May 11, 2015 Case Studies, Lean Manufacturing Background The client company is a provider of advanced composite materials and technologies. Having previously applied the principles of 5S in other areas of the business and seen operational and efficiency improvements, they wished to further apply the approach in an attempt to sustain a culture of continuous improvement, while using a successful, standardised and structured approach. The Challenge The company are making a transition from the traditional manufacturing model and have a vision to become a leaner organisation. With the acknowledgement that their employees are the only people that can bring the change required, the managers of the production area agreed that it was necessary to educate them in one of the foundation tools of any lean business. Although some of the workforce had heard of 5S before, not all necessarily had the understanding that 5S transcends beyond a ‘housekeeping exercise’ and does in fact underpin a profitable organisation and a lean culture. The Objectives To upskill and ensure team members have an understanding of the 5S principles and how to apply them to their working environment using a structured approach. The Solution Following the traditional ‘learn by doing’ approach, Industry Forum developed two 1 day 5S workshops that consisted of a mix of theoretical training, a short example and practical activity. The team were led through the 5S teach point and played the ‘numbers game’ before carrying out a assessment of the current 5S condition in their target areas. The 5S numbers game is a simple but practical example that presents the 5S concepts to the team and demonstrates how to practically apply it. This interactive example clearly highlights the efficiency improvements that can be gained by applying 5S. All participants then went into the target area and worked together to remove all unnecessary items from the area (Sort) and arranged the work space to ensure that it was safe, organised, and promoted an efficient, clean workplace (Simplify). Coaching was given to the team to develop visual standards in the form of 5S checksheets (Standardise) to help maintain the standard of the activity and guidance on how to sustain 5S across the organisation (Sustain). The Benefits Improved visual management in the target areas means teams can easily and quickly identify abnormal conditions and act on them before they manifest into major issues. All excess consumables were returned to stores, freeing up valuable space lineside and reducing the clutter. Items are now easier to find in the area. Better organisation in the target area(s) means that the team can ensure time isn’t lost searching for key equipment and materials. Identification of overproduction and countermeasures put in place to eliminate it. This led to a reduction in inventory. Obsolete plant equipment removed from area. This not only decluttered the area, but also meant that essential items could to be stored closer to point of use, and improved safety. The Customers View “With the help from Industry Forum, we as a business have learned the key principles of 5S. This training has helped our business successfully implement 5S within our busy production facility. We now have a structured and standardised approach to 5S”. Neil Worthington, Production Manager Reference File: Download case Study (pdf format)
March 31, 2015 Case Studies, Lean Manufacturing Background The client is a major supplier in the automotive industry. They develop and produce mechatronics systems for vehicle doors and seats as well as electric motors. Within an organisation of over 50 locations across the globe, the UK division has seen phenomenal growth in recent years. With this growth set to continue, the client has recognised the need to drive key skills across the organisation. They have embarked on a major training programme, creating a brand new training school and training over 400 members of staff to date. A critical tool for both daily management and process improvement is problem solving. The client approached Industry Forum to provide practical problem solving training based around the 8D principles, as part of a larger ‘core tools’ quality systems training package . The Objectives As well as upskilling the employees in problem solving techniques and the use of their problem solving documentation, one of the key course objectives was to begin to break down some cultural barriers. The training would need to demonstrate why a structured, team based approach should be adopted when carrying out problem solving activities and also highlight the reasons why constantly operating in ‘firefighting mode’ is not sustainable in the long term. The Industry Forum solution Industry Forum ran three one day workshops for delegates who were trained in the 8D approach to problem solving. To help bring the training to life, Industry Forum used a simple but technical simulation to demonstrate the different stages of effectively solving a problem. In this simulation, delegates are presented with a pot of ‘faulty’ pens which they need to analyse and investigate using the problem solving techniques to get to the root cause. During the course, the teams have the opportunity to define the problem by creating pie charts, pareto charts and process maps, brainstorm solutions using Ishikawa (fishbone) diagrams, use 5 why analysis get to the root cause, and evaluate potential permanent actions. As the client had already developed their own standard 8D templates, Industry Forum worked with them to integrate the documentation into the training. This