|Manufacturer of Aluminium Cylinders, California, USA
Part of a UK-owned multinational organisation; employing 1100 people on site.
As part of an overall "Becoming World Class Programme" designed for the client by HOSCA, the area requiring focus was the Paint Line and Packing Operation. As other areas were made more effective, this part of the line was then incapable of keeping up with production rates required to satisfy demand over 6 working days per week.
|Review the paint line and packing operations to make changes that would balance production within 6 working days as union issues prevented 7 day working from being an option.
Analyse the line to establish current rate of production v. customer demand (TAKT).
Establish process and working inefficiencies to determine any proposed method and team improvements.
|HOSCA recommended analysing the paint and pack areas with a combined team from both these areas. The team consisted of operators, lead operators, a supervisor and an engineer.
|The team spent 4 days analysing the current operation including:
|The recommendations were accepted and implemented over a 3-month period as it involved moving both paint and pack operations.
|Through a line reconfiguration together with standardised working methods and training the end results exceeded expectations, with:
|Upstream projects in other areas have resulted in:
|The organisation has now embarked on a global programme that they have called "Setting the Standard Worldwide"