Projects & cases

Frequent product changeovers on the production line caused long downtime: 45 minutes per changeover with 3 operators at once. This limited capacity and reduced the line's flexibility.

Through a structured SMED analysis, changeover actions were mapped out and split into internal and external steps. External steps were organised outside of downtime wherever possible, and the remaining steps were standardised in new work instructions.

Changeover time dropped from 45 to 10 minutes, needing just 1 operator instead of 3. This delivered significantly higher machine availability, more planning flexibility, and lower operational costs.

The inspection process for baby products had a level of product rejects whose underlying cause was unclear. Adjustments based on assumptions delivered insufficient results.

With a Six Sigma root cause analysis, the inspection steps and criteria were thoroughly re-analysed. Based on data, the actual causes of rejects were identified, after which targeted, practical adjustments were made to the process.

The adjustments led to a structural reduction in product rejects, without requiring extra investment: a lasting quality improvement embedded directly on the shop floor.

After an international relocation, a full production line of 20 machines had to be started up and made stable at a new location in Riga, involving multiple international stakeholders and a tight deadline.

As project leader, full responsibility was taken for planning, coordination, and progress monitoring. The start-up was approached in phases, with close alignment between local and international teams and active stakeholder and change management.

The production line was delivered fully operationally stable, on schedule and without production downtime: from planning to a fully running line, without surprises along the way.