To improve the overall efficiency of the workplace, the team made a carefully structured evaluation of the area around the press. This resulted in a complete reorganisation so that all relevant tools and materials were in the optimum position for efficient running of the press. Tasks such as locating tools or packaging finished parts were made physically simpler for the operators.

'This press is a two-man operation,' said John Barrington , 'We looked at all the tasks involved in the changeover and, by using MasterClass tools and techniques, we were able to balance the work better between the operators and create a smoother, more efficient operation.' Causes of downtime (stoppages) during the production run were also analysed and effective improvements were made.

Previously the operators were not able to keep up with the machine, and stopped it regularly, pushing up costs; 'the machine can only add value while it's actually pressing,' John Barrington remarked.

Unnecessary tasks were eliminated from the operation, and the necessary tasks were combined or reduced; many simple improvements were made in the process. The overall result was a working layout and set of procedures that ensured quicker changeovers and more efficient production runs.