Sector: Manufacturing
Industry: Plasticware / Homeware
Engagement: 5 years
Workplace: 1 Facility
Challenges:
Achieve high-quality products at the shortest lead time. Improve capacity utilization for higher productivity. Reduce space utilization and WIP inventory.
Expectations:
Transformation of the traditionally managed unit, producing medium quality, limited range products to a professionally managed unit producing high quality, large variety new product range, higher volumes with short delivery lead times, higher capacity utilization by reducing waste.
Approach:
Vedzen’s specially crafted “Model E”, 5 years of holistic lean culture building program involved unit owner to the last connected worker in the facility.
Implementation:
Work started with implementing 5S for workplace excellence to reduce floor space utilization. A visual management system was implemented to improve visibility and reduce search time. Spaghetti diagram was used for visualizing source of waste, identifying bottlenecks and to provide a common platform for developing a communication system. The current value stream map was used as an assessment of value streams and to identify non-value-added activities. Based on Current VSM improvement projects were identified. Cross-functional action teams (CFT) and individuals were trained on lean & kaizen principles to build the capability of an individual. Just in time (JIT) system was implemented for eliminating 8 types of wastes and to ensure streamline process flow. The policy deployment approach was used for aligning organizational goals with operational KPI’s. Kanban system (pull) was introduced to reduce WIP inventory. One-piece flow system was implemented to reduce batch size in injection and to create a continuous flow of parts. When the production system changes to one-piece flow from batch size there will be higher change over time due to frequent changes in products, therefore Single minute exchange of die (SMED) system was introduced to reduce changeover time. Breakdown time & maintenance cost was reduced by implementing total productive maintenance (TPM), which resulted in improving OEE. Quality was improved through continuous efforts of improvement by following the approach of “zero waste and right cost”. Energy seepages are traced and reduced.
Results:
- Floor space use decreased by more than 50%
- Spaghetti diagram helps to visualize the source of waste, identify bottlenecks & provide a common platform & communication system.
- Throughput time reduced from 12 days to 5 hours
- WIP inventory reduced by 97%
- Total inventory reduced by 72%
- Manpower productivity improved by 280%
- Value-added per employee up by 17 times
- Quality rejection rate reduced from 12% to less than 1%
- OEE rose to 78% from 40%
- Average changeover time down by more than 75%
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