Client: Global dental device manufacturer, 3D-printed dental models line
Service: Lean Six Sigma & operational excellence
Result: Lead time reduced from 7 days to 2, with no new equipment or headcount
The challenge
The product line promised customers a 5-day turnaround but was actually delivering in 7, eroding trust and creating constant expediting.
The approach
No new equipment and no added headcount. The whole gain came from serving the bottleneck and changing when operators did what:
- The bottleneck sets the pace. When it was time to prepare work for the constraint step, operators dropped whatever else they were doing and got the bottleneck ready.
- Idle is allowed. If there was nothing to do, operators waited rather than building work that would only queue up ahead of the bottleneck.
- A daily cadence. A simple daily schedule with clear priorities, so everyone knew what came next without being told.
The result
Actual lead time fell to 2 days. The 5-day customer promise stayed in place, giving the business a reliable buffer instead of a missed commitment.
