Kaizen Event - Manufacturing
At a client's manufacturing plant, an asset critical for a new product launch was struggling with packaging section delay. A particular component in the packaging section was causing an average of 120 stops per day (24-hour schedule). This increase in delay resulted in a lower productivity, putting the product launch in jeopardy. A team was assembled to improve the operation, and a Kaizen Event was recommended.
Following a DMAIC approach (Define, Measure, Analyze, Improve, Control), the team planned out in detail the week-long Kaizen Event. An aggressive target of 81 stops per day was defined by plant management, which represented a 32 percent reduction. After several weeks of planning and preparation, the Kaizen Event was conducted, and included plant operators and maintenance personnel, plant and staff engineers, two Six Sigma Green Belts, and a Six Sigma Black Belt.
The outcome of this effort was a huge success! The team accomplished a 75 percent reduction in stops, to 30 per day (from 120/day before the event). In addition, all 58 "nuisance items" identified during the event were addressed, with half being completed by the end of the week. The operation improvement as a result of this effort was an improvement in productivity 20 percent, worth $400,000 per year.
Contact Us to discuss how this can be your success or read more about it at our Operational Improvement Service description.
Following a DMAIC approach (Define, Measure, Analyze, Improve, Control), the team planned out in detail the week-long Kaizen Event. An aggressive target of 81 stops per day was defined by plant management, which represented a 32 percent reduction. After several weeks of planning and preparation, the Kaizen Event was conducted, and included plant operators and maintenance personnel, plant and staff engineers, two Six Sigma Green Belts, and a Six Sigma Black Belt.
The outcome of this effort was a huge success! The team accomplished a 75 percent reduction in stops, to 30 per day (from 120/day before the event). In addition, all 58 "nuisance items" identified during the event were addressed, with half being completed by the end of the week. The operation improvement as a result of this effort was an improvement in productivity 20 percent, worth $400,000 per year.
Contact Us to discuss how this can be your success or read more about it at our Operational Improvement Service description.
