Client
:- |
Manufacturer
of Moulded Rubber Parts, Rouen, France |
Situation
:- |
Part
of a major multi-national; employing 1500 people on site. Product in question
running at –35% PBIT and not improving. |
Objective
:- |
Review
the process and make changes to bring the product to at least breakeven. |
|
Proposal
:- |
Analyse
the line to establish current rate of production versus customer demand
(TAKT). Establish process and working inefficiencies and determine the
optimum layout and methods to improve. |
Approach
:- |
HOSCA
recommended setting up a multi-discipline, multi-level team from the area
and support services. The team were trained to analyse and determine best
working methods themselves in order to ensure ownership and commitment
to any proposed solutions. |
|
Outcome
:- |
The
team spent 5 days reviewing and measuring various aspects of the operation
including: |
|
- TAKT time
- Process methods
- Line Balance
and Total Loss
- Ergonomics
- Operator flexibility
|
|
The
recommendations were accepted totally and implemented over a 30-day period. |
|
Benefits
:- |
Aspect |
Before |
Target |
Actual |
Overall PBIT |
-35%
|
0%
|
+3%
|
Output per
man-hour |
20.6
|
28.7
|
27.4
|
Scrap |
10%
|
10%
|
8.5%
|
Distance part
travelled |
37.5m
|
5m
|
5m
|
Space Used |
295
sq.m
|
295
sq.m
|
180
sq.m
|
Total
Directs in Area |
31
|
17
|
18
|
|
|
Further
:- |
The above
measures were taken 6 months after the activity. Subsequent to the activity,
the team progressed to implement Kanbans and reduce lineside stock by
65%. Support services were incorporated into the formed cell and are now
able to react instantly to problems as part of the overall team.
|
|