This document summarizes process improvements made from 2013-2014. Key points include:
- Improvements to the IDC pick process reduced time per line item by 132% and improved order accuracy and on-time delivery.
- Additional focus areas showed improvements such as a 56% reduction in flexo press spoilage and a 16% increase in efficiency.
- Total estimated savings from all improvements across IDC, flexo, onsite and new carton designs was over $171,000.
Some of the case studies of our implementation as Lean, TQM, TPM, Six Sigma consultants in sites across India, Sri Lanka, Dubai, Saudi Arabia.
Case 1 – Industry: Material Handling equipment Manufacturing
Business Case : Not able to meet Customer demand on delivery time, due to constraint in fabrication. This resulted in adopting build to stock policy which added to inventory, last minute design corrections and rework costs
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
Some of the case studies of our implementation as Lean, TQM, TPM, Six Sigma consultants in sites across India, Sri Lanka, Dubai, Saudi Arabia.
Case 1 – Industry: Material Handling equipment Manufacturing
Business Case : Not able to meet Customer demand on delivery time, due to constraint in fabrication. This resulted in adopting build to stock policy which added to inventory, last minute design corrections and rework costs
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
In this presentation we are showing Highlights of Kaizen Lean Assessment Audit. For more information visit: https://in.kaizen.com/consulting/kaizen-lean-consulting.html
Kaizen Institute India shared the latest development & trends related to Operational Excellence at this conclave - Kaizen incorporates a variety of techniques and principles into the overall culture and philosophy of improvement–improvement as a way of life, rather than the application of isolated techniques.
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
In this presentation we are showing Highlights of Kaizen Lean Assessment Audit. For more information visit: https://in.kaizen.com/consulting/kaizen-lean-consulting.html
Kaizen Institute India shared the latest development & trends related to Operational Excellence at this conclave - Kaizen incorporates a variety of techniques and principles into the overall culture and philosophy of improvement–improvement as a way of life, rather than the application of isolated techniques.
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
IMPROVING OSH & PRODUCTIVITY OF RMG INDUSTRIES BY IMPLEMENTING LEAN TOOLS AN...Karina Islam
The garment industry has played a pioneering role in the development of industrial sector of Bangladesh. The RMG sector is expected to grow despite the global financial crisis of 2009.As China is finding it challenging to make textile and foot wear items at cheap price, due to rising labor costs, many foreign investors, are coming to Bangladesh to take advantage of the low labor cost. Though Bangladesh produces garment with lowest cost but poor productivity. To survive and prosper in today's economic times, companies can no longer manage using financial measures alone, they have to track non-financial measures also such as customer satisfaction, brand preference, speed of response, employee satisfaction etc.Productivity can improve by applying lean tools like- 5s, JIT, Muda, Root Cause analysis, KPIs, VSM. For improving the ultimate productivity OHS of RMG sector of Bangladesh should be improved. In Ready Made Garments (RMG) sector of Bangladesh, the employees represent an organization's biggest and its most valuable asset. The company's productivity, and ultimately, its profitability depend on making sure all of its workers perform up to their full potential. This paper summarizes that how KPIs analysis improve productivity and OHS of RMG sectors. Appropriate indicators are first selected for KPI scoring then simulate the scores with the help of Adaptive Network-based Fuzzy Inference System (ANFIS) and finally illustrated how KPIs impacts on overall productivity.
2013-2014 two year project and savings summary rev
1. 2013 – 2014 Two year Process
Improvement Summary
1 2013
2013 – March thru September– SubjectBuildingThree FinishedGoods/IDC – Pick time per line item
reducedfrom 6.67 minutesto 2.87 minutes132% improvement,38% improvementorderaccuracy
from 69 to 95 %,on time deliveryfrom69% to 99.67% a 42% improvement
Finishedgoodsbecame myfocal pointasdirectedfromKevinCampandRichardBurke due to its
consistentfailuretobe efficient,deliveryorderstimely,andaccurately.
