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Paumelles Liégeoises reviews its processes and makes efficiency gains

For 60 years now, Paumelles Liégeoises has been manufacturing a wide range of metal hinges, many of them in special limited series. The company asked Sirris to review its production processes and how these were managed. The aim was to find a way of continuing to deliver to its customers in 48 hours while limiting its stock, which had been causing losses for the company.

Paumelles Liégeoises has made efficiency gains thanks to a careful review of its production processes. This is how Sirris has helped the company.

 

  • The production method and processes being used by Paumelles Liégeoises were no longer fit for purpose.
  • Sirris helped this SME to work out what changes needed to be made, and then implement them.
  • As a result, deliveries reach customers within 48 hours, the level of stock is down, and teams are responsible for their own results and glad to be in charge of this.


Paumelles Liégeoises is an SME that has been manufacturing welding hinges for 60 years for sectors as diverse as the automotive, rail, naval, road transport, ironwork, and hardware sectors, and the food industry, among others, and one that is rather special in producing non-standard bespoke models in small, medium and large quantities. It exports 80% of its production. 

The challenge was to continue to deliver to customers within 48 hours, without accumulating stock which was causing losses for the company.

Limited series

Sirris guided the company throughout the process, including the very necessary involvement of the 10 members of staff. An expert in Quick Response Manufacturing (QRM) observed the work in the company's workshop, the production flow, and stock levels. She suggested three areas where progress could be made: assembling products on demand, reducing production times, and shortening delivery times. The members of staff helped to identify where time was wasted and to decide on the action to be taken. 

Three areas for progress

Sirris guided the company throughout the process, including the very necessary involvement of the 10 members of staff. An expert in Quick Response Manufacturing (QRM) observed the work in the company's workshop, the production flow, and stock levels. She suggested three areas where progress could be made: assembling products on demand, reducing production times, and shortening delivery times. The members of staff helped to identify where time was wasted and to decide on the action to be taken.

48-hour deliveries and 20% less stock

The SME has risen to the challenge, with stock levels down 20%. The only items remaining in stock are very specific finished products required by contracts. Everything else is manufactured to order from standard components. The company's independent and versatile teams are responsible for the end-to-end manufacturing of components or for the assembly and finalization of the ordered products. They have taken steps to avoid various causes of time being wasted, have redesigned equipment and made it more reliable, and have computerized incoming and outgoing stocks of spare parts... and are not planning to stop there.