Turning Operational Complexity Into a Clear Improvement Roadmap
As production scales, complexity grows. A Bossard Value Discovery Workshop helped a leading robotics manufacturer uncover hidden productivity potential and define clear priorities for future improvement.
Scaling Production Reveals New Improvement Potential
The company develops robots and automation solutions for welding, assembly, and logistics.
With an increasing number of projects entering serial production, new C-parts differed from serial parts, making BOM analysis, fastener selection, and standardization more complex. Long lead times, limited C-parts capacity, overstock, and insufficient data transparency created improvement potential.
This is where the Bossard Value Discovery Workshop came in. Together with experts from engineering, lean production, planning, warehouse, and sourcing, Bossard explored the main productivity barriers.
From Workshop Insights to Possible Solutions
The workshop created a structured basis for further discussion. We helped the teams explore the challenges in greater detail and connect them with possible improvement levers in engineering, digital processes, analytics, and supply chain consolidation.
For engineering, they identified testing and validation as well as training and education as potential solutions. These services can:
support fastener selection
create fastening decision guidelines
reduce risks in product development
strengthen internal fastening knowledge through tailored training
For C-parts management, digital kanban and supply chain analytics were discussed as possible next steps. Our solution for inventory management and material flow can:
automate replenishment
improve stock transparency
consolidate data from warehouse and shop floor
support better control of stock levels, order status, and delivery dates
Outcomes and Customer Benefits
A Shared View of Hidden Productivity Potential
The workshop brought together several functions that deal with fasteners and C-parts from different angles. Engineering, sourcing, production planning, warehouse management, and lean production could compare their daily pain points and create a shared view of the main productivity barriers. This shared understanding helps the organization move from isolated discussions toward aligned action planning.
Clear Focus Areas for Future Improvement
The team identified concrete improvement areas, including long material lead times, supplier and BOM consolidation potential, C-parts overstock, and limited capacity to handle rapid production increases. By translating these challenges into focused priorities, both teams gained a practical basis for defining next steps.
Stronger Engineering Support for New Projects
Many new items in development differed from parts already used in serial production, creating a need for deeper fastener knowledge, better fastener selection, and more standardization. Testing and validation as well as tailored training and education were identified as potential ways to reduce technical risk, support quality, and strengthen internal fastening expertise.
A Practical Path Toward Smarter C-Parts Management
The workshop showed that inventory transparency and manual effort become priority areas when production volumes rise. Digital Kanban and supply chain analytics were discussed as potential solutions to optimize reorder points, replenishment, and inventory levels while improving visibility into stock, orders, deliveries, and fast- or slow-moving items.
Let's Get Started!
Engage all key decision-makers to unlock productivity gains, build alignment and take ownership of solutions that deliver proven impact.