Initial Status – Before
o 69% orderaccuracy
o Average picktime perline item6.67minutes
o 70% ontime shipment,withshipmentsconstantlybeinglost
o Noticeable lackof structure anddiscipline
o No organization
o Lack of leadership
o Limitedknowledgeof systemandprocesses
September–Afterandhas continuedtoimprove
o 95% errorfree
o Average picktimesperline item2.87minutes
o 99.67% on time delivery
Improvementsmade
o One weektrainingwithrepresentativefromManhattan
Due to havingthe properknowledge retrainedall employeesonpropersystems
and functions
Leadershiptrainingfornew andcurrentmemberstobettermanage dayto day
workrequirementsandpeople
o Implementationof grouppickingtoincrease orderpickingspeedandaccuracy
o Removedwrongpeople,andhire the rightpeople
o Warehouse binrestructure andorganizationof racks – improvedworkflow and
increasedavailable space
o Implementationof 5S
o Createdandimplementedordercompletionshipped
Createdautomatedspreadsheettouse barcode scannerto verifyeachpull
ticketas the orderis boxedandplacedonthe skidfor pickup,reduced“lost
shipments”98%.
2.
September–leftIDC,Chris continuedfocusandimprovementscontinue.Movedfocusto
Onsyte department.Initial immediateneedsuccessof D W hot stampjob,single largesthot
stampjob foreach yearoverone milliontags.
o Learnedhotstamp equipmentinordertotrain necessaryemployees
Trainedfouremployeesone tempandthree full time employees
Completedsuccessfullywithinrequiredtime frame
Creatednewmethodtodocumentitemsproduced
Creatednewdocumenttosimplifyandreduce dataentryinshipping
Excel documentthatdoubledasa shiplistandcalculatedtoensure we
producedeachversioncompletely.
Begantrainingof Onsyte leadership
Before
o Limitedknowledgeof Monarch
o Poortime management
o PoorCommunication
After
o FunctioningeffectivelyandIndependentinMonarch
o Dailytaskschedule processcreatedtoimprove time
management
o Improvedcommunicationtoscheduling,sales,management
hourly rate 10.50$
Avegage lines/ order 3.50
Orders from 3/1/13 to 12/31/13 14718.00
mins/line
min/ line in
hours
Avg mins/order
based on avg
lines
Avg time
per order
hours
Total time
mins
Total
Time
Hours Total Cost
Before 6.67 0.11 23.345 0.389083 343591.71 5726.529 60,128.55$
After 2.87 0.05 10.045 0.167417 147842.31 2464.039 25,872.40$
Variance/Savings 3.8 0.063333333 13.3 0.221667 195749.4 3262.49 34,256.15$
Average time to correct order/min 15
Order Accuracy Correctly Sent Incorrect Sent
Total time
correcting orders
Cost
Correcting
Orders
69% beginning 10156 4562 68430 11,975.25$
95% after improvements 13982 736 11038.5 1,931.74$
Savings 10,043.51$
3. 2 2014– CONTINUED FOCUSINONSYTE,ADDED NEW FOCUS IN FLEXO
Onsyte
o Introducedandtaughtbasics of 5S
o Removedwrongpeople
o Hot Stamp
Initiatedconceptforvariable speedmachine –to improve qualityandreduce
waste
Beganwithone machine,byendof 2014 all three machines
Creatednew make-readyprocess
o reduce make readytime by20%
o Reduce wastedstockby50%
o Initial jobtestedwas2014 D W
25% reductioninlaborcostsavingson thisjobalone in
labor$1600
Reduced runand make readywaste due to improved
machine designandmake-readyprocess
D W estimatedrun/make-readywaste was11% of job
basedon twopreviousyear’sdatatotal of 159500 tags.
Actual run waste 67500, able to add92000 tags to IDC
inventoryforfuture catalogsales,sale price of $1847.36
for all returned
Createdandimplementedproductiontrackingcalculator/documentfor
employeestoknow dailyproductiontargets,andtrackhourly
production
Createdandimplementedsignoff documentprocesstoensure quality
and accuracy of productfor eachjob.
o Perforators
Standardizedoperationof machines –reduceddowntimeandimprove quality
Onsyte Savings
16% improvement in efficiency
Total produced pieces 2014 101,367,164
This year 2014 efficiency 75
Last year 2013 efficiency 69.54
Est Run hours 6973.98
Hours 2014 8578
Hours based on prev 2013 eff for 2014 est hours 9098.25
Variance hours 520.25
Hourly Rate 10.50$
Cost run hours 2014 90,069.00$
Cost run hours for 2014 based on 2013 efficiency 95,531.67$
Savings 5,462.67$
4. Standardizedworkcells
Standardizedtrainingtoreduce trainingperiod
Createdandimplemented productiontracking calculator/documentfor
employeestoknow dailyproductiontargets,andtrackhourly
production
Createdandimplementedsignoff documentprocesstoensure quality
and accuracy of productfor eachjob.
o Flexoand Sanki Presses – 56% overall reduction inspoilage,increase in efficiencyof
16%
Dollar Savings for 16% increase in efficiency –FlexoPress
Spoilage Dollars Saved2014 –
2013 spoilage $12928.35
2014 spoilage $8337.11
Savings versuspreviousyear $4591.24
o FlexoManager Role and salary removedfor past 15 monthscost ofthis salary has
beensavedand will be moving forward. Savings of $75,000.
