This document describes process teams that were formed to represent four production plants instead of operating based on departmental barriers. It provides details on team composition and leaders. It outlines various lean initiatives that were undertaken, including lean inductions, trainings on lean tools, formation of lean teams to address problems, and operation planning and review meetings. Key performance indicators tracked include OEE, glove standards, compound usage, former breakages, kaizens identified and completed, abnormalities identified and addressed. The lean efforts resulted in implementing over 288 kaizens, identifying and correcting over 8,000 abnormalities, and increasing OEE from 64% to 86.5% over three years.

2. 4 Process Teams
Represent 4 Production plants
instead of Departmental barriers
CHEETA COBRA SMART BLACK EAGLE
Plant Q Plant R Plant S Plant T
Leader Nalin Asanka Dhanuka Mihiruk
Facilitator SAWS CBE GARDG PIR
Member RAJ MN SPCP NCSB
Member SSW DW WACCK LM
Member SS RASR MF SDH
Member CNM SL SPLLG GW
Member NKS
TEAM COMPOSITION -Staff
Position

3. 1st Operation Planning Meeting – January 2010

4. Joint Operation Centre ( JOC) – Place for Operation

5. 1st Operation Excellence Review Function – Feb. 2010

6. 1st Operation Excellence Review Function – Feb. 2010

7. What is Lean? Which benefits outcome from Lean to us ?
Lean Induction for all factory employees with the participation of
ICEU members

8. Start of 2nd LEAN Project Team
Started a training program to educate
both staff & employees about basic Lean Tools

9. Start of 2nd LEAN Project Team
After the 1st Lean Training, participants were divided
in to 10 Lean Teams

10. Start of 2nd LEAN Project Team
Before start main project, Find the solutions for
small problems (Abnormalities) identified
by the Team members

11. 3 Lean Training programs,
20 Lean Teams,
200 Educated Employees about Lean Tools

12. Operation Planning Meeting (OPM)

13. ROR – Real time Operation Review

14. Mid month Review Meeting (MRM)
No. Objective Target Achievement Varience
1 OEE %
1.1 AR%
1.1.1 Total Down time ( hrs.)
1.1.2 Engineering Down time (hrs.)
1.1.3 OtherDown time (hrs.)
1.2 PR%
1.3 QR%
1.3.1 D1%
1.3.2 D2%
1.3.3 Scrap &Rejects %
1.3.4 Grade II %
1.3.5 Single Hand %
1.3.6 Excess Production %
2 Glove Standards
2.1 Glove Length (no of days out of specs.)
2.2 Glove Thickness (no of days out of specs.)
2.3 Glove Weight (no of days out of specs.)
3 Reserved compound
3.1 Compound Unloaded (kg)
3.2 Compound Blended (kg)
4 Former Breakages
4.1 No of FormerBreakages
4.2 No of Craked Formers
5 Kaizen
5.1 No of Kaizen Identified
5.2 No of Kaizen Completed
6 Abnormality
6.1 No of abnormalities identified
6.2 No of abnormalities completed
Monthly KPIsfor MRM
Action
No. Objective Target Achievement Varience
3 Reserved compound
3.1 Compound Unloaded (kg)
3.2 Compound Blended (kg)
4 Former Breakages
4.1 No of FormerBreakages
4.2 No of Craked Formers
5 Kaizen
5.1 No of Kaizen Identified
5.2 No of Kaizen Completed
6 Abnormality
6.1 No of abnormalities identified
6.2 No of abnormalities completed
6.3 No of balance abnormalities to do
7 Last PDT review meeting minutes
8 C & P Projects
Monthly KPIs for MRM
Action

15. Monthly Operation Excellence Review
 Sharing Experience taken from monthly Operation

16. Monthly Operation Excellence Review
 Awarding the Winners of the monthly Operation

17. Monthly Operation Excellence Review
 Opportunity to build up good relationship between staff &
employees

18. Monthly Operation Excellence Review
 Opportunity for all employees to exhibit their talents in
front of management & employees

19. Monthly PDT Review
 Review the Progress of Month DOS Operation Excellence
program to the Group Top management by Team members
in Every month.

20. During 2011 & 2012 DOS Operation ,
• Implementad 288 Nos. of Kaizens
• Identified 8,460 Abnormalities and
Corrected 7,206 from them
• Thousands of 6S Improvements
• 209 nos. Of Why Why and Fish bone Analysis
• Hundreds of Projects based on 10 Steps Approach
directed on PQCDSM improvements
• Create the new “Process approach culture” by
changing the departamental bariers based on lean
concepts.
Achievements

21. • OEE increased from 64% to 86.5% from January
2010 to February 2013.
Achievements