Byrne-Mech are experts in the design, prototyping, manufacture and validation of sheet metal components and assemblies for a wide range of customers across various industrial sectors in Ireland, UK, Europe and beyond.

Company Name
Byrne Mech


Raheen Industrial Estate, Athenry, Co Galway

Team BDS


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The organization has been working on the Lean Project for 2 years with the assistance of John Cunnane (Team BDS external consultants) and we would strongly recommend this route as can clearly see the benefits for our company. The program has enabled us to continue to grow the business both in staff numbers and revenue. We have increased our efficiencies right across the board.

The key results achieved through the Lean Plus project are outlined in the cast study above.

We will continue to work on our key challenges and implement the key changes/process improvements that we have taken on board through this Lean Plus project.

The full Byrne Mech team will continue with a positive attitude towards maintaining a Lean and continuous improvement culture.

Fidelma Killilea

(Chief Financial Officer)

Lean Start Project Objectives
  • Advance all internal processes aimed at achieving Lean Manufacturing “Best Practice” – Critical changes include; revised and improved plant layout, improved communication and problem solving at local cell level (White Board Meetings)
  • Improve Production Planning and scheduling to maximise production runs, reduce un-necessary job change overs, maintain agreed Kanban and stocking levels.
  • Improve internal inventory management of purchased parts.
Key Challenges
  • Lack of space for expansion
  • Years of ‘Old Habits’
  • Some gaps in the Organisation structure.
  • Significant sales volume increases including the introduction of new products for several customers.
Key Changes
  • Revised and improved plant layout and the adoption of 6s principles.
  • Focus on improved production planning & scheduling.
  • Introduction of a skills-based progression path for direct employees.
  • Determination of detailed training modules per job to facilitate this progression.
  • Improved communication and problem solving at local cell level through the introduction of weekly ‘white board meetings’.
  • Improved internal Inventory management of purchased parts.
  • 14% increase in sales turnover YTD versus same period in previous year.
  • EBITDA increase of 10% on comparative period prior to programme.
  • Gross Margin increase of 5.6%
  • Total Employee numbers increased by 6% during the period.
  • Improved plant layout and adoption of 6s principles has helped remove clutter and create better product flow- space remains an issue.
  • A structured approach to shop-floor cross-training was introduced to support a skills-based employee pay progression.
  • A more positive “can-do” attitude to problem solving and continuous improvement was introduced.