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The concept of Lean Manufacturing is central to Centor’s overall manufacturing strategy, borrowing from the Toyota Production System with One-Piece-Flow as the main driver. A simple system, understood at all levels in the company, it has enabled the Centor to detect defects early in the process and maintain short lead-times.  The Cenframe range of cavity sliding systems for instance can be made to order without any paperwork released to production. Orders are placed in the Customer Service system direct and shown in real time on a screen on the factory floor. They can then be built in less than twelve hours in a state-of-the-art robotic cell. Standard stock items for windows and doors are regularly replenished in one to two days.

 

Centor’s lean manufacturing system is built on the foundation of 5S housekeeping rules, standardised worksheets, quick set ups in all stages of the production and a scheduling system called Kanban. Kanban originated in Japan and is used across the entire supply chain enabling store personnel to place orders for all material used in manufacturing without involving purchasing administration. The Kanban system is also used for the replenishment of fabricated components maintaining required inventory levels and ensuring that stock is produced when it is required.

 

Centor dedication to product quality can be shown in our Tornos 11-axis CNC high precision machining centres.  These computer controlled machines are programmed in 4 decimal places of a millimetre (5 decimals of an inch) and provide outstanding repeatability of sizes and beautiful component finish together with hands-free fully automatic machining.  Because all of the component is produced in one setup, we can guarantee for instance that all the cross slots are exactly square and there is no possibility of misalignment.

 

Central to Centor’s strategy is to continuously reduce the number of ‘broken promises’ and meeting the customer expectation of deliveries in full and on time. Every time an order line is late we consider it a ‘broken promise’ and measure it accordingly each and every day it is late. Overall company performance is gauged from these results. Everyone in the company is involved in the work of eliminating broken promises and every morning the sales and production teams together with customer service staff meet to review all customer orders.  

 

Training is another important element of the overall production concept.  Staff are trained in the Lean Manufacturing concept and Yellow Belt training in Lean Six Sigma has also been provided to manufacturing staff with plans to extend training in Lean Six Sigma to other parts of the organisation. Centor promotes from within where possible, providing a career path for employees.

 

Centor uses best practice concepts such as visual communication throughout the production process and key performance indicators are displayed in real time on the company Intranet - a good example of the open communication that exists within the Company.

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