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L'Oréal's JIT Flexibility Boost

L'Oreal's manufacturing plant in the UK produces over 1,000 product types on 11 production lines with 40 different processes. The plant has enhanced its flexibility to ship over 30 million items per year by adopting just-in-time principles, organizing into three autonomous production centers focused on technical product families, and improving shop-floor flexibility through improvement groups. One project reduced hair colorant line changeover times from 5.5 hours to just 8 minutes, allowing smaller batch sizes down to 5,000-10,000 units to better meet market needs just-in-time.

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otilem1992
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407 views1 page

L'Oréal's JIT Flexibility Boost

L'Oreal's manufacturing plant in the UK produces over 1,000 product types on 11 production lines with 40 different processes. The plant has enhanced its flexibility to ship over 30 million items per year by adopting just-in-time principles, organizing into three autonomous production centers focused on technical product families, and improving shop-floor flexibility through improvement groups. One project reduced hair colorant line changeover times from 5.5 hours to just 8 minutes, allowing smaller batch sizes down to 5,000-10,000 units to better meet market needs just-in-time.

Uploaded by

otilem1992
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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Short Case Flexibility helps JIT at LOral

LOral cosmetics is now the worlds largest toiletries and cosmetics group, with a presence in over 140 different countries. In the U , the 4! 000 s"uare metre purpose#$uilt facilit% in mid#&ales produces 1'00 product t%pes in a spotlessl% clean environment, which is a(in to a pharmaceutical plant in terms of h%giene, safet% and "ualit%. )he plant has !! production lines and 4! different production processes, and the manufacturing s%stems emplo%ed are of a fle*i$ilit% that allows them to run each of the 1'00 product t%pes ever% two months + that means over 1!0 different products each wee(. ,ut the plant was not alwa%s as fle*i$le as this. It has $een forced to enhance its fle*i$ilit% $% the re"uirement to ship over -0 million items each %ear. )he sheer logistics involved in purchasing, producing, storing and distri$uting the volume and variet% of goods has led to its current focus on introducing .I) principles into the manufacturing process. )o help achieve its drive for fle*i$ilit% and for .I) production, LOral organi/ed the site into three production centres, each autonomous and focused within technical families of products. )heir processes and production lines are then further focused within product su$#divisions. 0esponsi$le for all the activities within his area, from pre#weighing to dispatch, is the 1roduction 2entre 3anager, whose role also encompasses staff development, training and motivation. &ithin the focused production centres, improvement groups have $een wor(ing on improving shop#floor fle*i$ilit%, "ualit% and efficienc%. One of the pro4ects reduced the setup times on the line which produces hair colourants from 5.! hours to onl% eight minutes. )hese new changeover times mean that the compan% can now 4ustif% even smaller $atches, and ma% give the compan% the fle*i$ilit% to meet mar(et needs 4ust#in#time. 1rior to the change in setup time, $atch si/e was '0 000 units6 now $atches as small as 5000+ '000 units can $e produced cost#effectivel%.

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