Executive Summary: A manufacturer of welded assemblies needed to scale output from 22 to 50 units per week to meet demand. The bottleneck was a rigid cell structure at the subassembly welding stage. By reorganizing cells to focus on single subassemblies across all products, we reduced execution time by 71%, eliminated waiting times, and increased capacity by 78%—all with the same resources and headcount.

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The Challenge

Our client, a manufacturer of welded assemblies, was facing a critical situation. Demand had grown to 50 units per week, but their production could only deliver 22—a gap of 78% that meant lost orders and dissatisfied customers.

The technological process involved 7 stages: Cutting → Sandblasting → Subassembly Welding → CNC Milling → Tack Welding → Final Welding → Painting.

The main bottleneck was at the Subassembly Welding stage. The existing cell structure was rigid—each cell was dedicated to producing all subassemblies for a single product. This created:

• Long waiting times – parts would queue for hours.
• Uneven cell loading – some cells were overloaded, others idle.
• Low flexibility – the product mix dictated capacity, not the other way around.

The Solution

We reorganized the cell structure from product-based to subassembly-based.

Before: Cell 1 → Product A (all subassemblies) | Cell 2 → Product B (all subassemblies) | Cell 3 → Product C (all subassemblies)

After: Cell 1 → Subassembly X (for all products) | Cell 2 → Subassembly Y (for all products) | Cell 3 → Subassembly Z (for all products)

This simple but fundamental shift meant:

We also balanced the cells by redistributing the welding of common parts.

Each cell became a specialist in one subassembly, improving efficiency.

The product mix no longer dictated capacity—any cell could produce for any product.

The Results

• -71% execution time for 30 pieces of Product C (from 12 days to 3.44 days)
• 6 days maximum delivery time for the full 50-piece order (down from 12+ days)
• -96% waiting time (from 240 minutes to just 10 minutes)
• +78% production capacity achieved—from 22 to 50 units per week

Production Volume Evolution (Weekly Output)

The graph shows significant production variations before the improvements. Within just 2 weeks after optimization, production increased by over 30%, and the process has remained stable.

The Bottom Line: The client now meets 100% of market demand without additional headcount or new equipment. The production flow is predictable, and the team has regained control over their delivery commitments.

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Executive Summary: An IKEA furniture supplier was struggling with late deliveries and couldn’t keep up with demand. Production was fragmented, internal transport consumed 20% of production time, machine downtime accounted for 25%, and employee turnover was at 47%. By applying One Piece Flow, SMED, process standardization, and performance indicators, we increased production volume by 25%, boosted turnover by over €1M, and reduced overtime by 50%—all within 12 weeks.

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The Challenge

Our client, a furniture manufacturer for IKEA, was facing a critical situation. Despite high demand, they were constantly behind on deliveries. The more they pushed, the more chaotic production became.

The root causes were clear:

• Fragmented production – the focus was on machine performance, not process flow.
• Internal transport waste – operators spent 20% of their time moving materials instead of producing.
• Excessive downtime – changeovers, adjustments, and minor breakdowns accounted for 25% of production time.
• High employee turnover – at 47%, the workforce was unstable, affecting quality and consistency.

The result? A factory that worked hard but couldn’t deliver on time.

The Solution

We implemented a comprehensive transformation based on four pillars:

1. One Piece Flow – We redesigned the production layout to create a continuous connection between operations and operators, eliminating unnecessary movement and waiting.
2. SMED (Single-Minute Exchange of Dies) – We drastically reduced changeover times, allowing for faster product switches without sacrificing quality.
3. Process Standardization – We standardized operations and procedures, reducing performance variation between operators to a maximum of 5%. Consistency became the new norm.
4. Performance Indicators – We introduced metrics that linked effort directly to deliveries: Finished Production Volume and Cost per Product (Total Hours Worked / Finished Products) . Managers could now see clearly where to focus their attention.

The Results (in 12 weeks)

• +25% increase in productivity and production volume – demand was finally met.
• +€1M+ increase in annual turnover – by eliminating the backlog and fulfilling orders on time.
• Cost reduction – through process optimization and elimination of unnecessary stock.
• Improved management accountability – managers used KPIs to drive performance.
• -50% reduction in overtime – leading to higher employee satisfaction.
• -57% reduction in employee turnover – from 47% to under 20%.

Production Volume Evolution

Weekly production output showing steady increase after process optimization in week 0.

The Bottom Line: The client went from chaos to a predictable, continuous flow. They now meet IKEA’s demand consistently, with a motivated workforce and a healthier bottom line.

“The collaboration with AVO Lean Consulting brought clarity and predictability to our production. The results were visible in less than three months.”
— Production Manager, IKEA Supplier

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