This document summarizes a continuous improvement project at BE Juarez to consolidate three production lines (P45, P28, P74) into a single cell. Originally occupying 810 square feet in separate lines, the lines were reorganized using tools like 5S, visual management, quick changeover, and standardized work. This reduced the footprint to 390 square feet, improved productivity from 75% to over 99%, and reduced quality problems by 33%. The successful project served as a pilot for consolidating additional lines into a new plant, saving an estimated 25,000 square feet of space and $500,000 in costs.

2. BE Juarez

5. The origin
This project started in January
2013 by the initiative of two
female production associates
that dreamed to contribute with
the company vision…
… since we were experience a lot
of waste problems and lack of
balance in the assembly lines.
From them came the idea to
reorganize and merge several
cells in favor of BE Juarez.

6. Before
1 Production line for P45
1 Production line for P28
1 Production line for P74
810 SQ.F.T
P45 Cell P74 Cell P28 Cell

7. P74
P28
P45
Before

9. BE-innova
System

10. JEDi Counsil

11. 1o year marker
Customer Satisfaction
External Customer – Improves OTD
Internal Customer – ore balanced
production lines y walking distance
reduction. (movement and transport
waste improvement)

12. Shareholder value. With this
project as a pioneer we have
generated 25,000 sq.ft. of free
space, that means we can bring
more business and products in a
near future .
1o year marker

13. Continuous Improvement With
the application of the JCMS
tools such as Kaizen.
1o year marker

14. Inovation Since this project
were born from a registered idea
from two female production
associates.
1o year marker

15. Jcms Tools
KZ-SW5S-VM
QCOVSMMC
CA

16. P45P28P74
Before vsm
P45
P28
P74
VSM

17. AFTER vsm
VSM
P45 / P28 / P74

18. After
Equipment Re-organization.
 Single Point of Usage.
 Flexible fixtures for Quick Change Over.
 Employee Engagement. (multifunctional)
 3 different models in just one cell.
o Applying 5S we improved the
areas
5S-VM

19. After
 Equipment Re-organization.
Single Point of Usage.
 Flexible fixtures for Quick Change Over.
 Employee Engagement. (multifunctional)
 3 different models in just one cell.
o To control Raw Material and to
Reduce Inventory.
o To have just one point of usage.
MC

20. After
o Model Quick Change Over.
 Equipment Re-organization.
 One Usage Point.
Flexible fixtures for Quick Change Over.
 Employee Engagement. (multifunctional)
 3 different models in just one cell.
QCO

21. After
o Multifunctional Operations
Training
 Equipment Re-organization.
 Single Point of Usage.
 Flexible fixtures for Quick Change Over
Employee Engagement. (multifunctional)
 3 different models in just one cell.
CA

22. After
 Equipment Re-organization.
 Single Point of Usage.
 Flexible fixtures for Quick Change Over
 Employee Engagement. (multifunctional)
Standardized Work
Assembly-line balancing
KZ-SW
0
50
100
150
0
50
100
150
P28
BeforeAfter
0
50
100
150
ENS.…
REMA…
PRE-…
ENS.…
ENS.…
CALIBR…
TIMER
FLORE…0
50
100
150
P45 P74
0
50
100
150
0
50
100
150

23. After
P74
P28
P45

24. Next Steps
With this project as a pioneer, We pull off a chain reaction that led us
to the success of the proposed consolidation of the BE Juarez Plants.
Saved Space with the
fusion of other production
lines after we implement
this pilot project:
25,000 sq.ft.

25. results
810 to 390 SQFT.
 Productivity from 75% to 99% +24%
 QPMS Reduction in a 33%
Pioneer project to realize the fusion of other production lines
Consolidation total free space 25,000 sq.ft.
$500,000 USD Savings

26. We Are Ready
For Future challenges!

27. qfb juarez team

28. Fusion lines

29. Javier Beltrán
Manufacturing Engineer

30. Adriana Garay
Team Leader

31. Liliana Salgado
Quality Auditor

32. Gerardo León
Operator

33. Alejandra Venegas
Operator

34. Miguel Mendoza
Technician

35. Abdias Rojas
Black Belt