Lean manufacturing transformation at GE Spares: building a visual, high-performance factory

When production complexity increases, visibility becomes critical. GE Spares, a fast-paced industrial equipment supplier, needed better control over workflows and delivery performance. Working together, MTC introduced practical lean manufacturing and visual management techniques, helping GE Spares create a clearer, more efficient production environment. The result? Improved productivity, reduced delays, and a workforce fully engaged in continuous improvement.

Global Equipment Spares (GE Spares) is a technically advanced industrial equipment supplier specialising in abrasive wear plate, special steels and spare parts. They support industries including mining, construction, agriculture, cement and recycling. Operating in a fast-moving environment with a diverse product range, GE Spares manages complex production flows and varying lead times across its facility

Project challenges

GE Spares faced increasing complexity across its operations. With a wide customer base and a high number of concurrent orders, maintaining control over production flow was both critical and challenging. Key challenges included:

• Difficulty maintaining First-In-First-Out (FIFO) processes across multiple jobs
• Limited visibility of work-in-progress and production status
• Interdependencies between processes such as kitting and welding
• Delays in one area causing downstream disruption, halting production flow
• Time-consuming manual tracking of jobs and status

This meant that even a small delay could disrupt the entire production system, leading to congestion on the shop floor and impacting delivery performance to customers. There was a clear need to create a more visual, intuitive production environment - one where issues could be identified and resolved quickly.
 

MTC's solution

MTC worked closely with GE Spares to introduce foundational lean practices, focusing on improving visibility, flow and consistency across the factory. The approach started with a detailed assessment of the current state, identifying key areas for improvement and prioritising actions that would deliver immediate impact. Key activities included:

1. Visual workflow management
To improve adherence to FIFO, job tickets were colour-coded by month of launch. This made delayed work instantly visible and easier to prioritise.

2. Factory-wide visual organisation
The physical layout of the factory was enhanced using colour coding to clearly define:

• Production routes
• Part locations
• Tool placement

This created a more intuitive workspace, allowing teams to quickly identify anomalies and inefficiencies.

3. Performance tracking at key stages
MTC introduced a method to track manufacturing delays at the welding stage, helping GE Spares better understand and manage bottlenecks. [GE_Spares_Case_Study | PowerPoint]

4. Sustaining improvements through leadership
To ensure consistency, leader standard audits were implemented. These regular checks helped maintain visual controls and ensured that deviations were quickly addressed. [GE_Spares_Case_Study | PowerPoint]

5. Embedding a culture of continuous improvement
MTC supported the introduction of a continuous improvement approach, including leadership engagement and shop floor involvement to drive long-term change.

The outcome

The changes transformed how production was managed at GE Spares.

Immediate operational improvements

• Greater transparency across production processes
• Clear visibility of delays and bottlenecks
• Elimination of delays in preparing work for welding and shipment
• Reduction in production downtime
• Improved delivery performance to customers

Workforce engagement and ownership

One of the most significant outcomes was the engagement of the workforce.

• Employees began suggesting their own improvements
• Teams adapted visual tools to suit their specific areas
• Leadership actively drove and sustained change
• Continuous improvement became part of daily operations

GE Spares developed a strong link between visual management and measurable productivity gains, reinforcing the value of the changes across the business.
 

Collaboration in action

This project highlights the impact of radical collaboration between MTC and GE Spares. By working closely with leadership and shop floor teams, MTC helped turn ideas into action - building momentum across the organisation and creating a shared commitment to improvement. As one MTC advisor noted, engaging people across the factory helped demonstrate that change was possible, encouraging wider participation and accelerating progress.