Full Factory transformation- kaizen
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KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute Discrete/ Assembly Lakshmi Machine Works: Full factory transformation 1 Assembly & Stores - Before Kaizen Assembly & Stores - After Kaizen Results Logistics - After Kaizen Inventory in open space Multi- storey stores overfull with Inventory Cluttered Assembly Reorder of items through Kanban Supermarke t – Controlled Inventory Organized Assembly Internal logistics by Mizusumashi Mini Super Market in production Supplier s connecte d by Milkrun concept
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Kaizen work with different organization with quality of well organized assembly and store and cellular flow design for the production, we uses quality tools which reduce spinning and weaving rejection. - PowerPoint PPT Presentation
Transcript of Full Factory transformation- kaizen
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Discrete/ AssemblyLakshmi Machine Works: Full factory transformation
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Assembly & Stores - Before Kaizen
Assembly & Stores - After Kaizen Results
Logistics - After Kaizen
Inventory in open space
Multi-storey stores overfull with Inventory
Cluttered Assembly
Reorder of items through Kanban
Supermarket – Controlled Inventory
Organized Assembly
Internal logistics by Mizusumashi
Mini Super Market in production
Suppliers connected by Milkrun concept
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Discrete/ AssemblyMilton Plastics: Full factory transformation
2
Assembly & Production - Before Kaizen
Assembly & Stores - After Kaizen Results
Multiple Operators- Single function
Sitting operations in assembly lines
Large lot Production
Production - After Kaizen
SMED – Change over in 90 sec
Improvement of machines
Small lot production
Kanban – Inventory reduced from nose level to knee level
Single Operator Multi-functional
Standing operations in assembly lines
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Discrete/ AssemblyBiocon: Productivity improvement in Manual packing line
3
Unbalanced line- Before Kaizen
Re-arrangement of manpower by balancing the line
Balanced line & Rejection analysis for reducting rejects
Results
Activities which exceed Takt time (0.84 sec) is managed by material handler effort to maintain balance
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Discrete/ ProductionZydus Cadila: Expansion of Tablet facility (Cellular Flow Design)
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Plan with Conventional Design (Old facility) Paradigm Shift from Conventional Design to Cellular flow design
Cellular flow design (For expansion of tablet facility) Results
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Discrete/ ProductionZydus Cadila: Full factory transformation
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Cycle time reduction (Lyophilization) Increase of machine capacity
Workstation for Vaccine R Packing line Egg Processing Capacity & Recovery
Cycle Timereduction from 48Hours to 34 Hours ProcessingCapacity increasedfrom 0.45 MillionVials to 0.81 MillionVials per month
Old
New
Before = 85 doses/ man-hour
After = 120 doses/ man-hourImprovement= 30%
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Discrete/ ProductionMahindra Conveyors: Early Management for New plant layout
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Early Management Event Structure – 3 Phases Capacity Planning & Team designing the new Layout
Current State Mapping & Future State Mapping (Bucket Elevator Value Stream) Results
CSM
FSM
Layout Pictures
Parameters Old Layout New Lean plant layoutTotal Lead Time (Bucket Elevator) 230 Days 108 DaysProduction TPT (Bucket Elevator) 95 Days 52 DaysProduction TPT (Flow Conveyor) 60 Days 38 DaysSpace Used 9,000 sq.m 7,500 sq.mInventory - Raw Material (INR) 89 Lacs 51.6 LacsDistance Travelled (Bucket Elevator) 12 KM 1.8 KMDistance Travelled (Flow Conveyor) 10 KM 1.3 KM
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Discrete/ ProductionReliance Industries (Textile): Flow in Mending
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Value Stream Map for improving the flow in Mending 5S at Maintenance room
5S & Quality tools (DOE) – Reducing Spinning & Weaving rejections Results
Before After
Before After
Corrugated sheet leading to poor suction in scrubber
Improper storage of reeds
Corrugated sheet not used while setting the scrubber
5S in Reed storage area
After
Before
After
Before
Unnecessary items. Dirty work areaVery poor housekeepingSpace created, racks arranged Proper arrangement - Tools & belts
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Discrete/ ProductionSandvik: Implementation of TPM
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Machines – Before Autonomous Maintenance Improvisation of Hard to Clean, Lubricate, Inspect & Tightening areas
Machines – After Autonomous Maintenance Results
AfterBefore
AfterBefore
Feed carriage inside – Hard to Clean
Belt drive – Difficult to inspect
Use of transparent door to inspect
Use of special cleaning tool
Annealing tank with abnormalities
Cellar area – Untidy, Dirt etc.
Contamination - Splattering
Annealing tank localized from Dirt/ Dust
Clean cellar area
Localization of Contamination
