Supporting Investment Decisions with iMAP
Norvik Ltd are an established food producer specialising in the manufacture of speciality fish cakes with an extensive portfolio of both breaded and bespoke contract processed products. The business had come under new ownership and had plans to modernise production with new process equipment in order to diversify their product range and increase process throughput.
Identified bottlenecks and solutions.
Balanced production flow.
Demonstrated an increased line output by 55%.
Verified that alternative working patterns increase output by 35%.
Calculated cost-benefit of new process equipment.
New equipment: A lot of the equipment was old and obsolete, other equipment had insufficient capacity and limited capability. Norvik had identified several items of new equipment to upgrade their line.
New shift patterns: The staff were underutilised for parts of the day, the new owners wanted to identify more efficient shift patterns.
Evaluate line performance: The new owner wanted to assess the performance of the production line and identify bottlenecks and areas for improvement.
The assessment PS56 made of our production line has proved to be very useful and informative. Using the model to test various changes and seeing the impact before making the investment has helped us enormously, we will definitely be implementing the recommendations made by the team at PS56. The assessment PS56 made of our production line has proved to be very useful and informative. Using the model to test various changes and seeing the impact before making the investment has helped us enormously, we will definitely be implementing the recommendations made by the team at PS56
PS56 constructed a dynamic computer model of the Norvik fishcake production process to assess current line performance and identify process bottlenecks and uneven flow. The model was also utilised to similate the addition of new equipment and measure performance.
The model was used to evaluate multiple scenarios:
- New equipment (fryer, freezer, storage).
- Optimised processes (mixing).
- Alternative shift systems.
- Staggered breaks.
The model offered detailed insight into current production line performance and identified and quantified where improvement can be made.
Return on Investment
The cost-benefit and payback period of new equipment was calculated allowing the new owners to make informed decision about where best to invest in the production line.
iMap provided a detailed plan to balance the production line with the potential to increase throughput by 55%.
The model calculated that proposed changes to working patterns could increase daily production by 35%.
The iMap report provided a detail growth plan to increase production by 25%.
iMAP identified the technical challenges associated with the growth plan and offered clear solutions to address them before implementation.