A heat transfer equipment maker had committed to year-over-year output growth but doubted it could deliver.

A disconnected floor plan forced long material travel, fabrication was not linked to the main line, and assemblers kept leaving the line to fetch parts.

• Quantified waste in each work cell and calculated true capacity through floor observation
• Created a new floor plan, consolidated two shifts into one and added short interval control
• Introduced kanban so parts were always at the line

The approach was then extended across the rest of the plant.