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Manufacturing | Industry & Mechanical Engineering

Sustainable Productivity Gains Through Lean Manufacturing at a Leading Agricultural Equipment Manufacturer 

A leading manufacturer of agricultural machinery produced highly customized products in batch size 1 using a complex flow-line production system. Along a production line stretching more than 500 meters—with nine product lines and an enormous variety of variants—the components intended for assembly were frequently unavailable. This lack of availability led to supply bottlenecks on the assembly line, process interruptions, and above-average rework costs. KBC implemented a holistic lean manufacturing system, thereby sustainably increasing the first-pass yield by over 40%.

Lean Manufacturing by the Numbers

Increasing the Direct-to-Market Ratio
Product lines with a wide variety of features
Meters
Total length of the complex production line 

The Customer

Leading Agricultural Equipment Manufacturer

The customer is a leading international manufacturer of agricultural machinery and tractors with a global production network. As a premium supplier in the agricultural sector, the company manufactures highly complex products in an enormous variety of configurations—at its facility, which features a continuous production line over 500 meters long and nine different product lines. 

Production took place on a flow line that had to meet all the requirements of modern variant production. Every order was unique, and the range of features was enormous. Across a production line stretching over 500 meters with nine product lines, a high level of complexity arose daily that pushed traditional control methods to their limits. Missing parts, supply bottlenecks, and an above-average amount of rework increasingly hampered efficiency. Sustainable optimization through professional lean manufacturing became a strategic priority.

The Project

Holistic Lean Manufacturing System in Flow Production

KBC’s team of consultants drew on its experience in industrial process optimization and implemented a comprehensive lean manufacturing system specifically tailored to the challenges of single-unit production and high product variety. 

A key element was the establishment of quality circles, in which employees from manufacturing, logistics, and quality planning regularly analyzed error patterns and jointly developed corrective measures. This fostered a culture of continuous improvement right at the point of value creation. 

In addition, KBC implemented a fault tree analysis to systematically identify the causes of missing parts and supply bottlenecks. Instead of reacting to symptoms, the team was now able to target the critical levers and sustainably reduce recurring disruptions. 

A third tool was Kaizen events, in which specific process segments were analyzed and immediately optimized during short, intensive workshops. These events yielded quick results, strengthened employee engagement, and helped to firmly establish acceptance of the new lean manufacturing system over the long term.

Portrait photo of Martin Betz, Director at Kemény Boehme Consultants (KBC). A bald man wearing square dark glasses, smiling warmly at the camera. He is wearing a navy blue jacket over a white shirt, along with a brown leather belt and a silver wristwatch; both hands are in his pants pockets.
Portrait photo of Martin Betz, Director at Kemény Boehme Consultants (KBC). A bald man wearing square dark glasses, smiling warmly at the camera. He is wearing a navy blue jacket over a white shirt, along with a brown leather belt and a silver wristwatch; both hands are in his pants pockets.

This Is How We View Lean Manufacturing

Lean manufacturing only works if we let the data speak for itself and then get people on board. In this project, we’ve shown that genuine, sustainable improvements result when we, as consultants, don’t just provide analyses, but work with the on-site teams to develop solutions and implement them in line with Lean principles. The calm on the production line is no coincidence—it’s the result of systematic work on the right levers, guided by Lean manufacturing principles.

Martin Betz, Partner at KBC

The result

Increased first-pass yield, improved quality, and reduced workload for employees

By the end of the project, there had been a sustained increase in the first-pass yield and product quality. The supply and missing-part situation on the production line was significantly and sustainably improved. By creating comprehensive transparency regarding the missing-part and supply situation, targeted improvements to the process were achieved. 

Quality issues and the defect rate per manufactured product have been demonstrably reduced. The established “smooth operation of the production line” not only ensures a noticeable reduction in the workload on employees but also lays the foundation for more stable and efficient production with sustainably improved lead times. The first-pass yield rate has increased by over 40 percent—a measurable success that directly translates into higher productivity and profitability.

Other Projects That Make a Difference

Portrait photo of Martin Betz, Director at Kemény Boehme Consultants (KBC). A man with a shaved head and distinctive dark rectangular glasses, smiling warmly at the camera. He is wearing a dark blue suit with a matching jacket and pants over a light blue shirt without a tie, a cognac-colored leather belt, and a silver wristwatch on his right wrist; both hands are in his pants pockets, and he has an upright and confident posture.
Portrait photo of Martin Betz, Director at Kemény Boehme Consultants (KBC). A man with a shaved head and distinctive dark rectangular glasses, smiling warmly at the camera. He is wearing a dark blue suit with a matching jacket and pants over a light blue shirt without a tie, a cognac-colored leather belt, and a silver wristwatch on his right wrist; both hands are in his pants pockets, and he has an upright and confident posture.
Martin Betz
Partner

Facing a similar challenge? Talk to us

Whether it’s production optimization, quality improvement, or support in establishing missing-part management processes: In a brief discussion, we’ll determine which steps make sense and how KBC— an international boutique consulting firm based in Munich —can help you move forward. 

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