Results for Philips Lighting: reduced costs and increased sales

Testmonials
Casses

Philips is the global leader in the production of starters for fluorescent tube lights. Philips wanted to replace and automate the current measurement system, which was paper-based and used Access for storage, with a system that was less error-prone and time-consuming. 

"A job ad in BN De Stem led us to Cierpa OEE. Talk about great timing! We managed to connect Cierpa OEE to our existing Philips (Circle) data system.

The paper-based hassle was significantly reduced; susceptibility to errors was eliminated and we got better reports. All of this led to a reduction in costs, lower prices and an increase in sales.

We’re also very happy with the slideshow that offers real-time information on several screens in the factory. This information is viewed daily by everyone (and also doubles as a communications tool for the plant manager)."

Also, Philips has implemented Cierpa Kaizen and Cierpa Quality.  According to Philips, these different modules have contributed significantly to the implementation of LEAN.

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Rodney van As, Quality Engineer
software lean 5s audit OEE kaizen knowledge
Production of expansion tanks at Flamco: up to 50 % reduction in maintenance
Flamco is the largest supplier of expansion tanks and mounting materials for expansion tanks. Flamco started using Cierpa OEE Cockpit in 2008, because manual measurements didn’t offer an exact and clear insight into the downtime of the machines. Cierpa offered the OEE calculations in real-time.
Raymond Vermeulen, Production Manager
software lean 5s audit OEE kaizen knowledge
Experiences of Royal Mosa: 50% reduction in downtime
Mosa is an innovative tile manufacturer with sales offices around the globe. Mosa started using real-time OEE calculations to address the need of operators to save time. Insight into the cause and effect of downtimes fueled the need for focused improving.
Karin Warrink, Training & Development Manager
software lean 5s audit OEE kaizen knowledge
Teams that discuss their improvements on a weekly bases
Our company already went through an improvement process when we started using Cierpa Kaizen. Our employees had many ideas on improvement, but it wasn’t always clear what the added value of those ideas would be. As a result many ideas received too little follow-up.