early alignment enables delegates to apply their learning to future problems in a standardised way. Delegates are able to use the documentation developed during the training simulation activity to provide a route-map when they commence activities on live problems. Results Thirty six people were given a levelling understanding of 8D problem solving. To ensure the training was then applied in the workplace, teams were set real business problems to solve. They were given a timeframe to use the 8D techniques learned to identify and eliminate the root cause of the problem. The Problem Solving course was part of the Core Tools Training, a quality focussed system, for which upon passing a written exam, delegates receive Certification from the SMMT, the IATF approved oversight office in the UK. Need 8D Problem Solving training for your organisation? Find out more The customers view “I will be able to take a far more active role in problem solving and managing an 8D process” Production Supervisor “The course was well planned and structured. Team work was encouraged and well executed throughout the course” Industrial Engineer “I am glad it was a cross functional session, not just the quality department.” Quality Engineer “This course will allow me to follow the correct process and broaden my solutions to problems rather than focus on just one.” Quality Engineer “The course exceeded my expectations. It was well paced and enjoyable and will help me to resolve problems in my area.” Supervisor Reference File: Download Case Study (pdf format)
March 10, 2015 Case Studies, Lean Manufacturing Background The client is a supplier to a large ‘off highway’ OEM. As part of a commitment to developing their supply chain, the OEM and client have embarked on a major long term strategy that aims to support research and development, skills training and capital investment. The Challenge To potentially develop and win new business, the client needs to improve quality performance and operational control. As a business that has used parts of various lean tools in the past, the company Director acknowledged the need for an improvement programme by stating: “By working on lean manufacturing techniques we can make our supply more attractive to customers.” The Objectives To educate key members of the business in the lean tools and techniques which will enable them to cascade this knowledge throughout the business. Team members must include senior managers as well as operatives. The Industry Forum Solution Industry Forum developed a 6 day up-skilling programme that was split into three sets of two day blocks to accommodate the operational challenges of the business. Phase 1 After capturing expectations, the team dived into data collection and analysis. Once the information they needed to be able to manage the business was rationalised, the team drafted a visual management board which showed how the information was to be displayed. The team then went through a structured approach to 5S Workplace Organisation in their chosen focus area. Phase 2 Lean tools covered in this phase included Waste Identification and Analysis. Once educated on what the 8 Wastes are, the team then went out into their focus area and identified the wastes they could see, and came up with solutions on how to eliminate them. Having identified, from the first phase, that there was an issue with unclear roles and responsibilities within the organisation, Industry Forum ran a micro workshop that aimed to focus the team on thinking about who is responsible and accountable for which processes within the organisation. This was then presented to the entire management team. Phase 3 Over the course of a day, the team went through the 8D approach to problem solving and used it to get to the root cause of a real problem they were experiencing in the business. To round off the programme, the team covered change management and sustainability. This section was included to give the client the best possible chance of success in the future. The Benefits All team members stated that after the training they felt comfortable in continuing the roll out of the lean tools and techniques across the business. Using the Plan-Do-Check-Act methodology, the company now hold daily reviews around the visual management board created during the programme. This enables key stakeholders to manage the business better and to react if performance falls below target levels A 5S roll out plan was devised and a 5S champion allocated. The Customer’s View Dave Sharratt, Quality Manager “The hands-on application of the continuous improvement course was delivered in a structured and professional manner. It was great to be hands-on getting dirty rather than sitting in a classroom for hours.” Reference File: Download Case Study (pdf format)
