Transformed picking routines for operators on the line by introducing a logistics train to deliver parts to point of use. By centralising stock, using a logistics train to deliver goods and replenishment in cycles, increased productivity of operators by 22%.

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productivity improvement


Logistics productivity improvement


Lead time reduction

Through the use of UWB (ultra-wide band) radar technology, we identified the current state logistics activities required to supply parts to the line.

Monitoring the FLT, manual handling and pump truck movements over the span of a week provided a full picture of all the transport, motion and waiting wastes present within the logistical operation. The analysis of the motion tracking identified that large levels of stock being stored line-side, led to over 36% of operators time being occupied with motion and travel. Through the integration of a milk run style logistics train, delivering parts in a JIT fashion with replenishment levels being set for each part, we increased the overall productivity of each operator by 22%.

Parts were stored in optimised locations, orientations and quantities to reduce searching time, motion and excessive movement. Clip-on kitting trolleys provided the right parts to be present at the right place at the right time, additionally improving ergonomics for each operator.


This huge saving meant that our client could take on another large customer and increase capacity by 22% without the requirement to hire additional operators.


Through a focus on batch size reduction and workplace design, the lead time of high runner (A- products) was reduced by 88% of its original time.

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Throughout the assessment phase of the project, maintenance operator efficiency was monitored to identify the gap to potential. 

The results identified a strategy that was based on solely corrective maintenance, with no time associated with preventative/predictive maintenance. 

Using the OEM guidelines in conjunction with MTBF and MTTF data, we provided a system that would predict when critical equipment would fail. The introduction of a TPM training week, where maintenance staff trained operators to solve basic problems with their equipment, made maintenance resources available.

Defined preventative maintenance routes were created based on the output of the predictive system and the maintenance strategy transformed from firefighting to prevention. 

The downtime of critical equipment reduced by 80% from the previous year with no additional capital investments.

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% time spent on preventative


Maintenance team efficiency

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Oil & Gas













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Food & Beverage