Kaizen Lean Transformation Cases – AIM

1. Discrete Processes Assembly Discrete Processes Production Kaizen Lean Transformation Cases - AIM Continuous Processes Process Industry Logistic Processes Storage & Transport Transactional Processes Administration & Service

2. Processes where Manual Assembly Manufacturing Work is Predominant (ex: auto assembly lines, consumer goods assembly lines, any type of assembly line or workstation) Discrete Processes - Assembly

3. Discrete/ AssemblyLakshmi Machine Works: Full factory transformation Assembly & Stores - Before Kaizen Logistics - After Kaizen Suppliers connected by Milkrun concept Internal logistics by Mizusumashi Cluttered Assembly Multi-storey stores overfull with Inventory Mini Super Market in production Inventory in open space Results Assembly & Stores - After Kaizen Organized Assembly Supermarket – Controlled Inventory Reorder of items through Kanban

4. Discrete/ AssemblyMilton Plastics: Full factory transformation Assembly & Production - Before Kaizen Production - After Kaizen Improvement of machines Large lot Production Sitting operations in assembly lines SMED – Change over in 90 sec Multiple Operators- Single function Small lot production Results Assembly & Stores - After Kaizen Single Operator Multi-functional Kanban – Inventory reduced from nose level to knee level Standing operations in assembly lines

5. Discrete/ AssemblyNAS In-flight Catering: Functional to Process Based Management Process Before Assembly – Before & After Kaizen Batch processing Before Before Conveyor belt. 4 Operators One-piece flow process 5 different sub-assemblies (Salad, Main Meal, Dessert, Tray Set, Equipment) to complete a single meal After After 2 Operators. Workstation Results Process After One Common assembly – Salad, Main Meal, Dessert, Tray Set & Equipment to create a one piece flow process

6. Discrete/ AssemblyBiocon: Productivity improvement in Manual packing line Unbalanced line- Before Kaizen Balanced line & Rejection analysis for reducting rejects Activities which exceed Takt time (0.84 sec) is managed by material handler effort to maintain balance Results Re-arrangement of manpower by balancing the line

7. Discrete/ AssemblyKenchic: Heijunka implementation Kanban flow - Before Kanban Levelling – Rules & Operating principles Short Supplies: Current = 15% Target = 0 Kanban flow After – Make to Order items Kanban flow After – Make to Stock items

8. Discrete/ AssemblyCellular Manufacturing Batch Manufacturing Layout, Before Close up of operations in new cellular layout Results New Cellular layout

9. Discrete/ AssemblyEast African Growers: Flow implementation in flower packing Workstation – Before & After Clean and standardized workplace Before After Cluttered work place Standardized work place Before After Un-tidy workplace Clean & tidy workplace Results Standardized flow for Supply & Evacuation

10. Discrete/ AssemblyFontana: Productivity improvement in harvesting flowers Spaghetti Diagram – Before Kaizen Improvement of Yield, Activities improved and standardized Before After Many stems leads to damage Few stems ease to carry Many stems – Sizing difficult Few stems – Sizing easy Results Spaghetti Diagram – After Kaizen

11. Discrete/ AssemblyLongonot: Flow in pack house Preliminary Analysis New layout in the packing hall Process wise cycle time in pack house Results Spaghetti Diagram After Before

12. Discrete/ AssemblyShalimar flowers: Yield improvement from Harvesting to dispatch Short Stems Bruises Before After Before Bruising due to poor handling at Grading table After After Proper handling at Grading table Short stems were rejected after cutting from the field Avoiding short stems & utilizing them at field Results Broken Stems After Before Broken stems due to poor storage system in cold store Proper storage system in cold store Before

13. Discrete/ AssemblyUbbink: 5S & Visual Management 5S - Office 5S - Assembly Keys with Color code & name tag Before After Standard label for folders & marking on shelves Clean floor with floor lines Count free token to reduce the stock take time of WIP Visual mgmt. of kaizen progress through displays Results (5S audit score) – 19 Gemba’s 5S - Assembly Items labeled on storage tray at Pre- lamination table Visual Mgmt. to help monitor the cutting of EVA & back sheets Visual Mgmt. to monitor the daily defective laminates

14. Processes where Machine Manufacturing Work in Batches is Predominant (ex: plastic injection, printing, packaging, stamping, pressing, bending, etc) Discrete Processes - Production

