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Kaizen Blitz 5S salvagnini Nov 2011

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Kaizen Blitz 5S on Salvagnini machine.
Using Lean Six Sigma to improve team relations and morale. When is a people problem really a process problem?

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Kaizen Blitz 5S salvagnini Nov 2011

  1. 1. Kaizen Blitz: 5S on Salvagnini machine Alan Magner Monday 14th November, 2011 Contact: alanmagner@variancereduction.com
  2. 2. • 1-day event to improve housekeeping at the Salvagnini in the Sheet Metal Shop Agenda  Improve the housekeeping of tools to improve productivity and reduce risk of damage to tools & equipment Target  All tools have a designated place, and are kept in their place  Reduced risk of damaged tools & equipment  Reduced frustration across shifts Results  Nigel Welsh, John Shiu, Ariel Calderon, Dung Nguyen Involved
  3. 3. Problem Statement • Lost time searching for tools • Risk of missing tools being left inside Salvagnini – possible maintenance expense • CLAs are expensive precision tools – risk of damage in storage • Frustration in team across shifts – caused by poor housekeeping Before After Action • 1 day kaizen blitz to improve safety – using 5S principles to improve housekeeping and employee engagement to sustain the changes
  4. 4. Before: where are the tools? Problem Statement  Tools are stored in cabinet, no clear organisation of tools – takes time to find  Tools have been left inside Salvagnini – poor housekeeping Action  Shadow boards attached to trolley – tools located at point-of-use, and efficient use of space  Easy to see when all tools have been returned and not left inside machine After: Shadow boards
  5. 5. Before: Precision Tools at risk of damage Problem Statement  CLAs are precision tools for inside Salvagnini – risk of damage when stored in tote bin  Damaged CLAs can cause quality problems & machine performance Action  Standardised storage of all 8 CLAs to give each one a secure storage place  Standardised storage of spot-welding consumables After: Dedicated storage to protect CLAs
  6. 6. After: Space utilised well Problem Statement  Clutter removed from workspace – improved visuals for tool storage  Tools stored at point of use – efficient for operators Action  Simple, quick, low-cost change  Ideas have spread to other areas – Amada machine operators have designed own shadow boards – standardised across 2 machines and 2 shifts After: Tools labeled on shadow boards
  7. 7. CONFIDENTIAL © 2015 Variance Reduction International, Inc. (VRI) 7 Variance Reduction International, Inc. T: +1.909.702.8546 Toll Free: +1.855.VRI.MBB1 E: info@variancereduction.com Corporate Headquarters USA Variance Reduction International, Inc. 9595 Six Pines Drive, Suite 8210 The Woodlands, TX 77380, USA office: +1.909.702.8546 Australia Variance Reduction International, Pty.Ltd. Level 17, The Ark, 40 Mount Street, North Sydney NSW 2060, Australia office: +61.1300.875.095 Indonesia Variance Reduction International, Inc. The Green, Cluster Vineyard Blok EA9/2 BSD, Tangerang Selatan, Indonesia 15327 office: +62.815.8560.8650 Pakistan Variance Reduction International, Inc. B 259,Block 15, Gulistan e Jauher, Karachi, Pakistan office: +92.21.34012228 Redução de Variância de Angola Lda (RVA) Variance Reduction International, Inc. Sector B, Quarterio # 4, Municipio De Samba, Luanda office: +244.222.003.331

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