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Homesafe Group - Increased Output and Quality whilst Reducing Costs
Background
This coupled with the introduction of two new product lines and the failure to embrace a Lean thinking approach was stretching the company resources to breaking point.
Objectives
A project was initiated to address the company's concerns. Initially three areas were identified as causing the majority of the problems. These were then targeted on an individual basis. One of the areas identified related to the Door Frame Manufacturing section.
Traditionally this area's output was around 90 units per production shift (dependent on the product mix)
giving a Takt time (a measure and description of the rhythm and pace of work) of five minutes per unit. This is calculated as the available time divided by customer demand. Anything over and above this was done on overtime which then incurred premium rate of pay. However with the increase in orders a Takt time of 3.2 minutes was required.
The improvement activity was initially greeted with a fair amount of scepticism within the target area. The problem was viewed as belonging elsewhere in company. At the start of the project, the team wished to maintain the status quo, and tended to try and deflect the issue by concentrating on the unusual rather than the routine. This was overcome by developing the team and encouraging them to focus on the reality of the day-today- work, the importance of satisfying the customer and developing an understanding of QCD.
Our Approach
A series of dedicated workshops were held with a group of volunteers (mainly team leaders) who took time out from the normal working day to solve the capacity issue. The workshops were structured to give some underpinning knowledge of tools and techniques used in the introduction of Lean/Best Practice principles, with the focus on learning by doing.
To ensure sustainability in working practices the following steps were put in place:
The output of the team was measured in two ways:
1. Success of the project against the business requirements
2. Success of the individual(s) - this was measured against the satisfactory completion of an approved Business Improvement award
The company benefited by having a number of issues addressed by up-skilling the team to enable them to deal with problems proactively. Team members received recognition through achieving a nationally recognised award.
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Background
"... the improvement activity was initially greeted with a fair amount of scepticism within the target area ..."
Our improvements specialist worked with a client who is a sector leading, high volume UK based supplier of exterior doors to both social and private housing projects. Due to an increase in orders the company was now experiencing difficulties in meeting the required turn round time in some of its
production areas.This coupled with the introduction of two new product lines and the failure to embrace a Lean thinking approach was stretching the company resources to breaking point.
Objectives
A project was initiated to address the company's concerns. Initially three areas were identified as causing the majority of the problems. These were then targeted on an individual basis. One of the areas identified related to the Door Frame Manufacturing section.
Traditionally this area's output was around 90 units per production shift (dependent on the product mix)
giving a Takt time (a measure and description of the rhythm and pace of work) of five minutes per unit. This is calculated as the available time divided by customer demand. Anything over and above this was done on overtime which then incurred premium rate of pay. However with the increase in orders a Takt time of 3.2 minutes was required.The improvement activity was initially greeted with a fair amount of scepticism within the target area. The problem was viewed as belonging elsewhere in company. At the start of the project, the team wished to maintain the status quo, and tended to try and deflect the issue by concentrating on the unusual rather than the routine. This was overcome by developing the team and encouraging them to focus on the reality of the day-today- work, the importance of satisfying the customer and developing an understanding of QCD.
Our Approach
A series of dedicated workshops were held with a group of volunteers (mainly team leaders) who took time out from the normal working day to solve the capacity issue. The workshops were structured to give some underpinning knowledge of tools and techniques used in the introduction of Lean/Best Practice principles, with the focus on learning by doing.
"... the team now feel
confident to lead their
own improvement
projects, and a platform
to develop ideas for
improvement has been
established within the company ..."
As a result of the workshops a series of actions were implemented:
confident to lead their
own improvement
projects, and a platform
to develop ideas for
improvement has been
established within the company ..."
- Flow process and line balance activity was carried out to identify shortfalls and system failures.
- All tasks timed to ensure the agreed Takt time was achievable
- Two tasks fell outside required Takt time:
- Type of retaining screws changed
- The method of fitting reinforcing changed
- Relay area to improve product flow
- A reduction in travel time
- Improved visual management
To ensure sustainability in working practices the following steps were put in place:
- Standardised working procedures
- Introduce formal job training and shop floor operating procedures and skillsmatrix
- Introduce hourly performance measures to ensure improvements were being sustained
The output of the team was measured in two ways:
1. Success of the project against the business requirements
2. Success of the individual(s) - this was measured against the satisfactory completion of an approved Business Improvement award
The company benefited by having a number of issues addressed by up-skilling the team to enable them to deal with problems proactively. Team members received recognition through achieving a nationally recognised award.
- Increased output from 85 units per day to 138 units per day
- Single piece flow rather than batch production.
- Quality up from 93% right first time to 98.7% right first time (sustained for three months)
- Reduced staffing in area by one (natural wastage)
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