15. Discrete/ ProductionZydus Cadila: Expansion of Tablet facility (Cellular Flow Design) Plan with Conventional Design (Old facility) Paradigm Shift from Conventional Design to Cellular flow design Cellular flow design (For expansion of tablet facility) Results

16. Discrete/ ProductionZydus Cadila: Full factory transformation Cycle time reduction (Lyophilization) Increase of machine capacity • Cycle Time • reduction from 48 • Hours to 34 Hours • Processing • Capacity increased • from 0.45 Million • Vials to 0.81 Million • Vials per month Workstation for Vaccine R Packing line Egg Processing Capacity & Recovery Before = 85 doses/ man-hour After = 120 doses/ man-hour Improvement= 30% Old New

17. Discrete/ ProductionMabati Rolling Mills: Value Stream Management Process Before OTIF through Batch Builder, Heijunka, Logistics Board, Kanban & Supermarket Process After Results

18. Discrete/ ProductionMabati Rolling Mills: Heijunka implementation Kanban process flow for regular orders (Made to Stock) Kanban process flow for special orders (Made to Order) Kanban sequencer and Heijunka Box Benefits Kanban sequencer helps in prioritizing the Kanban to ensure smooth flow and to avoid stock-outs Monitoring & Production Planning Shift Scheduling – Kanbans arranged Heijunka box allows the team to load the machine so that it is in tune with its hourly capacity Planning for Maintenance

19. Discrete/ ProductionBlowplast Limited: Full factory transformation Office & Master Batch Stores Finished Goods Store After Before Before Product identification is difficult Planned production using PULL method 5S in Office 5S in Master batch Store After Before Easy identification of products Unplanned over production After Before After Kaizen in Machines & Die storage Results Before Die storage clearly labeled After Machine is hard to inspect for any abnormality Machine modified and failures are now easy to detect

20. Discrete/ ProductionDeepa Industries: Full factory transformation Quality Lab & Sanitation Store Finished Goods Store After Unorganized workplace Unbalanced inventory. Items in multiple location. High stock take time. Fixed location & hanging visuals for each item. Clear aisles with floor lines. Before Before Storage of items is hard to retrieve Systematic arrangement of items Kanban priority board for ease planning After After Before After Optimized inventory. Ease to pick. Kaizen in Machines & Tool storage Results Before After Difficulty in aligning the shaft for every changeover After Shadow board for tools. Name tag for quick retrieval of tools Height & rotation is marked for ease alignment

21. Discrete/ ProductionABM: Full factory transformation Machines – Before & After Kaizen Spares & Distribution Store – After Kaizen Before Management of Common tools Spares – Place for Everything, Everything in its Place Exposed Bearing balls OEE Analysis – Before Kaizen Protected Bearing balls Floor plan prepared to easily locate the items After Material Stores – Before & After Kaizen Results 1) Materials arranged well 2) Stacks not too high 3) Ease to count Before After 1) Materials arranged with no order. 2) Stacks too high Inventory controlled and replenishment is through Kanban signals

22. Discrete/ ProductionMahindra Conveyors: Early Management for New plant layout Early Management Event Structure – 3 Phases Capacity Planning & Team designing the new Layout Layout Pictures Current State Mapping & Future State Mapping (Bucket Elevator Value Stream) Results FSM CSM

23. Discrete/ ProductionSpinknit Textile: Spares Management Spare Parts Store – Before & After Spare Parts Store - After • High Inventory due to Slow & Non-moving spares • High Searching time First In First Out FIFO) Place for Everything & Everything in its Place (PEEP) • Controlled Inventory • Reduced Searching time using 5S & Golden rules of Storage Vertical Storage- Air Free Results Spare Parts Store – Before & After Before Before After After Climb Free Bend Free

24. Discrete/ ProductionCoretec (Ancillary of Yuken India): Full factory transformation Re-layout at Coretec Testing of iron cores & Use of Right-sized machines Test iron cores one by one for air leak & for movement of the manual pin Before Ultrasonic cleaning machine Before New: Batches of 6 cleaned at a time • Wasteful movements drastically reduced • Cramped MD’s office enlarged by 30% Old: Batches of 50 cleaned at a time After After New test rig using a hydraulic power pack. Both tests now combined. Kanban for iron cores Results Kanban from Customer (Yuken) Empty trays collected from Yuken, required iron cores produced & filled trays delivered to Yuken next day Kanban from Supplier Sub-contractor picks up empty trays & returns filled trays next day

