5S, Heijunka & Lean Replenishment at SP Packaging,Satara · Solutions Kaizen Management Systems...
Transcript of 5S, Heijunka & Lean Replenishment at SP Packaging,Satara · Solutions Kaizen Management Systems...
Solutions Kaizen Management Systems Page 1
5S, Heijunka & Lean Replenishment at SP Packaging,Satara
Problem Statement:
Unbalanced production resulting in Delivery On Time of 50% . Also Huge Inventory is piled up occupying
production area and money is stuck up.
Action Plan:
Sr
No
Activ i ty Descr ip t ion Durat ion
1 D i agnost i c Study 1 month
2 5S T ra i n i ng & 1S Kai zen Blast 1 month
3 2S – Paper Layout F i nal i zat i on 1 M onth
4 Layout Depl oyment 1 M onth
5 Lean Repleni shment Sys tems 4 M onths
6 Hei junka Depl oyment 3 M onths
7 M onthl y Audi t & P roduct i on Watch fo r sus tenance 1 M onths
5S Activities & Results:
Training to Workers & Red Tagging Activities:
Team Red Tagging the unwanted Material
Training & Motivating the Actual Work
Force
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Implementation of 5S:
The machines were surrounded by the WIP material stacks.
There was no accountability for same.
Before State
After State
Machines were proper aligned with reduced stack of Materials.
WIP was reduced with reducing the batch size and proper Lay
outing
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Lean Replenishment System:
Due to huge Inventory of WIP/ Raw Material & FG Stocks the Production area was occupied and
money was stuck.
TheMin and max stock levels were defined and complete visible & Count Free Stores was established.
This helped to reduce the inventory by 40%
The Paper Rolls (Raw Material) was stocked in an un organised
manner. This resulted in damage to the paper and hence it was
wasted. (Approximate Monetary loss Rs.30000/-) There was no
accountability to the stock. So double buying was done.
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After State:
Following Improvements were done:
Pallets were used to store Rolls – This made material movement easy and reduced damage to
paper.
Min & Max Stock Levels – The min & max stock levels were defined & this helped to reduce the
Inventory.
Due to proper storage Counting & Stock Taking was easy activity,
There was complete visibility to stores.
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Heijunka System:
Job Card was designed explaining the Customer Order Requirement after the receipt of order. This job card is used to
track the material at each stage of material. After Completion of Order it is returned back to PPC.
Following Weekly Plan Display Board was established for visual Planning & balancing the Production
Morning & Sunset Meetings started to discuss Plan & actual Production.
Due to Fix plan for 1 week based on Customer’s Requirement the DOT was improved.
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A few Benefits achieved:
Sr. No Measure Before After
1. Productivity 100 tones/month 150 tones/month
2. DOT (Delivery On Time) 50% 80%
3. Lead Time 2 Days 1 Day
4. WIP 4 lacs 1-1.5 lacs
5. Inventory 1.5 crores 1 crore
6. FG Stock 35 lacs 27 lacs
7. Scrap Visibilty to scrap per m/c
8. Profitability Rise in gross profit by 15%
9. Fatigue High Very Less
10. Rejections Not Identified Now identified &
reduced
11. Floor Space Utilization 50 % 90 %
12. Stress Level High Very Less
13. Pride in Organization Less Very High