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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.
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Lean Enterprise:
Kore 10 Tips
Example of a
Truly Lean Value Chain
Most Notable Impact
A number of space and time utilization
improvements
were achieved.
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Kaizen
Mindset
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Radical Improvement (Kaikaku):
10 Tip
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 program.
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
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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 programs led to gains in product quality.
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Implementing Kaizen:
7 Conditions
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