Setting up a new Lean assembly line?

AQM PDCA philosophy

Setting up a new Lean assembly line?

A new product, expansion with an extra line, moving a production process to another hall or location, reasons for setting up a new assembly line. This not only affects a new or different layout, but also the personnel picture, planning times and logistical relocations need to be adjusted optimally.
The expertise of AQM International Consulting helps to support this. 

Applied technics in organisation structure:

  • Bottleneck monitoring;
  • Feasibility study;
  • Continuous Improvement Projects (CIP);
  • Value Stream Improvement (VSI);
  • Calculation, planning, as such models.


  • Optimal capacity utilisation,
  • Good relation between
    results and sacrifices,
  • Costs and benefits perception,
  • Optimal lay-out and flow,
  • Reliable planning,.

Case: Feasibility study

Project objective:

The customer initially wanted to increase the output by 60%. This, in order to continue to meet the demand. The mother company demanded that the growth had to take place within the existing walls. The instruction was to carry out a Feasibility study to determine whether it was possible:
    o to double the output
    o inside the existing assembly hall

Double? Up here the growth was still 60%. Yes, that’s right. The 100% increase in output demand was due to an additional request from a customer. Reason to adjust the request during the research. Given the concept and approach, it was not a major obstacle to include the adjustment in the story.

Project approach:

Inventory of the current situation, starts with the collection of available data. Where necessary, supplemented by filling in missing data through own research. The demand and available hours per machine type determined the lead time. Adjusted in between due to possible output doubling. In this feasibility study, the material flow and the route of the machine to be produced were important. By visualizing the flow, it becomes clear to everyone how the current material and product flow runs. A practical tool to visualize and compare an optimal situation. See graphs below.


  • Material flow runs in different directions;
  • Many bypasses;
  • Use of crane blocks other activities;
  • Logistics does not have separate paths between work locations.
Existing situation and proposed situation

Result of feasibility study:

  • output +100% is possible   
  • in existing production hall   
  • clear material and product flow   
  • Optimises their logistics (explicit driving paths)
  • by working method adaptation:
    • Shorter lead times
    • shortage of available cranes solved     

Realized production line case with video? Click here for Case 4.

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