Kaizen event sample
- 2. Objectives 2 • Introduce and Implement Lean tools in the Constraint • Begin development of lean culture among employees • Improving work conditions • Document the correct inspecting procedure using Standardized Work • Improve sorting performance • Minimize work in progress on slides • Develop Visual Board to communicate progress
- 3. Lean Methodology 3 3) Do analysis 2) Identify alternatives 1) Define Problem or Opportunity 4) Make recommendations 5) Take action 6) Track & Evaluate
- 5. Problem Solving and Brainstorm Solutions 5 The team members listed problems on a fishbone diagram and brainstormed solutions to determine actions needed to implement in their area 20 Problems Identified20 Problems Identified 30 Solutions or Actions Identified30 Solutions or Actions Identified 3 Items (all related to training) moved to the parking lot
- 6. Current State vs. Future State 6 Adopting the “Clean as We Go” 5S philosophy eliminates the need for additional handling of the trash and scrap materials Current Method: Proposed Method: Do Job – 15 polo products Each sorter inspect all 15 products; Products are waiting on 1.5 – 2 days WIP to be inspected, making handling difficult 10 people working on 5 slides Do Job – products sorted in 3 families: T-Shirts; Long Sleeves and Baby Rummage Each sorter inspect 4-5 products, WIP is minimized to 30- 40 min. Place items in designated bins at end of job/shift
- 7. Before/After – WIP on Slides 7 • Work in Progress on each of the 5 slides • Large bins to collect wipers and resorting • Work in progress minimized • Small barrels used for resorting and wipers • Work in progress minimized • Small barrels used for resorting and wipers Before AfterAfter
- 8. Before/After – Finished Goods Boxes 8 • An average of 16 finished goods boxes used around workstations by each operator • An average of 6 finished goods boxes used by each operator • An average of 6 finished goods boxes used by each operator Before AfterAfter
- 9. Before/After – Work conditions 9 • Cloths difficult to pick from WIP; • No room for sorters • Ergonomic work condition• Ergonomic work condition Before AfterAfter
- 10. Before/After – Work instruction 10 • Verbal, informal training • Standardized work developed • Improved from sorters feedback • Posted on workstations, easy to be reviewed • Standardized work developed • Improved from sorters feedback • Posted on workstations, easy to be reviewed Before AfterAfter
- 11. 11 • All 15 products sent on 5 slides • 3 slides dedicated for Polos: • Products divided by: T‐Shirts, Long Sleeves and Baby items Workflow Process AfterAfterBefore
- 12. 12 • Just finished goods recorded • Daily production report developed • Visual board for Measure of performance to communicate progress will be soon ready Production Report AfterAfterBefore Daily Production Report: Date: 16-Jun-10 Area: Polo Name: Meeta Balwinder Bhamna Daljit Vally Finished Goods Adult T-Shirt 641.5 640.5 Ladies T-Shirt 217.5 227.5 Sexy top SS 127.5 210 Children T-Shirt 100 206.5 Sport T-Shirt 199.5 104.5 Ladies LS 438.5 Sexy Top LS 298 Mens LS 501.5 Polo Pants Children Turtleneck Light Baby 633.5 378.5 Heavy Baby 642.5 387.5 Sleepers 30 71.5 Sexy Top SS 261.5 279 Children Turtleneck Total: 1,286 1,389 1,238 1,568 1,117 FG %: 53.4% 68.3% 50.3% 62.7% 58.4% White Wipers 397 124 171.5 Coloured Wipers 366.5 247.5 772 Dirty Baby Cloths 89.5 59.5 Total: 763.5 371.5 943.5 89.5 59.5 Whipers % 31.7% 18.3% 38.3% 3.6% 3.1% Resorting: 357.75 274.25 279.5 842 735 Resort %: 14.9% 13.5% 11.4% 33.7% 38.5% Processed (lbs): 2,407 2,035 2,461 2,499 1,911
- 13. Team Results After One Week Support Metric Before After Difference % Improvement Increase Safety and morale Huge WIP on slides; Difficult to handle; Complex boxes layout Minimum WIP, easier to handle; easier boxes layout Workplace is a safer and nicer to work TBD Simplify the process flow – less types of products to be inspected 15 products on 15 slides; 16 boxes needed for each sorter 6 products on each slide 3 slides needed Reduce cost of parts, improve stock accuracy, minimize unexpected shortages 60% boxes reduction; 40% slides reduction Labour required to sort Polo 10 people 5 people + part of Mika’s job 5 people are working on different areas 50% Main Metric Before After Difference % Improvement Polo Area Performance Average of 800 lbs per sorter daily Average of 1,250 lbs per sorter daily Better productivity 56% 13
- 14. Lessons Learned • “It makes you aware of the severity of the problem” • “The new process is much more easier than before” • “It’s nice to work in this area now.” 14
- 16. About Lucian Arsene Improving productivity by 56% while reducing manpower needed by 40%, in a matter of days; Doubling inventory turnover in less than three months, reducing material inventory from $3 million to $1.6 million, Squeezing the manufacturing lead time by 70%, from 4‐6 weeks to 3 to 10 days, improving on‐time delivery from 40% to over 95%, Improving stock accuracy from low 60% to 98%; Reducing late deliveries from 321 days to 5 days in two months, and minimizing weekends overtime from 40% of the workforce to less than 5%, Reducing machining setups from an average of 265 minutes to 70 minutes, Redesigning shop floor from functional departments into manufacturing cells, reducing lot sizes and grouping work orders as families of products; Eliminating major disruption in flow due to quality rejects by implementing one‐piece flow; Give a new opportunity to sales and marketing to increase company’s market share by segmenting the market and creating different offers, services, options for different products. 16