Event

Behind the Scenes Eugster Frismag Event

Lean transformation in a small home appliance factory

The Torres Vedras facility is one of five factories operated by the Swiss group Eugster & Frismag, and it specializes in manufacturing automatic coffee machines. With over 1,300 employees and an annual output of 700,000 units, the factory began its transformation journey in 2015 with support from the Kaizen Institute. The objective was to ensure that growth would be sustained by a Lean approach applied across the entire organization.

Overcoming challenges with Lean solutions

The transformation process brought several challenges typical of a growing organization. One of the first was resistance to change—especially in a context where results were already positive. To address this, the project began with visible, concrete actions, such as redesigning the assembly lines based on the Pull Flow model, which led to immediate improvements in flow and inventory reduction.

The teams’ limited experience with Lean methodologies also required attention. An internal training center was established to provide hands-on learning in tools such as Daily Kaizen, One Piece Flow, Standard Work, and the 3Cs. This practical approach ensured that every employee received training before starting work on the production line, quickly raising both skill levels and engagement.

To sustain ongoing improvement efforts, Daily Kaizen was implemented on the shop floor and later extended to technical and support areas—encouraging a company-wide culture of continuous improvement. At the same time, the implementation of Hoshin Kanri made it possible to cascade the strategy throughout the organization, ensuring alignment between operational activities and strategic goals.

Another widespread challenge involved supplier collaboration. After achieving internal operational improvements, it became essential to extend those gains to external flows. As a result, initiatives were developed to harmonize logistics processes with partners and reduce stock coverage, leading to stronger alignment and greater flow across the entire supply chain.

Results that consolidated the transformation

The transformation had a direct impact on operations. Production capacity increased by 46%, while productivity in the assembly, pre-assembly, and injection areas rose by 30%.

In the injection area, setup times were reduced by 40%, and stock coverage also decreased by 40%, reflecting significant logistical improvements.

Finally, the improvement culture was firmly established, with 100% of the teams certified in Daily Kaizen.