May 16, 2014 Case Studies, Lean Manufacturing A case study in the introduction of lean training for employees. Background Formed in 1955, and privately owned since 2000, ELE Advanced Technologies (ELE) located in Lancashire, specialises in non-conventional machining for aerospace and land based industrial gas turbines. They also produce precision components for the automotive industry. Key customers include Rolls-Royce, Siemens and Alstom. UK operations currently employ 100 people on a 3.6 hectare site and their plant in Slovakia employs 50 people. The Challenge ELE wanted to engage their employees in the improvement process and to increase sustainability while at the same time giving their entire workforce an overview of the concepts and benefits of continuous improvement. Particular focus was required on one piece flow, smaller batch sizes, 5S and workplace organisation. The Objectives The aim of the Lean Awareness training was to give all employees an appreciation of the impact that lean tools and techniques have on profit and cash flow in the business. The Industry Forum Solution The Industry Forum training programme was facilitated through the use of the ‘Plug Production System’, a simulation activity designed for small teams that combines the practical application of lean tools and techniques with the theory behind it. Through ‘manufacturing trials’ within the game, teams identified wastes such as poor flow, workplace organisation, material presentation and layout. The session also highlighted the connection between the teams’ performance and that of the external supplier, illustrating the need for the whole value stream to be able to achieve the target output rate and operate at ‘Takt time’. The Customer’s View “We had a need for Lean training on waste reduction and the 7 types of waste and we approached various lean training providers for ideas on how to give a taster on lean thinking to the entire workforce. Over the course of two weeks, Industry Forum led the entire workforce through half day training sessions from which they gleaned an understanding of the 7 wastes, especially overproduction, excessive inventory, line balancing and defect reduction. To spice things up a little, a leaderboard of profits or losses incurred was collated, with the winning team receiving recognition! I have no hesitation in using Industry Forum again and cannot fault the service we have received.” Peter Calderbank, Operations Director, ELE Advanced Technologies Reference file: Download Case Study (pdf)
May 16, 2014 Case Studies, Lean Manufacturing Improving assembly processes through the application of lean manufacturing. Background Leyland Trucks manufactures the full range of DAF Trucks, from 7.5 to 44 tonnes, at its facility in Leyland. All vehicles are produced on one line at a rate of 20,000 per year. The facility operates in line with the Paccar Production System (PPS) and Leyland Trucks is one of the best performing assembly plants within the Paccar family. In addition, Leyland Trucks has a Queen’s Award for Enterprise, has won the IMechE MX award in two consecutive years, and has recently been awarded the Bronze Shingo Award. Leyland Trucks can demonstrate strong continuous improvement, grounded in Six Sigma, and the company is striving for new ways to improve its business. The Challenge Leyland Trucks wanted to target productivity and quality improvements of a minimum of 10% by implementing advanced lean manufacturing mentoring. The Objectives With the largenumber of vehicle specifications and options, maximising efficient production is a significant challenge, from both an assembly and material flow perspective. Leyland Trucks wanted to create a template for theenhanced, sustainable deployment of advanced lean techniques within the Paccar Production System. Specific assistance was sought in the facilitation and mentoring of staff in key aspects such that they could roll out the techniques across the facility. The intention was to enable a dedicated team to support this project, with specific mentoring support in work standardisation, 5S, visual team processes and lean material flow. The Industry Forum Solution The programme received funding assistance and advice from the Northwest Automotive Alliance (NAA) Business Excellence (BE) programme and was delivered by SMMT Industry Forum Ltd. The activity focused on the identification and elimination of waste from manufacturing operations in a specific cost centre with a team of 11 operators. The project was resourced by Leyland Trucks to include five permanent team members from different areas of the business to provide a broad range of knowledge and abilities. The time period for the improvement activity was set at 40 days to provide sufficient time to complete all the phases and to maximise operator involvement. Key objectives of the activity were: Improve visual management Create standardised work Have an impact on key metrics – Defects per Unit, Inventory Accuracy and Truck Hours Implement a 5S standard Sustain the changes The Customer’s View The activity successfully implemented changes within the cost centre, achieving improvements in all of the key objective areas. An important outcome of the activity was the implementation of a cost centre team board to present and record information relevant to the team. This became a focal point for the team and has been extended to other cost centres in the business. The outcomes of the project included improvements in the following areas: defects per unit for air conditioning assignment; process time for radiator assembly; inventory accuracy – by part location and by quantity. In particular, a focused improvement on the assembly process for clutch pipe assignment and the reduction of waste brought about a 25.9% decrease in the number of reported defects. John Keegan, PPS Co-ordinator, Leyland Trucks Ltd “The support from the Northwest Automotive Alliance (NAA) Business Excellence programme has enabled Industry Forum to work with and our team to implement practical, common sense solutions, which have resulted in significant outcomes in a number of areas such as a reduction in defects and improvements in productivity.” This case study has been produced with the kind permission of Leyland Trucks Ltd & The Northwest Automotive Alliance All information in this document is copyright of Industry Forum © 2013 Reference file: Download Case Study (pdf)
