Efficiency Improvement:

Lean Production

Case Study:  Gold  Seal Engineering Products Ltd.

Lean Manufacturing

Source: UNIDO Partnership Programme

 

Company Profile

Country

India

Capital

US$ 500,000

No. of Employees

161 (in three plants)

Products

Rubber and PVC profiles, seals and body trimmings for automobiles

Exports

15% of turnover. Exports products to UK, France, Italy, Portugal, Germany, the Netherlands, Middle East, East Africa, South East Asia, Australia

Technology

Technical license agreement with Saiag Industrial S.p.A., Italy, in manufacturing of new generation sealing profiles and glass run channels. Two joint ventures.

Certification

ISO 9002

Improvements Achieved

(within 6 months, without any capital investment)

Production space: increased by 45%

Machine down time: reduced by 60%

Machinery breakdown: reduced by 42%

Scrap: reduced by 75%

Standard operating procedures (SOPs): increased by 50%

Workforce flexibility: increased by 57%

Productivity awareness: increased dramatically

Quality awareness: increased steadily

Staff motivation: improved significantly

 Discover much more!

Lean Production

7 Principles of Toyota Production System (TPS)

5 Elements of Enabling a Lean Approach

10 Commandments of Improvement

TPS-Lean Six Sigma

Glossary – Kaizen & Lean Production

Kaizen - the Japanese Strategy of Continuous Improvement

Kaizen Mindset

Successful Implementation of Kaizen Strategy: 7 Conditions

Quick and Easy Kaizen

Kaizen and Total Quality Control (TQC)

Japanese-style Suggestion System

9 Waste Categories and 6 Guidelines of the Canon's Suggestion System

Five Ss at Canon

Efficiency Improvement

Business Strategies for Green Productivity & Sustainable Growth

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Ten3 Global Business Learning Report

Business Processes

India

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Kaizen and Lean Manufacturing

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Implementation Strategy

 

Non-capital changes by using world-class manufacturing (WCM) methods such as single minute exchange of die (SMED), 5S activities (Sort – Straighten – Sweep – Standardize – Self-discipline), variations of the Kamban system and other recognized methods of generating productivity gains.

Most Notable Impact

A number of space and time utilization improvements were achieved. Shop-floor organization included leveling and repainting, with the additional benefit of improved safety and material flow on the shop floor. A 45% gain in production space was due largely to 5S activities.

These activities combined with a red-tag campaign also contributed to a reduction in machine down time by 60%. Another contribution in this respect came from a systemic analysis of machine down time at each workstation, followed by remedy-search sessions held in the Engineering Department.

Production set-up time was reduced by 33% by the application of single minute exchange of die (SMED) method. Gold Seal engineers participated in a training program which focused on standardization of changeover procedures and streamlining internal operations. Subsequently, standard operating procedures (SOPs) were expanded to include manual work.

Consequently, approximately 50% of the production processes performed on the company's shop floor were standardized. This led to reduction of the lead time required for production and completion of goods by 25%.

Through training, workers were able to develop additional skills, which led to an increase in workforce flexibility. Skills matrix was developed for each department. The outcome of such as exercise revealed that 57% of the workforce at Gold Seal was multi-skilled.

Takt-time leveling benefits were analysed in order to move towards a single-flow production system.

Motivation

 

A dramatic mindset change. A prevailing "culture of blame" was replaced by a more productive climate. A major contribution came from a female executive who exhibited a high level of motivation and ensured that the activities agreed upon were properly carried out.

Quality Control & Scrap Reduction

Quality circles (QCs) were established and they increasingly involved the workforce. A suggestion system was also introduced, with suggestions being reviewed twice a month.

These mechanisms combined with SOPs for manual work, and the utilization of new measuring devices had a significant impact on product quality. Scrap volume was reduced by 75%.

 

 

 

 

 

Bibliography:

  1. "Creating Sustainable Competitive Advantage: The Toyota Philosophy and Its Effects," M. Reza Vaghefi

  2. "TPS vs. Lean and the Law of Unintended Consequences," Art Smalley, President, Art of Lean, Inc.

  3. "Toyota Production System," Taiichi Ohno

  4. "The Toyota Way," Jeffrey Liker

  5. "Lean Manufacturing That Works", Bill Carreira

  6. "Lean Production Simplified," Pascal Dennis, John Shook

  7. "The Lean Manufacturing Pocket Handbook," Kenneth W. Dailey

What Lean Means

(DVD by the Association of Manufacturing Excellence)

Explains the concept of lean through the experience of the Freudenberg-NOK plant in La Grange, GA. The experience of this plant is presented as a snapshot of two decades of American thinking on Lean Manufacturing. As in all AME video offerings, the story is told by the people involved, from management to front-line associates.

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Lean Manufacturing - 5S - Visual Controls - Kaizen - Value Streams - Pull - Mistake Proofing - Quick Changeover - Six Sigma - Theory of Constraints

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