Results at a Glance
70% throughput improvement — monthly production up from 82T to 140T
Weighing time cut in half — down from 45 minutes to 20 minutes through quicker changeovers
OTIF up from below 30% to above 85% — improved over four months
No additional assets or manpower — gains came from visibility, planning and standardisation
Introduction
A polymer plant was struggling with a familiar manufacturing challenge: demand and product complexity were increasing, but production capacity was not. Despite having the reactors, equipment and manpower, operations remained reactive. Fluctuating priorities, a high product mix and limited visibility caused overtime pressure, low on-time, in-full performance and inconsistent reactor utilisation.
The objective was to improve throughput, reduce unplanned downtime and increase batch output using existing assets and manpower — without adding equipment or headcount. By applying Lean Thinking, the plant built a more disciplined planning and execution system while simultaneously reducing rejection and improving material accuracy.
Mapping the Real Constraints
The transformation began with Current State Value Stream Mapping (VSM). The team mapped orders, materials, reactors, quality checks and dispatch.
Capacity and time studies identified cycle-time variation and under- or overloaded reactors. Cycle-time standardisation created a reliable basis for planning. Instead of responding to daily disruptions, the team introduced reactor-wise production plans supported by execution tracking.
This clarified reactor output, material requirements and potential delays.
Turning Reactive Production into a Daily Control System
A structured rhythm connected Daily YTT reviews, weekly projections, reactor plans, material readiness checks, dispatch commitments and escalation reviews.
Runner items had ready stock, while make-to-stock scenario planning helped the plant prepare for predictable demand. Weekly and monthly reviews enabled timely escalation and faster resolution.
Daily performance informed projections, reactor allocation, material readiness and dispatch commitments. It also improved accountability, creating clearer ownership across planning, production, quality and dispatch.
Reducing Batch Rejection Through Data
Rejected batches also consumed valuable capacity. The team therefore introduced product-wise rejection trend tracking and repeat-failure monitoring.
Pareto analysis focused attention on the most significant defects, including viscosity variation, gel-time issues, bubbles and casting defects. SOP sheets captured failed parameters and QC results.
Each countermeasure underwent trials and three-batch validation. Greater control was established over temperature, catalyst dosing and other critical process parameters, supporting evidence-based action.
Improving Material Accuracy and Readiness
Material errors also disrupted schedules. The plant therefore standardised kitting practices and defined BOM requirements by lot size and material percentage.
Weighing equipment was calibrated before kitting, while every material was labelled with its name, weight and batch number. A double-verification process was introduced before storage or issue, supported by traceable documentation at each stage.
These controls reduced avoidable interruptions and improved material readiness.
Results: More Output from Existing Resources
The initiatives delivered measurable gains. Monthly production increased from 82T to 140T, representing approximately 70% throughput improvement during the earlier phase.
Weighing time fell from 45 minutes to 20 minutes through quicker changeovers. Meanwhile, OTIF performance improved from below 30% to above 85% over four months.
The plant achieved these gains without relying on additional production assets or increased manpower. Gains came from visibility, disciplined planning, standardisation and faster resolution.
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