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Company Profile |
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Turnover: |
US$ 100,000 |
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No. of Employees: |
34 (in two plants) |
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Products: |
Fasteners and other
metal-engineering products such as studs, bolts, pins, and cap nuts. |
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Customers: |
Domestic manufacturers of two- and
three-wheeler vehicles. Expansion in the four-wheeler market is under
way. |
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Technology: |
Own |
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Certification: |
None |
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Improvements Achieved
(within 6 months, without
any capital investment) |
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Turnover: increased by 50%
Production set-up time:
reduced by 74%
Machine down time: reduced by
73%
Production space: increased
by 17%
Delivery against schedule:
increased by 21%
Product rejection by customer: reduced by 50%
Achievement against takt time:
increased by 83%
Staff training investment:
increased multifold
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: Gold Seal Engineering Products Ltd.
(India)
SME Case Studies: Rojee Tasha Stampings Ltd. (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 time and space utilization improvements were achieved. Through the
introduction of standard operating procedures (SOPs) and other world-class
manufacturing (WCM) methods, the company improved its compliance with
production and delivery schedules. A factory-wide clear-out led to a 17%
gain in production space.
The steep reduction in production set-up time was the result of applying the
single minute exchange of die (SMED) method. Company engineers participated
in a special training session that emphasized streamlining internal
operations and the preparation of standard changeover operating procedures.
A video recording of the SMED application was shown on the shop floor and
discussed with the employees.
The initial overall poor condition of the shop floor made it difficult to
pinpoint the causes of shortcomings such as a high machine down time.
Through a red-tag campaign around a demonstration workstation, improvements
in machinery maintenance practices facilitated the identification of trouble
areas, and the final outcome was a significant reduction in machine down
time and the implementation of a preventive maintenance programme.
Managers and engineers of the company paid high attention to development of
their own innovation capabilities. The management came also to realize that
sustainable improvement required a continuous direct involvement of the
workforce. A reflection of this realization was the introduction of
extensive worker training.
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 clear
strategies for improvements in workshop cleaning practices, inventory
policy, and storage and handling. In addition to raising production
efficiency, these programmes led to gains in product quality.
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