This example will use the Deloitte model for Value Capture with a real world improvement project.
A welding production cell cycle time was determined by the labour rather than the equipment, the cell could operate with different manning levels, 2, 4, 5, 6, 7 or 8 persons to provide different levels of output with different levels of efficiency and cost. Good ergonomic practice had roles rotating every 90 minutes.
Management wanted to
- reduce the complexity of running the cell, making the team autonomous or at least only requiring a junior supervisor
- improve efficiency, unit labour cost
- improve output reliability
- increase confidence in operating the cell at varying labour levels, enabling labour to be transferred to other cells during shortages without unexpected output reduction/variation.
Management appointed an improvement team to undertake an improvement event using a Lean Engineering methodology from a specialist provider, link. The multi-disciplined team reviewed the cell, the current data and issues lists to propose a micro team to provide a virtualisation for the cell to be a metronome and show if the cell was ahead or behind of the ideal cycle time for each cycle.
The micro team implemented the following infrastructure chart

The sensor detected existing switch poles to record cycle finish and scrap. The information was recorded as an XML file with other information in a SQL database. A computer read the database at a high frequency and displayed a bar chart of last 20 cycles. Cycles that were close to the ideal time were green, otherwise yellow.
Those familiar with Lean Engineering would recognise the project focusing on the R (Rate) component of the OEE measurement OEE=AxQxR, link, visualising the micro losses that occur from the Ideal Rate.
Key outcomes over the 1500 cycles per shift
- 10+% increase in efficiency, labour cost
- improved output reliability
- reduced complexity
- improved operator satisfaction
- improved visibility of issues to attract attention of supervision
The Value Capture step summary is as follows
- Create, the improvement team investigated the current state, proposed a solution to be evaluated and implemented
- Communicate, the sensor/SQL table and visualisation provided the information to the cell and supervision
- Aggregate, every cycle was displayed to operators, every day,
- Analyse, management and supervision stopped to discuss issues at the cell to support the team, the team consciously/subconsciously reviewed each other’s performance.
- Act, an issues list of actions to reduce performance variation resulted in targeted fixes, supervision stopped more frequently to assist to correct issues and communicate that output would change, the team self-policed their performance.

Unless commitment is made, there are only promises and hopes; but no plans.
― Peter F. Drucker










