EURO 2024 Copenhagen
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1387. Cutting off the offcuts

Invited abstract in session WA-8: Theory of Knowledge, Technology, and Innovation, stream Knowledge, Technology, and Innovation.

Wednesday, 8:30-10:00
Room: 1020 (building: 202)

Authors (first author is the speaker)

1. Arti Amar
KTP office, University of Huddersfield
2. Jim Bamford
York Business School, York St John University
3. Will Gibson
Operations, Associated Utility Supplies Ltd
4. Simon Barrans

Abstract

This paper describes a case study of the application of Lean Thinking in a Small-Medium Size(SME) manufacturing industry. Associated Utility Supplies (AUS) is in North of England and supplies (amongst other products) industrial steel work for Electrical, Rail, and Telecom sectors since 1998. It employs 54 staff with an annual turnover of £9 million.

A programme of digitisation was implemented and one of the issues initially identified as a pilot was to address the “offcut issue”. During production excess raw material of varying lengths are left over and historically these are stored and are used in an ad hoc manner involving manual inspection and measurement of the offcuts before orders are placed with suppliers. This was an issue that management had been aware for some time but had been unable to successfully resolve.

Utilising Lean improvement techniques this process was mapped out and improvements suggested following 5S and 7 Wastes thinking, in addition as much of the process as possible was digitised and incorporated into the update of the organisation’s ERP system.

This novel approach has resulted in a 40% increase in the productivity of the process and greater stock visibility. More importantly for the organisation, it has provided a successful case study of the application of a Rapid Improvement Cycle and upskilling of key operational staff in Lean improvement techniques, which has paved the way for further digitisation of the production planning.

Keywords

Status: accepted

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