|
Company Profile |
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Capital: |
US$ 500,000 |
|
No. of Employees: |
161 (in three plants) |
|
Products: |
Rubber and PVC profiles, seals and
body trimmings for automobiles |
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Exports: |
15% of turnover. Exports products to
UK, France, Italy, Portugal, Germany, the Netherlands, Middle East, East
Africa, South East Asia, Australia |
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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. |
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Certification: |
ISO 9002 |
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Improvements Achieved
(within 6 months, without
any capital investment) |
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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 |
Related
"How To" Guides of Ten3 Business Coach:
Lean Production - Doing More With Less
Lean Production (slide show)
Kaizen - the Japanese Strategy of Continuous Improvement
Just-in-Time
(JIT) Manufacturing
Business Strategies for Green Productivity & Sustainable Growth
SME Case Studies: Rojee Tasha Stampings Ltd. (India)
SME Case Studies: Thara Engineering (India)
Country-specific Online Business Coach: India |
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 programme 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%. |
