Celtic Sea Minerals specialise in the research, sustainable processing, sales and distribution of marine algae products into the global animal production industry.

Celtic Sea Minerals was established in 1991 and initially sourced algae from the Celtic sea off the west Cork coast. Today we sell and distribute our products to dairy, beef, pig and poultry farmers in over 40 countries globally

Company Name
Marigot Ltd T/A Celtic Sea Minerals


Dinish Island, Castletownbere Co Cork


Quote –

“Our overall processes, including all our business activities –  production, quality , administration and sales /  marketing  needed a thorough review and root and branch evaluation. We had identified this requirement before we decided to implement a Lean programme . In combination with this review we also planned  in implementing a new IT system and we felt a Lean programme would help in the implementation of both objectives. Through Lean we targeted potential efficiency improvements by preventing delays, errors and time wasting activities many of which were caused by poor work process at the start. Lean highlighted many of the objectives and a positive outcome was achieved relatively quickly.

We succeeded in installing a new IT system which has greatly improved feedback from all our processes and increased overall efficiency.  The combination of the new IT system and the improved efficiency of production has increased the quality of our products and made the manufacturing plant a more pleasant environment for all our personnel .

The programme was challenging but very positive with clear and rewarding objectives. The factory and production facilities have expanded with a growth in output and sales while controlling costs. Through the application of many of the Lean tools Celtic Sea Minerals now has a different culture focussed on continuous improvement. The skills our staff now have will keep the growth and momentum going.”

Michael Ryan – Director.

Lean Transform Project Objectives
  1. Lean transform to support new management Structures and systems.
  2. Company wide Introduction of Lean processes to support efficiency improvement and employee development.
Key Challenges
  1. Maintaining focus on lean projects during a period of rapid expansion.
  2. Implementing new systems to replace well established long standing practices.
  3. Raw Materials supply capacity to meet increases in market demand.
Key Changes
  1. New system for measuring the output of each line and shift.
  2. Removal of non-value adding processes.
  3. Improved management routines.
  4. Training to staff on the use of Lean tools in their day-to-day activities.
  5. Implementation of data-driven problem solving.
  1. New planning system implemented.
  2. New sales analysis system implemented.
  3. 15% improvement in productivity.
  4. 10% improvement “in process” quality.
  5. Improved consumables raw material stock control using pull systems.
  6. Greater awareness of production performance through KPI tracking.
  7. Improved individual accountability.