Glen &dimplex Process improvements
- 1. MANUFACTURING IMPROVEMENT PROJECT 2 Rework Trend improvement 3 Relocation of testing area for the Range 4 Rebalance of R12 Range
- 2. REWORK TREND IMPROVEMENT Assembly Rework Trends • Introduced Production Quality Review Meetings • Discuss & Implement containments for defects • Encouraged Repairmen to feedback to workgroup Defects repaired. • Created Sign off Compliance sheets for defects found in workgroups • Ensured Ownership is understood Between Operator/Process/Component and actioned • Tracked Defect By Station • Introduced a Standardised Working Mind set • Tracked Trends to improvement level • Introduced Quality Alerts & Process Audits to ensure improvement. • Introduced Problem Solving Summary Sheets to Resolve Key Issues • Coached a Go look See approach to Problem Solving and Provide Support as Required • Created a Escalation & Tip Level Reaction Plan.
- 3. RELOCATION OF TESTING AREA FOR THE RANGE Top Right Picture Showing Status of the Area Identified for New Testing Area for the Range. Middle Right Showing Track being Fitted from redundant Tracking Scrapped off on site. Platform Steps Enter & Exit Made for Recycled Steel Scrapped, Motors used to Power Rollers were Redundant ones refurblished . Bottom Right Picture is Area waiting to be Painted and up and running Orange Boxes are Testing units, Cookers waiting in station to be tested. Overhead Lights Relocated and fitted by the Maintenance Team. Overhead Signs Brought in
- 4. • T- CARD TORQUE CONTROL SYSTEM Torque Calibration Data Collection Process All check recorded in collection folder All results found out of calibration Process is stopped and product held and Torque gun removed Escalated to Supervisor and Maintenance informed Supervisor/ Managers Folder & Job instruction and Confirmation Check Sheet Located in Bottom Right folder Job instruction in Process folder.
- 5. LOGO TO ADD JOB INSTRUCTION SHEET DESCRIPTION: KAMISHIBAI CARDS Delivery of Parts Ref No: PSHOP PART DELIV -001 STEP No MAIN STEPS KEY POINTS 1 Pick up T CARD Ensure that TCARDS is for correct DELIVERY & TIME & LINE SEE CARD HEADING 2 KIT ISSUER Confirm area FOR DELIVERY & TIME & LINE CONFIRM ACTIONS line name written on card and time of delivery. Turn Kamishibai card Turn card to reflect complete (green) to visually communicate task completion on return from Delivery. 3 4 Team Leaders actions Maintenance of T Card Paperwork. Hourly visual checks on T Cards and any Reds escalated to Relevant Supervisor 5 Supervisor MAINTENANCE OF T CARD PAPERWORK Visual Checks on T Cards Process. Data collection of issues (CCAR ) And closure of issues raised 6 7 8 9 Turn Kamishibai card Turn card to reflect complete (green) to visually communicate task completion EXAMPLE SIGN OFF Team Leader Supervisor Manager Revision History Date TL SUPERVISOR Part Name and Line Name Delivery Time Turn Card to Green when task is complete LINE 51 What time of delivery KAMISHIBAI STEP CONFIRMATION JOB INSTRUCTIONS SHEET. Follow Job Instruction Sheet from Step 1 to 9 Main Steps are Owners of that Steps. Key Points are actions taken Example is what the T Card Looks Like.
- 6. T Card Process Parts Delivery Hourly Status Blue T Card is Hourly Delivery Times Red T Card has Part Name and line to be delivered to Must be Turned to Green when Delivered. If Parts are not Delivered Card Must Stay Red and Escalated to Team Leader CCAR must Actioned By Team Leader & Supervisor and Containment agreed to support Production. Team Leader Visual Must visit T Card Process Hourly and Sign in and out. Supervisor Must Ensure Process is adhered to By Visual Ensuring every 2 hours Process is on Plan. Manager Visit Visually Daily and reviews CCAR Weekly to Ensure Process is Robust.
- 7. REBALANCE OF R 12 RANGE • Task was to rebalance R12 • Currently Running 10.5 Hours • Producing 40 units a Day • Video all Process to Validate Process Times • These Video’s were analysed by the work group to establish realistic, repeatable timings • Documented the details using Quality Process sheets, and Standard operating procedures. • Identify Process Bottlenecks (14.9) Cycle time currently • Identify Non Valve added activities to eliminate waste. • Created Yamazumi Boards to assist work groups in effective job design as well as highlighting opportunities for improvement. • Results 42 units Processed in 8.5 Hours improved Cycle Time (11.5) • 2 hours overtime daily Eliminated • 8 hours a week -32 hours a month saving. (£544) • Production increase 32 more Monthly. Product cost per unit 1000 (£32,000)