Byrne Mech Ltd was established in 1977 and is a leading manufacturer of sheet metal enclosures for the Electronic, Automotive, Aerospace and Yellow Goods industry.

Byrne-Mech provides sheet metal solutions in design, fabrication and manufacture of products and components for a diverse range of customers across multiple industry sectors, including Aerospace, Automotive / Transport Refrigeration, Construction, Mining, Utilities, IT & Data Centres and Telecommunications.

Company Name

Raheen, Athenry, Co. Galway

Team BDS

Quote –   Byrne Mech Ltd have been working on the Lean Project with the help of external consultants for the past year. We are very fortunate to be working with our external consultant, John Cunnane, who has won over the commitment of our internal team to drive the Lean Transformation that Byrne Mech Ltd needs.
Having John’s involvement ensured that our Team remained focused on the Lean Transformation journey and completion of the various projects. He is constantly refocusing the Team and transferring his knowledge to them. This is very important for us so that the Lean Transformation/ continuous improvement culture can continue once John’s work is complete.
We are now aware that it is not an overnight fix that can be put in place but a continuous journey of improvement. As a Team we will continue to think and work with a Lean mindset focusing on continuous improvement into the future. – Fidelma Killilea (Chief Financial Officer)

Lean Plus Project Objectives

The objectives of the Lean Programme were based on the creation of a sound platform to support the growth targets of the Company over the following three years. Overall Sales growth of 20% was targeted with exports increasing by over 6%.

Key Challenges

The key challenges facing the company during the Lean programme included;
– Key staff finding the time required to focus on and drive the improvement projects. The Company took the decision to dedicate an Engineering resource to drive the production related and layout change projects.
– Difficulty in recruiting skilled labour e.g. qualified welders and machine operators to accommodate growth. This resulted in the Company instigating a formal in-house cross-training programme for some staff.
– Implementing revised production layouts and maintaining required production outputs. (Two key customers have increased their demands during 2017/2018 by approximately 20%

Key Changes
  • More focused (Schedule Driven) production planning and review process.
  • Creation of and communication of clear production targets (Daily / Weekly)
  • Improved layout in several production areas. – Improved visibility and work flow.
  • Reduction of WIP through a drive to complete full work-order batches.
  • Creation of Employee Skill matrix as a basis for identifying cross-training needs.
  • Creation of a pay scale progression model based on job capabilities.
  • Introduction of Monthly KPI management review process.
  • Average Monthly Production Value increase of over 15%
  •  Productivity increase (Annualised Turnover / Employee) of 9.5%
  • Total number of employees increased by 9
  • Cost of Sales reduced by 4.5%