Flexibility was built-in so that all future layout modifications were essentially free. Implement a solution right away, even if it covers only 50 percent of the target. This gain was sustained and later improved upon after a re-layout of the area in a Blitz Event.
The process was driven by an ERP system with multi-level bills of material, shop order travelors, pick lists, lot sizes, and stock room transactions. Quality officers incorporated testing procedures into the process for immediate feedback and quality verification.
Machine downtime and its associated costs impacted the bottom-line profitability of this well established, full-service machining operation.
What was gained was not merely a few minutes in a day-long process, but idea generation in the form of innovative participation. These were products that would eventually be as long as feet and consume a considerable amount of production time and materials. Implementing Kaizen To generate a Kaizen, everyone involved must begin thinking about their work in a new way — in terms of: Other innovative solutions and standardization of components and hardware were suggested and implemented.
This idea did not come from a skilled Black Belt, but from a trainee helper. The company gained shop floor production time of about 5 hours per machine per shift accounting for the elimination of the third shiftresulting in an additional 70 hours of capacity per day, with a third shift available in the event sales created even greater demand.
Parallel efforts were begun within the various production departments. Think of how to do something, not why it cannot be done.
Kaizen events bring together a group of process owners and managers to map out an existing process and identify improvements that are within the scope of the participants. They faced a very real risk of losing some critical accounts. Costs were too high, lead times were too long, and they had too much money tied up in inventory.
Start by questioning current practices and standards. Concern about proper care and maintenance of equipment warranted a proactive effort. Quality defects were addressed by implementing a series of strategies for scheduled component maintenance and machine calibration.
Long changeover and setup times between product runs created considerable downtime. This improvement negated any need to purchase equipment to meet forecasted demand. Inventory reduction goals were set with the management team, and pushed down through the organization.
Additionally, we incorporated a lab area, previously located adjacent to the old NDT facility, and then added a shipping function for the immediate packing and shipment of completed products.
Sequential inspection was initiated, followed by failsafe steps. The confidence gained by the employee opened doors to many more Kaizen activities, adding up to sustained improvement after the end of the Six Sigma project. Focused training of associates is required for understanding what is — and is not — the essence of Kaizen.
Third shift employees were brought to second shift and throughput increased. Awareness training sessions for all employees are a must. Return to List Antenna Manufacturing Problems: This posed a problem: Inventory reduction and on-time delivery goals were set, and commitment attained.
This added approximately 5 hours of additional up-time per machine, per day. By using the talents of machinists from all areas of the plant, teamwork and cooperation became a natural and happy byproduct.
Common tools that were needed, but in perpetually short supply, were purchased and placed in specific, convenient locations. Awareness training sessions for all employees are a must. This process was adopted as the official, plant-wide, shift change protocol. Dozens of lost production hours are recovered on a daily basis.
Another key factor in achieving World Class operating performance is to control the order book. Processes can degrade without systemic monitoring and improvement Figure 1. Sales were in a slump for this market as of this writing, but should they rise again, this small company will be in position to nearly double their production, with only half the staff they once employed.The following case studies of Lean Management principles in action show you how a variety of real businesses solved real business problems under diverse conditions.
We've arranged the stories in 16 categories to help you find the examples you need. There is some overlap. For instance, a "Lean. Lean Manufacturing Results for Several Industries. These Lean Case Studies and Results Give a Good Sense of the Results Achievable in Lean Manufacturing in Any Industy.
Kaizen in the indian context a case study 1. Many of the accepted kaizens are a simple reiteration of an established engineering principle or the course of action chosen by an employee in trouble shooting equipment.
Kaizen Event Case Studies The Karen Martin Group, Inc. Kaizen final ppt. The following case study illustrates the importance of combining Six Sigma with Kaizen activities. At a four-wheeler manufacturer, a Black Belt completed a Six Sigma project on the cycle time of the sampling inspection of completely built units (CBU) of automobiles.
Lean Manufacturing Case Study with Kanban System Implementation Findings of the study suggest that top management commitment, vendor participation, inventory management and quality improvement are important for Kanban deployment and towards lean manufacturing.
AKAMAI CASE STUDY How Akamai ETP Made It Quick and Easy to Enhance the Security of Remote Working THE COMPANY Kaizen Platform, Inc. Shinjuku-ku, Tokyo fmgm2018.com INDUSTRY Business Consulting SOLUTIONS Kaizen Platform decided to implement ETP after only a.Download