Revamping Factory Operations: How Manufacturing Facility Optimization Saved 61% of Prime Land

The global supply chain has been a cornerstone of the modern world, providing the necessary connections between producers and consumers all over the globe. However, many manufacturing facilities have become
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In today’s highly competitive business environment, manufacturers are under constant pressure to improve their efficiency and productivity. One way to achieve this is through factory optimization, which involves analyzing and streamlining various aspects of the production process to reduce waste, minimize downtime, and increase output. By optimizing their operations, manufacturers can not only save time and money, but also improve the quality of their products and enhance customer satisfaction. In this context, factory optimization has become a critical tool for manufacturers to remain competitive and stay ahead in their respective markets

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Optimizing goods flow

Optimizing the flow of goods in a factory is a crucial aspect of factory optimization. It involves the analysis of various stages of the production process, such as raw material handling, manufacturing, packaging, and shipping, to identify bottlenecks, reduce waste, and improve efficiency. By optimizing the flow of goods, manufacturers can increase their output, reduce lead times, and improve the quality of their products. Here are some key strategies for optimizing the flow of goods in a factory:


  1. Lean Manufacturing: Lean manufacturing is a philosophy that emphasizes the elimination of waste and continuous improvement. It involves identifying and eliminating non-value-added activities, such as excess inventory, overproduction, and waiting time. By implementing lean principles, manufacturers can reduce lead times, improve quality, and increase output.


  1. Just-in-Time (JIT) Manufacturing: JIT is a strategy that involves producing goods only when they are needed. This means that manufacturers do not keep large inventories of finished goods, but instead produce them in small batches as orders are received. JIT can help manufacturers reduce their inventory costs and improve their cash flow.
  2. Kanban System: Kanban is a visual signaling system that helps manufacturers manage their inventory levels and production processes. It involves using cards or other visual signals to indicate when new inventory is needed or when production should start or stop. By using the kanban system, manufacturers can ensure that they always have the right amount of inventory on hand, and they can avoid overproduction or stockouts.


  1. Continuous Flow Manufacturing: Continuous flow manufacturing is a strategy that involves producing goods in a continuous flow, without stopping or slowing down the production process. This can be achieved by using automated equipment, minimizing setup times, and reducing changeover times. By using continuous flow manufacturing, manufacturers can increase their output and reduce their lead times.



  1. Standardized Work: Standardized work involves creating standardized procedures for each stage of the production process. This can help manufacturers reduce variability and improve the quality of their products. By using standardized work, manufacturers can also ensure that their workers are performing their tasks efficiently and consistently.
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In our client’s case , the primary problem was with the internal goods flow, which refers to the movement of goods from raw materials to production, storage, and distribution. This flow can be disrupted by bottlenecks, such as delays in processing or inadequate storage space, leading to inefficiencies and increased costs.


Our client also needed to identify and address other bottlenecks in their internal goods flow. This could involve analyzing production data to identify areas of low productivity or high waste, optimizing the layout of their facilities to reduce travel time between production and storage areas, or implementing new technologies, such as automated material handling equipment, to improve the efficiency of the production process.


The analysis process involved reviewing the flow charts of the factory’s processes to gain a better understanding of how materials, equipment, and personnel moved throughout the facility. By examining these flow charts, we could identify potential areas of inefficiency or delays in the production process. We also reviewed the data gathered by the internal auditors over the 68-week period to gain insights into the factory’s performance and identify any trends or patterns.


Based on this analysis, we were able to pinpoint specific areas of the production process that were causing bottlenecks. These areas could be related to equipment breakdowns, inventory management, production scheduling, or other factors that were slowing down the production process. By identifying these bottlenecks, we could develop targeted solutions to improve the efficiency of the production process and increase output

How to optimize factory operation

Optimizing factory operations by reducing the overall footprint of a factory involves identifying areas of the facility that are not being used effectively and implementing changes to reduce the amount of space required to produce the same output. This can result in significant cost savings, as smaller facilities require less energy, maintenance, and upkeep than larger ones. Here are some steps that can be taken to optimize factory operations by reducing the overall footprint of a factory:Global Supply Chain Group - maap

  1. Conduct a space utilization audit: The first step in reducing the footprint of a factory is to conduct a thorough audit of the facility’s space utilization. This involves analyzing the production process to identify areas of the factory that are underutilized or not being used at all. This could include storage areas, maintenance rooms, and other non-production areas that are taking up valuable floor space.
  2. Consolidate production areas: Once areas of underutilization have been identified, the next step is to consolidate production areas. This involves redesigning the factory floor plan to group production processes together in a more efficient manner. By consolidating production areas, less space is required to produce the same output.
  3. Implement lean manufacturing principles: Lean manufacturing is a philosophy that emphasizes the elimination of waste in the production process. By implementing lean manufacturing principles, such as just-in-time inventory management and continuous improvement, the amount of space required to produce a given output can be reduced.
  4. Use automation and robotics: Another way to reduce the footprint of a factory is to use automation and robotics to increase production efficiency. By automating production processes, less space is required to produce the same output. Additionally, robots can be designed to operate in smaller spaces, further reducing the amount of floor space required.
  5. Adopt flexible manufacturing: Flexible manufacturing refers to the ability to quickly adapt to changing production requirements. By adopting flexible manufacturing, production processes can be adjusted to fit within the available space. This can include using smaller equipment or rearranging production processes to fit in smaller spaces.

