Looking Beyond Production: Improving Flow at Bushman Tanks

Operational improvement doesn’t always mean changing the production process. As part of the recent Western Downs Manufacturing: Shaping the Energy Future program, Bushman Tanks in Dalby was selected to participate in a Lean-focused pilot.

Delivered by Queensland Manufacturing Institute, the program enabled a review of how work moves across the company’s operations, identifying practical improvements to support continued growth.

Established in 1989, Bushmans is an Australian-owned manufacturer specialising in water tanks and storage solutions for residential, agricultural, commercial and industrial applications.

As production volumes have grown, the business has continued to invest in ensuring its operations evolve alongside demand.

The Lean pilot focused on the company's Dalby manufacturing facility, reviewing how work moves through the company’s operations and consequently identifying practical ways to support this increasing demand.

Business Transformations Specialist, James McIntosh commenced the review process initially focusing on production, reflecting its importance to the overall output. As the work progressed, it became clear that production itself was operating effectively, and attention shifted to the stages that support it, particularly the movement of finished goods between manufacturing and dispatch.

At this point, the focus moved from output to flow. As volumes increased, the way finished goods are handled, stored and accessed began to have a more direct influence on how smoothly work moves across the site.

Processes that had previously met the needs of the business were now supporting a larger and more complex operation, creating opportunities to improve how finished products are stored, accessed and moved throughout the site. 

Rather than looking to improve production, the priority became strengthening the connection between production and dispatch.

The way products move through the yard, how easily they could be accessed, and how consistently they are handled all became central to improving overall performance.

The adjustments made were practical and targeted. By bringing greater consistency to how finished goods are managed, the operation became easier to coordinate. Movement across the site became more controlled, reducing unnecessary handling and making it easier to maintain a steady workflow as volumes continue to increase.

Scheduling has become more stable, the transition between stages more predictable, and the operation better equipped to accommodate increasing production volumes without creating additional pressure on manufacturing.

Marina Thompson – State Manager Bushmans Group Dalby, said that the pilot “has been fantastic opportunity to gain valuable knowledgeable and actionable insights from James”.

Through the outcomes of the pilot program, Buchmans has strengthened flow across the operation without altering its core manufacturing processes. The result has been a more controlled, consistent and scalable way of working, supporting continued demand while maintaining performance.

Programs such as the Western Downs Manufacturing: Shaping the Energy Future Lean Pilot provide manufacturers with the opportunity to step back from day-to-day operations and work on the business, rather than in it.

These types of initiatives are made possible through the commitment of industry and government working together. With the support of Western Downs Regional Council, the program has helped local manufacturers build on existing strengths, strengthen operational capability and position their business for continued growth.