Reference Projects | Meinewebsite

Reference Projects of TECOMA:

Optimization of the Processes of a calibration service supplier in Querétaro México

(8 employees / 1,5 Million USD sales)

Analyse the complete process including all logistical and calibration processes with the Value Stream Map.
Find and show where the constraints in the process are which keeps the lab away from calibrating more equipments in the same time and with less amount of labor.
Deliver methodical and technical solutions to help the lab to improve.
Implement a new logistical system to register and track all devices much quicker and to reduce risk of mixture and delay to a minimum.
Lauch 5 S organization in logistic area to make things running better and with less waste of time.

Production optimization at a Tier 1 supplier in the USA for interieur parts, plastic injection molded parts, high gloss painted and chrome (200 employees / 80 Million USD sales)

Planning and management of the transfer of the assembly plant from plant location 2 to plant location 1
Relocation taking into account the profitability of current products
Optimization of production according to TOC and Lean
Creation of the logistic concept according to TOC for the production in plant 2
Optimization of throughput in injection molding, through optimization of press sequences reduce pseudo scrap by redefining ouality standards and defining limit patterns
Optimization of mold changing, for shorter changeover times
Reduction of scrap by optimizing the transport systems at the presses
Measure and action follow up with SCRUM

Planning and budgeting of the relocation of the production of a Tier 1 supplier of wire rope hoists and plastic injection molded parts in the USA to Mexico.
(100 employees / 15 Million USD sales}

Create a relocation strategy based on the profitability of the current products.
Creation of the relocation plan, which allows to relocate the production without negative impact on the customer supply.
Create Budget Plan for the relocation project
Revision of the existing production with the aim of installing alternative, more cost-effective processes in the new location.
Optimization of the main lines with TOC to increase throughput in order to build up a product buffer that would allow the production to be relocated.

Interim Engineering Manager at Tier 1 truck engineering supplier in Saltillo Mexico (150 employees / 20 million USD sales)

Set-up and management of engineering (process + industrial engineering} fill the open engineering positions
Analyze production by value stream design and identify bottlenecks
Eliminate constraints according to TOC, increase throughput by >40%
Support with LEAN Methods, introduction of TPM, introduction of 5S, material supply according to KAN BAN
Complete documentation of all production processes by work and process instructions (IATF compliant)
Training of all employees according to new process documentation
SMED workshops for tool change on ABS thermoforming presses
Optimization of PU foam application, reduction of poly/ISO consumption by >20%.
Optimization of the bonding process for 2-piece interior parts, reduction of rework by >60%.
Launch of several new products and standardization.
Optimization of various machines and equipment from a technical point of view, with the aim of higher availability.
Introduction of comprehensive occupational safety standards throughout the plant
Introduction of a store floor management system

Interim Operations Manager at the Prazission Pipe Production Plant in Guadalajara Mexico
(400 employees / 120 million USD sales)

Responsibility for the operational management of two pipe production plants
Weakness analysis and creation of a value stream diagram for the entire value added process
Failure analysis due to low plant availability
Restructuring of maintenance and engineering with the aim of creating clear responsibilities
Introduction of preventive maintenance and launch of TPM with regularly scheduled TPM shutdowns.
Imposing a major revision program for the two-month Corona shutdown and complete renovation of the TOP 5 breakdown machines that were extremely worn out mechanically and electrically. (After the shutdown, we started a well-organized TPM program that included regular overhaul shutdowns and were able to increase equipment availability by >30% on average.)
Revision of all production processes and revision of process documentation with the aim of reducing scrap + employee training
Improvement of the pipe transport between the machines, with the goal of less transport damage (TOP 1 quality topic)
Measurement of all production processes and cost evaluation and recalculation of customer projects for profitability assessment.
Implementation of SCRUM after daily production meetings to follow up with all actions defined with each department (Production, Maintenance, Engineering, Quality, Logistics, RH).
Revision of the store shop floor management and reorganization of the shop floor meeting with the target of more transpareny in production and better accountability.

Consultant for production optimization in the largest plant for passenger cars
seat mechanisms in Germany
(1200 employees / 200 Million Euro Sales)

Analysis of the six fully automated assembly lines for the assembly of seat back mechanisms.
Detection of very poor line availability due to lack of maintenance.
Detection of various process variations and process errors leading to high scrap rates.
Focusing in the reorganization of the maintenance, introduction of a preventive
preventive maintenance culture.
Introduction of the Computerized Maintenance Management System DIMO Maintfor the planning of preventive maintenance, as well as for the management and follow-up of corrective maintenance.
Launch of regular planned TPM shutdowns according to structured TPM plans for all assembly lines with the result of+30% availability within a few weeks.
Change of spare parts strategy, most important parts directly at the line short supply routes.
Technical standardization of the lines (cornerstone for minimizing the previously enormous variety of spare parts)
Analysis of various quality problems and causes
Tracing of quality problems up to prefabrication (punching, fineblanking, washing)
Shifting the focus of optimization to prefabrication (press shop)
All optimizations were tracked and coordinated by means of SCRUM, which enabled good progress to be made in the shortest possible time.