at the customer location. Our actions involved implementation of elements of Lean culture and basic Lean Manufacturing tools. Decision-makers, as well as assembly line workers and representatives of the departments supporting production were all a part of the project.

Main objectives

Main objectives

  • Better understanding of the value flow in the organization and the assumptions of process approach
  • Develop visual standards that facilitate production management and a more efficient flow
  • Improve vertical and horizontal communication in the organization
  • Eliminate root cause of problems causing errors in order picking

The course of the project

This project was divided into several stages, with each stage being implemented at the workstations.

  1. Stage I: Process audit 

    • This project was divided into several stages, with each stage being implemented at the workstations.
    • review core processes in the company
    • snapshot study
    • define strengths and weaknesses in the organization
    • analyze flow, process indicators and identify bottlenecks
  2. Stage II: Implementation of 5S rules

    • conduct a workshop in a pilot area
    • develop 5S standards (map legend, a plan and a cleaning schedule of the pilot area)
    • foremen and leaders participating in the workshop conducted an employee briefing regarding 5S 
    • set up a schedule of implementation in the remaining production areas
    • implement standards of conducting 5S audits in the production area
  3. Stage III: Implementation of SFM in the production area 

    • implement regular operational meetings on two levels: SFM 1 and SFM 2
    • implement process indicators that the meeting is based on
    • participants should define tasks in the event of failure of achieving set goals
    • clear division of responsibility and transparency of decision-making processes
  4. Stage IV: Solving problems with order picking using the Problem Solving method

    • conduct workshops in accordance with the DMAIC method
    • conduct workshops in accordance with the DMAIC method
    • precise description of a problem and the scale of inconsistencies
    • conduct problem analysis using the Ishikawa Diagram and 5Whyestablish an action plan
    • implement problem monitoring using SFM 1 indicator
  5. Stage V: Process management skills, balance 

    • make leaders and foremen aware of their role and tasks in the process 
    • balance human resources – according to the needs and stage of the process
    • process analysis in terms of quality – 3P principle
    • process flow analysis based on current results and stock location 
    • shift handover


  • reduced 5S inconsistencies by 32% (compared to the audit at the beginning of the project)
  • regular communication between production and the supporting departments 
  • ongoing monitoring of indicators, risk and threats
  • threat prevention
  • ability to take action based on data and facts 
  • improved order picking by approx. 40% in 3 months
  • identified gaps in the process of planning 
  • established a common standard of shift handover and its verification
  • established a standard in terms of material flow for particular types of products
  • developed the ability to recognize waste in the process
  • completed numerous planned tasks in terms of 5S
  • reduced unnecessary transportation and movement thanks to visual work organization

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