Source of information: UNIDO Partnership Programme


Company Profile




US$ 1.0 million

No. of Employees



Stamped metal components and subassemblies for automobiles


Domestic manufacturers of commercial and passenger vehicles




ISO 9002

Improvements Achieved

(within 6 months, without any capital investment)

Turnover: increased by 36%

Production space: increased by 43%

Machine down time: reduced by 100%

Lead time: reduced by 50%

Product rejection by customer: reduced by 50%

Changeover time for press machines: reduced by 80%

Staff training investment: increased multifold

Workforce flexibility: increased by 100%

Productivity awareness: increased dramatically

Quality awareness: increased

Staff motivation: improved significantly 




Kaizen: 5 Principles

Kaizen Culture: 8 Key Elements

Implementing Kaizen: 7 Conditions

The Toyota Way: 14 Principles

8 Rules for Quality Management

Areas Targeted by TQM in Japan


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), Just-in-Time manufacturing, variations of the Kamban system and other recognized methods of generating productivity gains.

Toyota Production System

Lean Enterprise: Kore 10 Tips

Example of a Truly Lean Value Chain

Most Notable Impact

A number of improvement in time utilization were achieved. The reduction in set-up time was achieved through the introduction of single minute exchange of die (SMED) method and preparation of standard operating procedures. In a practical example, workers on two press machines broke down the entire changeover process into small activities in order to determine the time wasted for adjustments and readjustments. As a result of this exercise, the changeover time was reduced by 80% (from 62 minutes to 13 minutes), with a similar result obtained in the case of the second press machine. This together with a 30% improvement in achievement against takt time contributed to a 50% cut in through-put time.

A major concern of the company was machinery breakdown.

A maintenance worker was recruited, which dramatically reduced response time to machinery breakdown, and resulted in a successful implementation of preventive maintenance programme.

The company engineers were trained on error-proofing. This paved the way for the identification of ten major quality-related issues and for consequent recommendations for action covering various production areas.

The company formalized its training activities. It has established technical training schedules that reflect its development plan. Engineers and workers have become acquainted with world-class manufacturing (WCM) methods such as SMED and have formed teams with specific problem-solving tasks. After 6 months of training, 9 machine operators became multi-skilled, ready to train new recruits.

In conjunction with 5S activities and the application of error-proofing methods, extensive training also contributed to gains in product quality and the consequent 50% remarkable cut in the volume of products returned by customers.

Staff Motivation and Awareness

Significant improvements have been achieved through enhanced awareness and corrective measures in the area of production efficiency. A number of contributions came from improvements and the planning and strategy-formulation stage. For example, the company adopted strategies for improving time utilization and reducing reject and rework volumes, as well as for maintenance and 5S activities.


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