Nothing is impossible: More available capacity in multicolor flexographic printing
How a manufacturing company regained breathing room in the bottleneck area through higher OEE and consistent lean practices
A medium-sized manufacturing company in the processing industry was facing capacity bottlenecks and eroding profitability in multicolor flexographic printing. A structured operational excellence initiative using classic Lean methods and targeted OPEX/CAPEX measures addressed the bottleneck area. In the end, line speed increased by 20%, the scrap rate was reduced by two percentage points, and job changeover times were cut by 15%. The case shows how long-established ways of working and overdue equipment conditions can be addressed during ongoing operations when budget, methodology, and shopfloor involvement come together.
Project at a glance
- Project: Productivity increase in the multicolor flexographic printing area
- Client: A mid-sized manufacturing company in the processing industry
- Industry: Plastics Processing Industry
- Company data: Available to the CEO of PRECI; not disclosed here
- Project goal: Higher available plant capacity for good output (OEE) and better cost efficiency
- Role: Sponsor and coordinator responsible for budget and project success
- Result: +20% line speed, -2% scrap, -15% job changeover times
Initial situation
In the bottleneck area of multicolor flexographic printing, capacity constraints had become apparent over a longer period, while profitability was eroding at the same time. Using an operational excellence approach, several projects were launched to reduce downtime, increase line speeds, and lower production waste. At the same time, overdue small to mid-sized OPEX and CAPEX measures were implemented to bring the equipment back up to a modern technical standard.
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The reality behind the target vision
There was a gap between the clearly defined target state and the operational reality, which became visible over the course of the project. On the one hand, approval of the necessary financial resources by the executive board was required. On the other hand, the planned changes met resistance from the workforce because established and traditional ways of working were being called into question. The case shows how important it can be to manage technical measures and the change of deeply rooted habits at the same time.
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Approach and solution
The approach combined structured problem analysis with established lean tools. 5W2H and Ishikawa were used for root cause analysis, along with lean methods such as shopfloor management (SFM), SMED and value stream analysis, 5S, and systematic idea management. My role was that of sponsor and coordinator at the steering level, with responsibility for the budget and project success - with the goal of actively involving employees on the shopfloor and making successes visible.
Key measures
- 5W2H for structured problem definition
- Ishikawa analysis for root cause identification
- Lean methods: shopfloor management (SFM), SMED, value stream analysis
- 5S for workplace organization
- Idea management for continuous involvement
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Result
In the end, several concrete KPIs stood as solid results: a 20% increase in line speed, a two-percentage-point reduction in the scrap rate, and a 15% reduction in job changeover times. The results demonstrate that the bottleneck area could be measurably relieved.
What exactly was present
- Increase in line speed by 20%
- Reduction of the scrap rate by 2 percentage points
- Reduction of order changeover times by 15%
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Client quote
“Impossible is not an option!”
Anonymized
What this success story shows about PRECI
This case reflects the PRECI principles: realistic analysis of the actual situation, clear options for action, and strong implementation proximity in the manufacturing SME sector. It demonstrates the connection between operations, leadership, and change - methodically sound, but consistently focused on solid results rather than slide logic with no practical relevance.
A similar challenge?
If you are facing a gap between target picture and reality in a bottleneck area, it is worth having a conversation. Get in touch - we will assess your starting point and show which courses of action are realistically viable.
