Transformation Management

Catalysts for success

“SMART-LEAN” INSTALLERS

We are not traditional consultants. We define ourselves as implementers of change and optimization projects. Our added value lies not in recommendations, but in making things happen. We use agile methodologies and systems/process improvement tools that we have developed internally:

A concrete example of lean methodology that allows achieving operational excellence, taking into account that the recipe applied is different in each company:

After having been a manager in the industry, after having hired consultants and finally having been external contractors in charge of executing projects to improve efficiency, we have focused our knowledge to develop the fastest, most powerful and easiest method for clients' staff to "assimilate" in order to obtain remarkable results.

The result of these experiences is concentrated in a group of "Executive Managers" with agile methodologies and systems that act as catalysts for success in mid-cap companies that often do not have adequate foundations for such challenges.

Experience, methodology and lean manufacturing tools

At Insta-lean, we have the experience, methodology, and, above all, proprietary tools to make companies more competitive. We design customized lean tools to support all your improvement efforts.

We don't make recommendations. We make things happen and keep them happening.

We work primarily with middle management teams and operators with a dual approach, based on results and on the well-being of these actors to establish a lean organization.

The lean manufacturing consulting methodology

The first thing we do is install a Lean Reporting tool: Halcón. It's a custom-built agile software that tells us at all times where we are and where we're going. It's the compass for efficiency and added value. Every improvement will be rigorously evaluated based on its impact on Halcón's results day after day.

In parallel with the implementation of Halcón (Statistical Process and Performance Control), we are systematically gathering all the ideas and problems from all stakeholders. This will be our raw material and our way of involving everyone in the heart of the process improvement project.

The second major step involves a radical overhaul of the production environment using 5S and Kanban techniques. We will visually and ergonomically arrange everything in its place and everything in its place (Organizational Change + creation of a visual workplace). From this point, in addition to achieving an initial leap in efficiency by eliminating significant waste such as searches, unnecessary movement, physical and mental stress, and promoting standardized work, we will also achieve something very important: a psychological shift among the team members who see their ideas becoming a reality.

The final part of our system's foundation involves freeing up as much as possible from administrative tasks, allowing them to return to the production field, where they previously excelled as technicians. We will implement an efficient management system to achieve process excellence. InstaProsess facilitates this process in an agile manner:

Consumables orders.
Shift reports.
Staff allocation.
Vacation management.
Technical topics that require time and process control.

The four pillars of the lean production system

These are four pillars, and they systematically cover four key areas of the industry:

At the heart of it all is Autonomous Maintenance. With InstaProsess, we seamlessly combine over 400 cleaning, lubrication, and machine check tasks to keep them in perfect working order, all managed solely by the operators.
Next, we have Iceberg (Total Productive Maintenance), which is the seamless communication between Production and Maintenance, drastically reducing the number of breakdowns and the time it takes to resolve each one. With Iceberg, we can have a complete diagnosis of the outstanding problems in every element of every production line at any time.
Then we looked at SMED, a technique for optimizing changeover times to produce small batches and be highly flexible with our customers. This point is reinforced by the star of our method: the Concorde tool, which enables detailed planning, interconnects all departments, and improves the entire production process supply chain. With Concorde, all departments interact seamlessly, eliminating the usual bureaucracy and common planning errors. Workflow is drastically enhanced, directly increasing production capacity and throughput.
These tools create a virtuous cycle for our clients. It's time to move towards innovation, with our stakeholders now proud of their new results.

The Insta-lean Agora Zone: The 3 Fundamental Pillars of Competitiveness

The Agora Zone Insta-Lean

Once out of the vicious circle and with both feet in the virtuous circle, we will launch the 3 fundamental pillars of Competitiveness with our Agora Zone.

The first pillar is Total Quality Management because "Today's Quality is tomorrow's future.".

We've implemented quality indicators here to monitor not only our own quality but also that of our suppliers. Our defects are clearly categorized and understandable to everyone.

Here, its evolution is closely analyzed to always know where to prioritize improvement. Each new defect will be effectively communicated and meticulously studied by the stakeholders to contain and eradicate it through Pareto analysis, action plans, and Ishikawa diagrams (fishbone/cause and effect), for example.

We will make quality the focus of everyone's attention.

The second pillar is efficiency management, because “Excellence is in the detail.”.

Thanks to Iceberg, we'll always know how many outstanding issues we have with each component of every machine. This visibility will allow us to take better care of our production equipment.

And thanks to Halcón we will "search for Treasures" every week, discussing in Kaizen groups the most relevant losses reported by the actors themselves.

We will turn waste into an opportunity for improvement.

And the third pillar will be innovation management, because "There's always room for improvement.".

In this visual and flexible area, improvement ideas are proposed and these innovations are followed openly with the PDCA Action Plan methodology, because continuous process improvement is everyone's responsibility to achieve business improvement.

Now that you know how we turn these difficult situations around, we also do different things like:

Lean software development
Optimization of Purchasing and Sales processes.
Investor due diligence.
Optimization of services such as a call center or after-sales service.

Our clients vouch for us.

Freudenberg's Best Supplier Award in 2013.
The doubling of the efficiency of the printing section of Miralles cartonajes in 2015.
The change in Rotocayfo's efficiency ranking within its group, which went from second to last to second among 13 plants in 2014.
The transformation of the former Renault Agricultur plant into a world-class plant for its new buyer in 2010.