Make-readyreductioninSanki press
Addedone additional setof shaftsandgearstoreduce make-readytime
o New gearsreducedqualityissuesaswell inregistration
Sanki run andrepairimprovements
Reviewedandtrainedoperatorsonpropersetupof deliveryfingers
o Belttension
o Bearings
o Gear setup
Flexo Press Only Savings
16% improvement in efficiency
Total produced pieces 2014 28,467,654
This year 2014 efficiency 77.31
Last year 2013 efficiency 66.65
Est Run hours 5051.96
Hours 2014 6214.41
Hours based on prev 2013 eff for 2014 est hours 6744.37
Variance hours 529.96
Hourly Rate 18.50$
Cost run hours 2014 114,966.59$
Cost run hours for 2014 based on 2013 efficiency 124,770.78$
Savings 9,804.20$
5. Deliveryfingersare 90% of Sanki downtime incorrect
torque and tensionwere the causingconstantfailures
of these part.Rootcause wasimpropertraining.
Organized,Sorted,PlacedinBins,andlabeledall sanki parts
o Sanki parts were keptinnostandard setup andin three
differentareaswithverylittle organization.
o Many parts had beenorderedmultipletimeswithsome
exceeding50 of a single skudue tolackof organizationtyingup
dollarsinparts onhand and continuallyorderingbecauseitwas
not knownwhatwason hand.
3 2014OTHER AREA IMPROVEMENTS
WorkedwithRB to reduce make-readyforsheetfed,created,implemented,andmaintained
effectivetrackingmechanismwithspreadsheetwhichprovidedinsightintowhere the issues
were andthe progressbeingmade.WorkedweeklyJanuarythroughMarch withthisdata.
Createdtwoimprovedbox designsforthe twoprimaryhort tag boxes( HP166 and LOWBOX2)
o Newdesignwasinitiallytoaccommodate fornew L37 tag. Duringthe process I tookit a
stepfurther,the outcome wastwoimprovedboxesinsteadof justone new box.
Resultsfornewbox designs
Rightsizedfit,noun-necessaryspace frompreviousdesignsimproving
stabilityof productbeingshippedreducingpotential damage toproduct
or rubberbanding.
Newsizesalsoyieldmore perboxesperskidbothinshippingto
customerand toIDC inventory.
o HP166 – 23% improvementinskidyield
36 more boxesperskidon live ordershipments
24 more per skidto IDC
o LOWBOX2 – 16% improvementinskidyield
24 more per skidinbothordersand to IDC
Reducedoverall space requirementsin IDC
o Savingsof 32 skidsgoingto IDCfor Lowesannually
o Labor Savings $2400 inmovingskidstobins
Reducedshippingcostsinlive ordersdue tooverall skidpertruck
reduction.
o Cost of $491.52 perskidshipped
o Skidreductionof 50 peryear
o Savingsof shipmentcostandactual skidcost total $24976
Fulfillmentjobsetupteamproject
6. o As part of the projectto have fulfillmentsetupteamstomanage incomingproductina
similarfashiontoIDCI participatedinprovidingthe following
Creatingandimplementingtrackingspreadsheet forsetup timesandstepsto
helpidentifyareasof improvementandtrackimprovementsmade
Createdlivingautomatedexcelvirtual warehousespreadsheettohelpmanage
productcomingintofulfillment.
Binlocationswere created inbuildingone
Trackingspreadsheetwasthenusedtoenteritemsstaged
Wouldinformyouwhenyouneededtopull item
Wouldinformyouwhenitemswere complete
Providedliveupdatesandvirtual floormapof available space for
effectiveplanningandspace utilization.
Helpedtolaygroundwork forevolvingintousingScale
Summary
o
Total Savings 2013 and 2014 Fiscal Year
IDC Project 44,299.51$
Flexo/Onsyte 99,858.11$
New carton initiative 27,376.00$
Total Savings 171,533.62$