Prozess: generating “bankable process improvements” for manufacturers

A joint initiative of a German engineering firm and Australia’s largest industrial automation and control systems integration company is generating returns on investment for manufacturers in months, rather than years.

Prozess - formed by SAGE and Project Engineering and launched in February 2012 - aims to generate “bankable process improvements” for manufacturers across industry sectors.

Joint Managing Director Garry Williams said the company meets a market need for a more forensic approach to manufacturing process optimisation. “Providing a solution to a client brief is just one part of the puzzle. To truly add value to a business, you must first identify the core problem. In many cases it’s the problem that the client is unaware of that is really restricting their growth or competitiveness.”

“In the current business climate, manufacturers are chasing productivity improvements like never before,” added Eduard Schroeder, Joint Managing Director. “Remaining globally competitive requires a sharper focus on efficiency and effectiveness - not just on the production line but across the whole business.”

Prozess has delivered return on investment for its clients with as little as seven months’ payback.

“It comes down to continually asking why and thinking beyond the conveyor belt to the ultimate marketplace of the manufacturers. The key is to deliver bankable process improvement in line with the current market and in a sustainable way,” Schroeder said.

The joint venture brings together a network of partners with experience and expertise across all areas of manufacturing. “We bring a global approach to the table, uniting German quality and precision with Australian entrepreneurial spirit and experience while our approach is based on the proven Japanese method of lean manufacturing,” Williams said.

The Prozess approach for manufacturers involves four stages:

1. Identify: Uncover direct influences to production wastage by analysis of conveyance, motion, waiting, unnecessary actions, inventory and overproduction as well as indirect influences to the production process.
2. Scope: Identify and develop innovative and cost-saving solutions.
3. Do: Execute strategy.
4. Bed down: Follow-up analysis to ensure process is integrated and generating the expected results.

Prior to its official launch, Prozess had already been involved with known companies across the mining, building materials, food and beverage, agriculture processing and automotive industries. Its clients have included Adelaide Brighton Cement, SMR, Drake Foodmarkets, Golden North, Balco and SPC.

Ice-cream manufacturer Golden North was considering capital expenditure to increase production capabilities and efficiencies. By carrying out analysis of the entire value chain, Prozess identified ways for the company to better its available capacity by improving stock turnaround and reducing additional capital expenditure costs.

Prozess worked with manufacturer SMR to assist in the concept and planning of a new cleanroom for automotive and medical products. Prozess carried out a detailed analysis covering output, machinery, staffing and hygiene requirements to enable optimal integration within the existing production process.

Adelaide Brighton Cement’s dry-mix production process involves multiple raw materials, mixing and packaging. Prozess undertook a detailed analysis of the company’s dry-mix production, reviewing equipment, investigating major cost drivers and identifying a range of process and system improvements.