Implementation of the Theory of Constraints in production at SKF

Context

Confronted with a catastrophic fire that resulted in the extensive destruction of its work-in-progress inventory and inflicted damage upon critical machinery, the bearing manufacturer was compelled to cease workshop activities for a period exceeding five weeks. This situation quickly became dangerous for its customers, who could increase the supply of parts from competitors.

The manufacturer chose to implement the Theory of Constraints to ensure the most responsive service possible, guaranteeing deliveries with reduced lead times and minimized stock levels.

Objectives

• The company's primary objectives are centred on reducing inventory levels and enhancing the service rate.

Approach

• Identification and enhancement of skills related to bottleneck machinery, especially those used for drilling and broaching.
• Strengthening of personnel versatility.
• Increased mobilisation of support functions such as maintenance, engineering, and quality.
• Control of subcontractors
• Implementation of LEAN tools: daily meetings, SMED methodology to reduce tool change times, and the application of 5S principles for workplace organisation.
• 50% reduction in production launches.
• Readjustment of ERP parameters for improved production flow management.
• Subordination of the manufacturing workshops for all bearing components to the production of cages (adjusting production based on the rhythm of cage manufacturing).