How to Optimize goods flow in a factory

Creating an import supply chain is a critical step in optimizing goods flow for any business that relies on imported goods. The goal of optimizing an import supply chain is to ensure that products are delivered to the customer in a timely and cost-effective manner, while minimizing the amount of inventory held in the supply chain. Here are some steps that can be taken to create an import supply chain that optimizes goods flow:


  1. Identify suppliers and establish relationships: The first step in creating an import supply chain is to identify suppliers that can provide the products needed by the business. Once suppliers have been identified, it is important to establish relationships with them to ensure that they can meet the needs of the business in terms of quality, quantity, and delivery times.
  2. Determine shipping methods: The next step is to determine the best shipping methods for the products being imported. This could include air, sea, or land transportation, depending on the distance and urgency of the shipment. It is important to consider factors such as shipping times, costs, and reliability when choosing a shipping method.
  3. Choose a logistics provider: Once shipping methods have been determined, it is important to choose a logistics provider that can handle the transportation of the goods. This could include a freight forwarder or a logistics company that specializes in import and export.
  4. Optimize inventory levels: To optimize goods flow, it is important to maintain the right inventory levels at each stage of the supply chain. This involves using demand forecasting to predict customer demand, and ordering the right amount of inventory to ensure that products are available when needed.
  5. Monitor supply chain performance: Once the import supply chain has been established, it is important to monitor its performance to identify areas for improvement. This could include tracking delivery times, inventory levels, and shipping costs, and using this information to make adjustments to the supply chain as needed.
  6. Implement continuous improvement: To ensure that the import supply chain continues to optimize goods flow over time, it is important to implement continuous improvement initiatives. This could include process improvements, cost reduction measures, and the adoption of new technologies to improve supply chain visibility and efficiency.


After implementing our recommendations for optimizing factory operations, our client was able to significantly reduce their operational costs. By thoroughly analyzing the factory layout and identifying unused space, we recommended selling off 60% of the unused space to reduce the overhead costs associated with maintaining it. This decision resulted in substantial savings on amenities such as rent, electricity, and water bills, which will benefit the business in the long run.


In addition to optimizing the factory’s physical space, we also helped our client to streamline their production and storage processes through the implementation of a leaner production and storage cycle. This involved identifying bottlenecks and inefficiencies in the production and storage processes and implementing changes to address these issues.


By optimizing the production and storage cycle, our client was able to improve their manufacturing, storage, and distribution processes, leading to increased efficiency and productivity. This helped to reduce lead times and improve delivery times to customers. In turn, the business was able to increase customer satisfaction and loyalty while reducing the costs associated with excess inventory and warehousing.


All the upgrades helped our client to improve their operation and get closer to industry standards.


In conclusion, optimizing factory operations is essential for businesses to remain competitive and profitable in today’s fast-paced and ever-changing market. By identifying inefficiencies in the production, storage, and distribution processes, businesses can streamline their operations and improve their bottom line.


Through the use of data analysis, flow charts, and other optimization techniques, businesses can identify bottlenecks and inefficiencies in their factory operations. These issues can then be addressed by implementing changes to improve the overall flow of goods, reduce lead times, and improve customer satisfaction.


In our case, we were able to help our client achieve significant savings in operational costs by identifying unused factory space and selling it off. Additionally, we implemented a leaner production and storage cycle, resulting in increased efficiency and productivity.

By optimizing factory operations, businesses can improve their competitiveness in the market, enhance customer satisfaction, and increase profitability. It is essential for businesses to regularly review their factory operations and make necessary adjustments to remain efficient and competitive.

Global Supply Chain Group - vivek BWVivek Sood: Sydney based managing director of Global Supply Chain Group, a strategy consultancy specializing in supply chains. More information on Vivek is available on and more information on Global Supply Chain Group is available 

Vivek is the Managing Director of Global Supply Chain Group, a boutique strategy consulting firm specialising in Supply Chain Strategies, and headquartered in Sydney, Australia . He has over 24 years of experience in strategic transformations and operational excellence within global supply chains. Prior to co-founding Global Supply Chain Group in January 2000, Vivek was a management consultant with top-tier strategy consulting firm Booz Allen & Hamilton.

Vivek provides strategic operations and supply chain advice to boards and senior management of global corporations, private equity groups and other stakeholders in a range of industries including FMCG, food, shipping, logistics, manufacturing, chemicals, mining, agribusiness, construction materials, explosives, airlines and electricity utilities.

Vivek has served world-wide corporations in nearly 500 small and large projects on all continents with a variety of clients in many different industries. Most of projects have involved diagnostic, conceptualisation and transformation of supply chains – releasing significant amount of value for the business. His project work in supply chain management has added cumulative value in excess of $500M incorporating projects in major supply chain infrastructure investment decisions, profitable growth driven by global supply chain realignment, supply chain systems, negotiations and all other aspects of global supply chains.

Vivek has written a number of path breaking articles and commentaries that are published in several respected journals and magazines. Vivek has spoken at several supply chain conference, forums and workshops in various parts of the world. He has also conducted several strategic workshops on various aspects of supply chain management. He received his MBA with Distinction from the Australian Graduate School of Management in 1996 and prior to these studies spent 11 years in the Merchant Navy, rising from a Cadet to Master Mariner.

More information on Vivek is available on  and more information on Global Supply Chain Group is available on

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