Standard work
- Owner
- The supplier's team, led by us
- Scope
- Standard work for the production line.
- Closed when
- When the standard was in use on the line.
Case study · Manufacturing · Supplier Development
Industrialisation: Lean Basics for a Strong Engineering Supplier
A supplier strong in engineering had not industrialised. We started with an assessment structured per the VDA 6.3 methodology, then brought in lean basics.
Anonymised project. The client, its customer and the product are not named, and the case carries no figures.
- Client
- A supplier strong in engineering and product
- Its customer
- The customer that brought us in
- Our part
- An assessment, then lean and quality basics, package by package
Situation
The supplier was strong in engineering and in its product.
It had not industrialised. Its processes were unstable, it had no standard work, and its readiness for series production was weak.
How it started
The customer brought us in through supplier development.
The supplier hosted the work.
What we looked at
We started with an assessment structured per the VDA 6.3 methodology. It showed where the gaps were.
- Processes that were not stable.
- No standard work.
- Weak readiness for series production.
Work packages
The basics came in as work packages, each with an owner, reviewed every week.
5S and visual management
- Owner
- The supplier's team, led by us
- Scope
- Order at the workplace, and the status visible at a glance.
- Closed when
- When the practice held on the line.
Control plan and PFMEA
- Owner
- The supplier's team, led by us
- Scope
- A control plan and a PFMEA for the line.
- Closed when
- When the practice worked on the line.
How the work ran
- Every week
- A review of every work package.
Exit criteria
- The basics running without us.
The customer decides on readiness for series production.
What stayed with the client
- The control plan.
- Standard work.
- The regular reviews.
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