25. Discrete/ ProductionNAS In-flight Catering: Full factory transformation Kaizen in Technical stores & Dry stores Improvement in Production – Equipment packing & Kitchen Before Before Dusty storage in Technical stores Batch packing on top of trolleys Use of batch system in the Kitchen Before Before Conveyor roller used for packing dry stores & crew kits After Proper arrangement & use of Kanban system Use of cells to pack the kits One-piece flow system in workstation Workstation using standardized layout After After After Kaizen in finished products cold room & wash-up area Results Poor arrangement in cold room Before Before Poor arrangement in wash area Parking with marking After After Well arranged with clear path ways

26. Discrete/ ProductionKenafric: Inventory Management in Finished Goods store Kenafric’s Kaizen journey Sequencer Board used for Planning Product Mix & Machine Maintenance Kanban process flow from Customer to Production Results

27. Discrete/ ProductionReliance Industries (Textile): Flow in Mending Value Stream Map for improving the flow in Mending 5S at Maintenance room Unnecessary items. Dirty work area Very poor housekeeping Before Before Space created, racks arranged Proper arrangement - Tools & belts After After 5S & Quality tools (DOE) – Reducing Spinning & Weaving rejections Results Before After 5S in Reed storage area Corrugated sheet not used while setting the scrubber Improper storage of reeds Corrugated sheet leading to poor suction in scrubber Before After

28. Discrete/ ProductionApex Steel: Full Factory Transformation 5S in Tool room, Furnace Platform & Pit site area Scrap management in the Scrap yard & Furnace Platform Furnace Charging Sequence Scrap arrangement in Furnace Platform Poor storage & arrangement of tools Tools well arranged & ease to pick AM in 7.5 T & 15.5 T Crane Results Unclean & Loose cables Leakage & Vibration Abnormalities corrected CLIT markings for reducing cleaning time

29. Discrete/ ProductionSandvik: Implementation of TPM Machines – Before Autonomous Maintenance Improvisation of Hard to Clean, Lubricate, Inspect & Tightening areas Feed carriage inside – Hard to Clean Use of special cleaning tool After Before Belt drive – Difficult to inspect Annealing tank with abnormalities Contamination - Splattering Use of transparent door to inspect Cellar area – Untidy, Dirt etc. After Before Machines – After Autonomous Maintenance Results Annealing tank localized from Dirt/ Dust Localization of Contamination Clean cellar area

30. Discrete/ ProductionHampson: Total Flow Manufacturing Before Kaizen Waste Reduction – After Kaizen Batch/ Push production Improved transportation: 1) Straight aisles across for ease movement of materials 2) RM in & FG out at main gate 3) All cells nearer to main gangway Weak 5S High WIP, High FG inventory Utilization of employee intelligence: 1) Process ownership – RM to FG 2) My machine concept 3) Multi manning & Multi skill approach No visual system, No identification Waste Reduction – After Kaizen Results Reduced inventory through cell formation & single piece flow Reduced waiting: 1) Tools in Cell 2) Self first off sample approval Reduced motion: High frequency usage items at Point of Use

31. Discrete/ ProductionLondon Distillers: Inventory Management in Engineering spare stores Air free storage – Before & After Kaizen Count & Climb free storage – After Kaizen Equal gap between shelves in spite of different product height resulting in air storage Count free lines to reduce counting time of filters Vee-belts arranged type & family wise Shelf height adjusted as per product height to reduce storage of air between shelves Search free storage – After Kaizen Results Racks & shelves were labeled Index list updated with the location detail of each item

32. Discrete/ ProductionConinx: Changeover (SMED) time reduction in Injection machine Changeover analysis – separate Internal from External work Improvements to reduce Changeover time Mould temperature controller for pre-heating Changeover tools on the machine Use of slings to lift the mould External connection of water hose pipe Changeover – Before Kaizen Results Clamping the mould using spacers Tools were hard to retrieve In & Out nipples not marked

33. Discrete/ ProductionConinx: Quality improvement (reduce rejection) in Extrusion machine Analysis of Rejection – Type & Quantity Causes for rejection & Counter measures - Flatness Roller position is not standard, causing flatness Bolt position marked to check Wrong height of haul off causes flatness Use of line marking to set correct height Cause & Counter measure - Flatness Results

