FURNITURE MANUFACTURING
In change, we grow
Martin Kintscher and René Hanuscheck from the Schuler Consulting US team report on three practical examples of how manufacturers from different market segments managed to shape change processes in ongoing operations and increase production efficiency.
COLOURFUL, VERSATILE, AND HIGHLY EFFICIENT At US-based Creative Works in Indianapolis, Indiana, everything revolves around creating unforgettable memories. From immersive indoor games like laser tag, escape rooms, and blacklight mini-golf to extensive VR experiences, Creative Works’ product portfolio is a creative playground for young and old. With these offers, Creative Works was undoubtedly one of the “exotics” among Schuler Consulting’s clients. However, if you can take your eyes off the colourful graffiti in the black light, you will see a production with mature processes and normal problems. In Creative Works’ previous premises, 80 employees worked in three different production halls. As the company grew, it was time to invest in a new production facility. The most important requirement for the new facility was to consolidate all production areas under one roof. This was a challenge for Creative Works.
to determine the exact space requirements for the new production. For this reason, the team turned to Schuler Consulting for professional support in strategically planning the new production facility and identifying the ideal floor space. In a joint project, Schuler Consulting developed the new production, including the processes.
Mark McLaughlin, vice-president of Operations at Creative Works, was very satisfied with the results. McLaughlin emphasised that he greatly appreciated the support and collaboration with Schuler: “In comparison to the old production, we are now 40-50% more efficient in the new building. Of all the investments we made in this project, the investment in consulting by Schuler was the most valuable.” Adam Barth, production manager at Creative Works, added the increase in efficiency has had a positive impact on the employees. “The clear production organisation supports the employees in their daily work. Everyone knows where their work area is and where to find their tools. They no longer have to search long for materials and tools. Our employees naturally appreciate that, and as a result, we are much more efficient,” said Barth. FASTER WITH STANDARDISATION Founded in 1904 as a toy manufacturer, Whitney Brothers is rooted in the woodworking industry and has since invested in the quality and sustainability of its products.
The first step was to develop an overview of production and
processes. That meant that the team had to look at everything, from start to finish, to check how these processes could be optimised and transferred into a common concept for a new production facility. Schuler developed the plant layout, defined and optimised the existing processes and workstations, and reviewed the requirements for manufacturing software for the new production facility. Distributing information from the office to production was also an important aspect of the project. The result was a new, highly efficient production facility.
Since the production areas were housed in different halls, it was difficult
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