The document discusses the use of Kaizen, or continuous improvement, in the tipper production line at Arabian Metal Industries Ltd. It describes how the company implemented various Kaizen methods including identifying the seven wastes, implementing 5S practices, and establishing standard work processes. An analysis found inefficiencies in the production line's layout, workflow, and cycle times. The proposed changes using Kaizen principles would save the company over 1680 meters and 690 minutes in transportation through the tipper production line.

1. The Use of Kaizen in Tipper Production
Line in Arabian Metal Industries Ltd.
King Abdul-Aziz University
Faculty of Engineering - Rabigh
Department of Industrial
Engineering
IE499 Senior Project

2. Students
Eihab R. Garout #1010837
Abdalrahman M. Bahmaid #1007770
Mohammed R. Alharbi #0910779
Advisor
Dr. Hani Shafeek
2

3. Agenda
 Arabian Metal Industries Ltd.
 Kaizen
 The Basics of Kaizen
 Methodology
 The Result
 Conclusion
3

4. Arabian Metal Industries Ltd.
Arabian Metal Industries Limited (AMI) was establish in 1976
AMI met all challenges by being able to manufacture any product requiring sheet metal
fabrication, welding and machining.
4

5. Arabian Metal Industries Ltd.
5

6. Arabian Metal Industries Ltd.
6

7. Kaizen
• Kaizen is a Japanese word that means continuous improvement.
• Kaizen is intend to be integrate into the normal day-to-day activities
with the focus eliminating waste, creating standards, having a clean
and organized workplace.
7

8. The Basics of Kaizen
• The Seven Wastes.
• 5S’s.
• Standard Work.
8

9. The Seven Wastes
1. Overproduction
2. Wait time
3. Transportation
4. Over processing
5. Inventory
6. Motion
7. Defects/rejects
9

10. 5S’s
1. Sort
2. Set in order
3. Shine
4. Standardize
5. Systematize
10

11. Standard Work
• Standard work is the best, most efficient, safest, and most practical
way of doing work.
• It is the process of documenting and standardizing all tasks, so that
authorized, standard procedures are use at all times, on all shifts,
and by all operators.
11

12. Standard Work
Examples of standard work are:
• Outline Process Chart
• Time Study
• Cycle Time and Takt Time
• Balancing Time
• Flow Process Chart
• Waste Analysis
12

13. Methodology
13
Production line Work In ProgressWastes

14. Methodology
5S’s
14

15. Methodology
Standard Work
• Outline Process Chart
• Time Study
• Cycle Time and Takt Time
• Balancing Time
• Flow Process Chart
• Waste Analysis
15

16. Outline Process Chart
16
Symbol Activity Type of Activity

17. Time Study
17

18. Cycle Time and Takt Time
18
Takt time is the rate at which
products or services should be
produced to meet the customer
demand.
Cycle time is the total time
from the beginning to the end
of your process.

19. Balancing Time
19
Workstation
Seq Work Content Time
Total

20. Flow Process Chart
20

21. Waste Analysis
21

22. The Result
22
Present Proposed

23. Present Situation
23
Outline process chart

24. Present Situation
24
Present layout

25. Present Situation
25
Present Layout

26. Proposed Situation
Present layout
26

27. Proposed Situation
Present layout
27

28. Present Situation
28
Time study

29. Present Situation
29
Time study

30. Present Situation
30
Balancing time

31. Proposed Situation
Balancing time
31

32. Present Situation
32
Cycle Time VS Takt Time

33. Present Situation
Cycle Time VS Takt Time
33

34. Present Situation
34
Flow Process Chart

35. SubjectCharted: Saving
0
0
Activity: 0
0
0
480
Method:Proposed 480.4
Location:AssemblyLine
Operative(s):
 → D  ∆
Partsare Store (Side,Floor,FrontandTail Gate) •
MovingPartstoAssemblyLine 65 8.8 •
MakingAnassemblyforTippers •
Checkingthe Box tipperafterassembly byQC •
MovingTipperbox toSubframe zone 0 0 •
Workingonassemblythe box withthe subframe 10.2 •
CheckingByQC •
movingtoHydrulicZone 50 8.5 •
WorkingonHydrulicAssembly 60 •
Checkingthe tipperbyQC •
MovingtopaintShop 50 0.5 •
Total 165 88 3 4 0 3 1
TipperAssemply Operation  3 3
Transport →
FlowProcessChart
ChartNo.2 SheetNo.1 of 1 Summary
Activity Present Proposed
MakingAssemblyParts Inspection  3 3
Storage ∆
Time (Min) 656.4 176
4 4
Delay D 0 0
1 1
Distance (m) 810 330
Cost
Labor
RemarkDescription
Material
Total
Qty Distance (m) Time (Min)
Symbol
Proposed Situation
35
Flow Process Chart

36. Conclusion
• After the comparing between the present and the proposed situation appear that there clarify
different between the present and the proposed of layout, distance and time of the production
line in Arabian metal industry company.
• That we will safe to company around (1681 m) and (690.13 min) in the transportation of tippers
production line.
36

37. Conclusion
37

38. Conclusion
38

39. Thank you for listening
39