Success stories
Typical impact or savings from Operational Excellence project supported by Kallion
Up to 0
%
Productivity increase
Up to 0
%
Lead-time reduction
Up to 0
%
Space utilisation reduction
Up to 0
%
Reduced error rate
20 to 0
%
Increased capacity
Type of lab | Impact |
| Environmental | Operational Excellence roll-out in sample preparation department – 40% increase in productivity, 60% reduction in floor space and 85% decrease in total lead-time. |
| Microbiology | Business case and specifications (on design and performance) for a robot automating the plating step. Expected impact from system: reallocation of 10% of lab workforce to other activities and quality improvement. |
| Food | Sample reception layout and process review – More than doubled capacity in same food print and reduced lead time by 60%. |
| Pharma testing | Full redesign of project reception, registration and work package preparation process – 60% increase in productivity and 40% decrease in redo/error rate. |
| Food | New lab design and process review (120,000 sqft) – More than tripled capacity of layout in same footprint compared to original design. |
| Clinical testing | Full Operational Excellence program support including departmental layout changes – Reduced total lead-time by up to 30% and increased productivity by 25%. |
| Environmental | Portfolio review to rationalize 15% of tests, focusing the lab activities and improving throughput by 20%. |
| Pharma testing | New lab design and process review (8,000 sqm) – Reduced space requirements from original design by more than 2,000 sqm and allowed for nearly double the capacity. |
| Genomics | Diagnostic and action plan for 20% productivity improvement and 30% equipment utilization increase. New lab design to triple capacity while reducing footprint by 30%. |
| Food | Full cost model implementation and associated pricing review, increasing EBITDA by 5%. |
Environmental testing (soil, air, water)
Situation
- 200 FTE laboratory
- Dropping on-time-delivery (down to 56%)
- Huge WIP inventory, especially at sample reception and preparation
- Observations showed a 40 to 50% motion and transportation waste
- Registration by an offline team
- Space utilisation close to 100%, without the possibility to grow further and absorb more volume
Kallion’s involvement
- Diagnostic with field observations to prioritise improvements
- Flow review and workstations specialisation
- Layout review
- Implementation of a milk-man role
- Capacity analysis
Long-term results (expected/ in delivery)
- 40% productivity through waste reduction
- 65% space savings
- 50% decrease in total lead time
- On-time-delivery on the road to 80%
Microbiology laboratory
Situation
- 45 FTE laboratory (25 FTE in production)
- Mix of products tested (pharma, cosmetics, environment)
- Long lead-times (up to incubation time +10/15 days)
- Brand new laboratory with limited room/ appetite for layout/ flow modification
- Objective to double volume and revenue within 5 years while improving service level
Kallion’s involvement
- Diagnostic with field observations
- Implementation of structured performance management
- Optimisation of order intake process
- Separation between preparation and execution steps of each project
Long-term results (expected/ in delivery)
- 30% productivity improvement
- All samples registered on reception day
- Samples waiting less than 1 day before being processed
- Systematic performance measurement and definition of standard SLAs with customers
Metals laboratory (part of a larger organisation)
Situation
- 8 FTE department
- Food and environmental matrices
- Sample reception and registration performed in separate department
- Due date prioritisation of samples
- Lead-time of 13 days for 50% of samples, 32.05 days for 95% of samples (incl. reception and reporting)
- Hot plate and microwave digestion techniques
- 5 analytical equipment
- Manual data processing
Kallion’s involvement
- Flow review and workstations reorganisation
- Streamlining of data processing (combining 3 data sources into the LIMS)
- Reorganisation of team’s schedule
Long-term results (expected/ in delivery)
- Lead-time reduction to 2 days for the analytical part
- 25% productivity improvement
- 40% footprint reduction (for current volume)
- Only 3 analytical equipment required
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