Case Study
Manufacturing process redesign of the carpentry department for an upholstery production plant
overview
Redesigning carpentry production processes using lean principles to reduce physical strain, make better use of available space and provide targeted employee training.
Tadeusz Szymanski
CEO, Polipol Group
"Working with Krystian was a game-changer for our factory. His insights into production planning and operational efficiency helped us reduce costs while increasing output. His practical, hands-on approach made a real difference."
35%
Reduction in wooden frame costs
28%
Improvement in assembly cycle time
Project Objectives
A continuous improvement project focused on redesigning the wooden frame assembly process in the carpentry department of an upholstery production plant.
The project involved modifying the construction and design of wooden frames, transitioning assembly operations to a line-flow system, improving the use of available production space and reducing unnecessary material handling and manual lifting.
The objective was to introduce a completely new manufacturing concept — the first of its kind within the Group — while improving efficiency, ergonomics and production costs.
Implementation was particularly complex because the changes had to be introduced gradually, during regular production, without disrupting output.
Key Challenges
Introducing a new manufacturing concept: Designing a new assembly process from scratch and implementing it in carefully planned phases while maintaining regular production operations.
Redesigning frame construction without compromising quality: Modifying frame construction to reduce weight and manufacturing costs while preserving the required strength and durability.
Adapting ERP systems to the new workflow: Adjusting the existing ERP system to accommodate changes in production processes and support the new assembly model.
The Approach
The project involved developing and implementing a new wooden frame assembly process, replacing the existing workflow with a more efficient line-flow production system.
Frame construction was redesigned to reduce weight and manufacturing costs while maintaining the required strength, durability and quality. Production operations were also reorganized to improve workflow efficiency, make better use of available space and reduce unnecessary material handling and manual lifting.
The ERP system was adapted to support the new production process, ensuring that operational changes were reflected in the supporting systems.
Implementation was carried out in carefully planned phases to minimize disruption and maintain regular production output throughout the transition.
The results
The redesigned manufacturing process delivered substantial improvements in production efficiency and operating costs:
35% reduction in wooden frame costs.
28% improvement in assembly cycle time.
$150,000 in annual savings achieved through the redesigned manufacturing process.
Successful implementation during regular production, without disrupting output.
Rollout across five different locations within the Group following the successful implementation of the new assembly model.
What began as an improvement project in one carpentry department became a proven manufacturing concept adopted across multiple production facilities within the Group.
Lessons learned
Product design and production efficiency go hand in hand: Reducing manufacturing costs sometimes requires changing the product itself, not just improving how it is produced.
Process improvements require a broader operational perspective: Redesigning an assembly line also means addressing material flows, workplace ergonomics and the systems supporting production.
Major changes can be implemented without stopping production: Careful planning and phased implementation make it possible to introduce significant operational improvements while maintaining regular manufacturing output.
Successful solutions can create value beyond their original scope: A manufacturing concept developed for one department can deliver wider benefits when it proves effective and can be replicated across other facilities.
Key takeaways
This project demonstrates how a coordinated approach to product redesign, lean manufacturing and operational change can deliver measurable improvements without interrupting production.
By combining a new assembly concept with changes to wooden frame construction and supporting systems, the project reduced frame costs by 35%, improved assembly cycle time by 28% and generated $150,000 in annual savings.
The successful rollout across five Group locations further demonstrated that the solution was not just effective for one department, but applicable across a wider manufacturing organization.
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