34. Discrete/ ProductionCellular Manufacturing in Finishing section Before Kaizen New Cellular Finishing Cell – After Kaizen Trim & Exam is a isolated section & detached from its ‘customer’ - i.e. pressing Old layout (finishing area) – Before Kaizen Results

35. Processes where Materials Flow in a Continuous Way (liquids, gases or discrete material flow) within Pipes and Automatic Manufacturing Facilities (ex: woodboards, aluminium refinery, oil refinery, mixing of food, cement, etc) Continuous Processes - Process Industry

36. Continuous/ ProcessBIDCO: Full Factory Transformation Process equipment & Stores - Before Storage area – Before & After Spoiled caustic bags Old Poor 5S & equipment efficiency Poor 5S & storage method in the stores New LIFO-No Kanban Process equipment & stores - After Results Improved 5S & equipment efficiency Improved 5S & storage method in the stores

37. Continuous/ ProcessUnga Limited: Full factory transformation Office, Stores & Production – Before Kaizen Stores (Spare & Finished Goods) – After Kaizen Zone Map - Finished Goods stores Untidy Offices Poorly arranged Spare stores Systematic arrangement - Stores Machines – High Breakdown, Low Yield Inventory control through Kanban Office & Production - After Kaizen Results Organized Storage – File & Folders Floor markings, Improved Yield in machines Improved Visual signs in Machines

38. Continuous/ ProcessKamani Oil Industries: Workstation design – Productivity improvement Workstation - Before Workstation – After 2 & 3 Workstation – After 3 Workstation – After 2 Workstation – After 1 Results

39. Continuous/ ProcessSpinknit Dairy: Full factory transformation 5S in Laboratory Quality Improvement (Reducing Blow Out’s) & Autonomous Maintenance Poor 5S – No PEEP, No labels, No workstation for each test Blow Out’s are caused due to the gas generated by the bad milk Improved 5S. Workstation per test with labels. Die Test indicates Blow Out is due to pin holes in packets. Problems corrected in the specific machine. Before Team identifying & correcting the abnormalities in Packing M/c Place for Everything & Everything in its Place (PEEP) After After Packing Material Stores Quality Improvement (Reducing Bad Milk returns from Market) Before After Drop test for packets to check the seal integrity The worn rollers & rubber pads from packing M/c replaced to avoid weak sealing Heaps of Bad milk packet returns from the market Not Search free, Not near Point Of Use (POU) & Excess inventory Controlled inventory, Point Of Use (POU) for Runners & less crowded store

40. Continuous/ Process: Flow from water filling to packing Material flow Before Material flow After No waiting between the processes. Reduced motion. One piece flow from labeling to coding. Waiting eliminated Waiting for inspection after capping Waiting for coding after labeling Workstation for Labeling. Standing operation. Waiting for labeling Spaghetti Diagram – Before & After Kaizen Results Old New

41. Processes where Materials Are Transported, Moved and Stored without Manufacturing Operations (ex: warehouses, cross docking, trucking, supermarkets, etc) Logistic Processes - Storage & Transport

42. Processes where Information is Processed and Where there are Transactions (requests and decisions) Between Different Types of People (ex: all types of administration, engineering, creative, selling, consulting, etc) Transactional Processes - Administration & Service

43. Transactional/ AdministrationBlowplast Limited: Process Simplification Cash Customers – Before Kaizen Customer complaints – Before & After Cash Customers – After Kaizen Results

44. Transactional/ AdministrationBIDCO: Value Stream Management (Order to Delivery) Current State Map & Future State Map for Order to Delivery process Muda observed in Current process & the Countermeasures taken Spaghetti Diagram – Before & After Kaizen Results

45. Transactional/ ServiceBTB Insurance Brokers: Process Improvement Preliminary Analysis Generation and delivery of client statements – After Kaizen Generation and delivery of client statements – Before Kaizen Results

46. Transactional/ ServiceBTB Insurance Brokers: Process Improvement Preliminary Analysis Claims Processing – After Kaizen Claims Processing – Before Kaizen Results

47. Transactional/ ServiceFlooring & Interiors: Process Improvement Tender receipt process (Makigami Process Mapping) – Before & After Kaizen 5S in stores – After Kaizen Future state map is used as a monitoring board. Each tender process is monitored against the standard TPT Storage using 10 golden rules of storage Tool board with tool outline Daily Accountability Board to improve customer satisfaction (OTEF) Results