The operations improvement methodologies are based on successful experiences developed by Toyota: Lean manufacturing and its associated tools.


PDCA Operations identifies the best tool as a method to tackle a transformation project, based on the operational real needs.


The combination of 5S, SMED, APM, standardization, Kanban, Pull/Push, Kaizen or PDCA, speed up the waste identification and elimination.


Increasingly, organizations are using these methodologies as a way to improve.


Our added value is based on:

  • Improve the cross process rather than department/area by department/area.


  • Improvements based on activity management. Usually, processes are effective, but not efficient.


  • People orientation. Specifically, through mid-management coaching and training.


  • Reach all the organization levels.


Our experience in transformation projects applied to industrial environment is extensive. PDCA Operations have successful developed projects in production, planning, procurement, technical office, inbound logistics and maintenance, among others.



Lack of standardization in production processes. Design not oriented to manufacturing efficiency.


Increase productivity and reduce non-quality costs.


Manufacturing improvement project through process reengineering, productivity oriented design and quality assurance.


Production processes review, using tools to determine low value-added, poorly automated or standardized tasks.


Review of design standards and specifications adding the efficiency criteria.


Quality assurance tools implementation: FMEA, 4Q system and APQP.


Tools and quality control system optimization.


25% increase in productivity.


Reduction of 50% of non-quality costs.


Increase of 20% of the fulfillment of terms derived from the reduction of incidences in manufacture.


Increase in motivation and decrease in frustration of middle management.



Planning oriented organization based on emergencies and at the last minute according to component availability.


the degree of compliance with delivery dates to final assembly.


Project to improve production planning (insource and outsourced) and components procurement for final assembly.


Implementation of a planning management system between internal production, purchasing, procurement and planning.


Production and assembly flows optimization.


Low value added tasks outsourcing.


30% increase in final product assembly.


30% delivery time reduction.


Fulfillment of the production plan in a 90% without increase of resources.


Increase in motivation, team building and decrease in “compliance anxiety”.


Continuous improvement methodology implementation.



High final product stockout that increase the resources needed in the final assembly.


Improve materials supply.


Improvement from the order request to its final delivery.


25% increase in assembly productivity.


Supply management automation causing a reduction of administrative staff.


Reduction of purchase costs by negotiation (lots and rappels).


Introduction of JIT in the plant.


Definition of a product catalog, service levels, stock coverage, make-to-order or make-to-stock product, reorder points, and safety stock.

Technical office


Approval of stamping dies highly delayed.


Increase the degree of compliance with approval dates.


From the customer’s allocation to the delivery of the matrix in series.


Definition of project management system, with planned and actual milestones.


Creation of project manager roles.


Expansion of testing capacity, metrology, caliper suppliers.


FMEA processes implementation.


Capacity to manage 50% more projects with the same resources.


Reduction of 30% of delays in approval dates.


Reduction of incidents in series production.


Better coordination between areas, in particular with commercial for the allocation of new projects.

Inbound logistics


Delays and errors in the supply of materials to the line.


High inbound logistics costs and non-quality costs due to transport damage.


Ensure compliance with line deliveries, reduction of non-quality costs and elimination of unnecessary movements and transfers.


Planning, handling, preparation, transport and location of materials, by-products and final product within the production plant.


Joint planning system establishment with the production area to optimize the materials preparation.


Plant layout assessment with efficient materials movement orientation.


Redesign of the logistic elements of transport and storage looking for the reduction and efficiency of movements and the protection of the material.


75% reduction in delivery failures.


Reduction of damage due to incidents in transport or storage by 50%.


Reduction of internal logistics costs by 25%.


Reduction stress in production supervisors.


General improvement of order and cleanliness in the plant, accompanied by a greater sense of space that favours a better working climate.



Production stoppages due to breakdowns


Reduce the volume of emergencies by prioritizing work orders.


Implementation of maintenance within production.


Creation of maintenance cells, generation of TPM, creation of centralized support for programmed shutdowns, sizing of equipment according to specialty. Programming of daily / weekly activity.


20% improvement in MTBF and MTTF.


Stabilization of the emergencies at 20% of orders.


Reduction of costs due to breakage, misuse, corrosion, fatigue.


Reduction of stoppages due to breakdown.


3% increase in production.



Low profitability of distribution routes €/km.


routes efficiently by guaranteeing returns and saturation of loads.


From the planning of tractor and driver requirements to the return to base.


Creation of a tool to obtain a global vision of the day to day, medium and long term, evaluation model and monitoring of the quality of suppliers.


Daily evaluation of empty km and % of truck load.


Reduction of empty miles by 22.5%.


Increase in load factor by 3%.


Reduction of fleet incidents on incorrectly priced routes by 82.5%.


Reduction of operational staff by 10%.


Empowerment of middle managers by gaining responsibility on a daily basis.


Implementation of a methodology for continuous improvement and monitoring of KPIs.

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