We diagnose where time is lost between departments and turn it into a documented system your own team can maintain, using Lean methodology.
Operational organisation of Conxemar across five consecutive editions, from assembly planning to liaison with authorities and security.
Uncoordinated rhythms create bottlenecks between departments: production and quality, assembly and deadlines. While production continues, internal teams lack the time and distance to map where flow is lost.
We map processes using Lean Manufacturing, identify bottlenecks and document a way of working that your own team can maintain.
The system can provide a foundation for ISO 9001, 14001 or 45001 when you decide to move forward. OHNO does not issue certificates or promise certification.
Three lines in sync. +30% efficiency.
At this fishing company, we studied and redesigned three lines to work in sync, achieving a 30% improvement in efficiency.
The diagnosis identified and resolved a conflict between production and quality.
Five editions of operational management, 2021–2025.
Operational management of pre-assembly, assembly and dismantling across five consecutive editions, from 2021 to 2025. We coordinated traffic with the authorities and security teams and produced optimisation reports after each edition.
During that period, visitor numbers grew by 38% and exhibitor numbers by 65%. These figures describe the period; the growth is not attributed exclusively to OHNO. The collaboration ended after the fifth edition.
A methodology for project delivery.
Development of a methodological system to improve efficiency in the delivery of Brota Arquitectura projects.
A diagnosis in 1–2 weeks, with fixed scope and price.
You receive a report on bottlenecks between lines and departments, along with quick wins.
Before you commit to a larger project, we define what you will receive. Scope and price are agreed before work begins.
Lean redesign and documentation.
From diagnosis to redesign and documentation of the working system.
One line or department.
An intervention limited to one line or department, with scope agreed before work begins.
Quarterly or per event.
Follow-up of the system with a quarterly review or a review per event, depending on the project.
The Bottleneck Map takes 1–2 weeks, with fixed scope and price. We agree in advance on the report and quick wins you will receive.
The 30% efficiency improvement belongs to the Correa Kessler case; it is not a general guarantee of results.
+30% efficiency in the Correa Kessler case by bringing three lines into sync.
