Corin Group Plc
Hip/Knee replacement and surgical instrumentation products. Key Achievements * Implemented new cellualr layout reducing leadtime by 22 weeks * 80% delivery on time. * Increased productivity flow * Increased shop floor communcation. * Use of PDCA as continuous improvemnt process * Increased confidence to lead CI and implementation.
Corin Logo
Background
Corin Group PLC is a world leader in the development, manufacture and distribution of a wide-range of reconstructive orthopaedic devices. Founded in 1985, the company is particularly focused on providing innovative solutions for restoring quality of life for younger, active patients. Latest generation surgical instruments, together with minimally invasive systems and surgical navigation support this wide range of orthopaedic implants.
Trevor Buggins selected the SWMAS Operational Leadership Programme (OLP) to aid his development in management & leadership skills. OLP utilises personal developmental assessment, formal training sessions, on site coaching and requires delegates to manage and deliver a buisness improvement project.
Scope
During the OLP, Trevor Buggins was introduced to many management,leadership and lean manufacturing concepts to use in developing and improving his leadership competencies required to lead and manage within a manufacturing environment. Trevor was tasked with selecting, combining and applying any number of these new concepts to a specific business improvement project.
The improvement project selected was to improve the consistency of output for the Bipolar implant product range.
Method
• Formed improvement team and agreed process for improvement focus.
• Measured current process using Value Stream Mapping.
• Analysed and identified key issues and waste activity from VSM.
• Constructed future state VSM to reduce or eliminate waste from process.
• Agreed action list to improve process in line with Future state VSM.
Options and Recommendations
Key Issues Identified
• Poor lead time - 28 weeks
• Large (4 months) raw material stock (buffering supplier inconsistent delivery)
• Batch processing
• Limited product flow
• 50% delivery on time.
Improvement Opportunities
• Improve/change supplier to service line side Kanban replenishment system (4 week stock)
• Create cellular layout.
• Introduce Pull system from assembly.
Further Actions
• Apply the increased knowledge, confidence and competence in leading change to other areas of the business.
