MAS lights up the way to help manufacturer fulfil expansion plans

6th Dec 2007

Microlights Ltd has been designing and manufacturing high specification retail lighting for more than 22 years, providing solutions to retailers in the UK, Europe and the Middle East to help them make the most of their windows, walls and mid-shop displays.

Microlights’ key selling point is its focus on the differentiation of products and services it offers to retailers and its ability to meet customer rollout programs under very short lead times, typically assembling in 3-5 days. This is vital given the demanding nature of the retail industry, where retailers regularly change their displays.

This year, Microlights became increasingly aware of pressure as it tried to fulfil orders, obtain correct components and work with its supply chain. With a lean factory floor already underway and showing considerable benefits, it became apparent that the business would gain more if a lean office was also created.

With ambitious expansion plans to increase turnover by £1.5m by end of 2008, Microlights contacted the South West MAS for support developing and implementing a business philosophy of lean.

Together with the South West MAS, the team identified the need to improve the processing of orders in the office, and plan ahead more effectively for busy periods. Value Stream Mapping techniques were created to explore the existing office processes from customer enquiry, order processing and purchasing through to production.

The South West MAS also encouraged Microlights to engage with its suppliers by organising a supplier development day, helping them understand the challenges of the marketplace they operate in and explore how they can work more effectively together.

The techniques introduced by the MAS reduced production lead times and increased capacity to take orders by 20 per cent. The number of temporary workers required to handle peak periods has also been reduced, with planning, purchasing and operations streamlined improving effectiveness and enhancing reliability.

Richard Keith, operations and IT manager, at Microlights, said: “The holistic approach of Value Stream Mapping with the South West MAS has enabled the management team to identify and address broken processes, without emotion. It has allowed us to communicate our own, and understand other departments, demands on the manufacturing system, and present the whole process, warts and all, into one cohesive action plan.”

Chris Eldridge, South West MAS specialist, said: “It’s great to have unlimited access to all areas of a manufacturing organisation, and to help drive change throughout the business. We had the chance to do this with Microlights, and also show how passionate the MAS is about improving operations and effectiveness throughout the entire supply chain. The results of this project demonstrate the value of addressing an organisation’s back office processes, as well as the factory floor.”

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