The company and its commitment to healthcare

A pioneer in medical technology with more than a century of history, this organization is a global leader in advancing healthcare. It works tirelessly daily to improve medical discovery, diagnostics, and healthcare delivery. Its main focus is developing innovative technologies, services, and solutions that help healthcare providers and patients.

With over 70,000 employees worldwide, the company operates in multiple countries and collaborates with various organizations to tackle the most complex challenges in the healthcare sector. It also provides consulting and analytical services in specific areas related to healthcare delivery.

The company aims to improve results, reduce costs, increase efficiency, and enhance safety through close collaboration with its clients. It is also recognized for its commitment to environmental, social, and governance (ESG) principles, embracing responsible and transparent business practices to address ESG priorities.

The challenge of transforming production lines

To maintain its competitiveness in the market, the company faced the challenge of transforming two of its production lines into more efficient and flexible ones. The initial goal was to achieve a productivity increase of over 100% by merging the two lines into a single, more flexible production line.

Within a span of just three weeks, the team was challenged to break away from existing paradigms and find an innovative solution by applying Line Design and Standard Work principles. The main focus was on improving line flexibility and significantly boosting productivity.

The strategic approach to operational improvement

Several initiatives were implemented to achieve the set goals, which involved utterly reorganizing the production line. Key initiatives included:

• The layout was redesigned to optimize workflow, with each workstation applying Standard Work to ensure overall operational consistency;
• Implementation of machine improvements, including in-process inspections and the use of 3D-printed tools to increase productivity and improve operator ergonomics;
• The one-piece flow principle was applied, and processes were streamlined to boost productivity across the line by eliminating non-value-added tasks, such as removing a long sleeve that was hindering the production process;
• Implementation of the 5S methodology at all workstations to optimize the work environment and organization;

• Redistribution of tasks to optimize the use of available resources(re-balancing);
• Improvement of visual management systems or better monitoring of the production process;
• Gemba Walks were conducted to observe and understand the operational reality, allowing first-hand identification of areas for improvement. This essential practice within Kaizen methodologies brings leaders and managers directly to the shop floor (Gemba), enabling a direct understanding of processes, issues, and potential improvements.

The company recognized the value of this methodology, along with the other practices and strategies implemented, which facilitated an efficient reorganization of production, optimized resource use, and streamlined processes—resulting in higher productivity and greater overall efficiency.

Going to the Gemba was a learning experience for us, helping us understand what worked and what didn’t. It allowed teams to simulate changes on the production line and to understand both the benefits and challenges associated with the proposed improvements.” – Senior Continuous Improvement Manager

Results achieved in productivity and efficiency

As a result of the adopted approach, the production line reduced its cycle time from 90-100 seconds to just 60 seconds, requiring fewer operators and achieving a 117% increase in productivity. Additionally, a clear vision and action plan were put in place to further optimize production processes, aiming to reduce cycle time by an additional 43 seconds, which would result in a 190% increase in productivity.

“Transformative changes like these require a shift in mindset from everyone involved. From: We’ve always done it this way. To: What’s possible?”- Senior Continuous Improvement Manager

This case study demonstrates how implementing strategic improvements, such as layout reorganization and introducing new technologies and methodologies, can significantly transform the efficiency of a production line. By focusing on flexibility and process optimization, the team achieved a substantial reduction in cycle time and a remarkable increase in productivity, laying a solid foundation for future optimizations and improvements.

“It has been a transformative journey. It shows that anything is possible with the right attitude and a positive problem-solving approach (…).” – Director of Operations

“We started using this approach, and we will continue to apply it across all our production lines.” – Senior Continuous Improvement Manager

We are committed to respecting our clients’ confidentiality. While we have altered or omitted their names, the results are genuine.