Case study of Textile Machine Mfg. Company Title: Enhancing Cash flow by 5S and Flow layout Presented on 2 nd Feb 2015 @ 3 rd Annual Lean Conference, AMA, Ahmedabad
Jul 27, 2015
Case study of Textile Machine Mfg. Company
Title: Enhancing Cash flow by 5S and Flow layout
Presented
on 2nd Feb 2015
@ 3rd Annual Lean Conference,
AMA, Ahmedabad
About the Organization “ABC” ISO 9001-2000 company is the designer,
developer, manufacturer and exporter of various machines in the field of Textile industries
It has designed its machines with the view to reduce maintenance cost, lower downtime and to achieve high quality
In order to meet the international requirements, we are developing machines of higher capacities in textile industries
About the Organization It was founded in 1975 with keeping vision of
penetrating in Looms manufacturing
It is proud to be the only large rapier loom machinery manufacturer who has all their products developed indigenously without any technology transfer or collaboration
In order to meet the international requirements, we are developing machines of higher capacities in textile industries
The Initiation & Challenges • In conjunction with the our visions, we
started of our lean journey
• Top Management was committed to adopt Lean as Organization production philosophy
• Initial challenge was convincing and bring everyone common understanding of accepting and drive the organization in accordance with Lean Manufacturing Principles.
The Start Line • We started with Top Management training for the Lean
Manufacturing and make the road map for the execution
taking into consideration of organization issues.
• Following the road map , training of Middle management
was being done. Here we found more challenges in terms of
convincing, Inter discipline communication, mind set
• Bottom people, who is the key to the organization also
trained for the awareness, mind-set, Housekeeping
Strike One-5S • We started with Seiri-Red Tagging activity-
Segregatting of unwanted items, machine,
table, desks, tools, spares, files, old scrap,
obsolete products.
• Which created space and financial liquidity
of 15,00,000 by selling.
• More than financial benefits, it has
improved morale of the employees
“Company is doing for them to give more
safe, hygiene, clean workplace”
Strike 2-Lean Layout-Thought Process • The Space generation gave space to the Top
Management to go for the Lean Layout
• We, at Organization were manufacturing from two
separate units. Which was causing higher cost, which
we never thought of can be reduced
• The Lean Layout process ignite the thought process of
merging two units
Strike 2-Lean Layout- Impossible to Reality
• We all together Top Management, HODs started measurement of the plants, machines, cycle time and process flow etc.
• We mapped the material movement within unit 1 and in between unit 1 and unit 2
• We made the final layout after brainstorming at every levels and executed
RAPIER LOOM ASSEMBLY AREA OFFICE CASTING
WORKSHOP 1
FOUNDRY
MS
WORK SHOP
CNC SHOP
CASTING
WORKSHOP 2
PAINT
SHOP
MANUAL LOOM ASSEMBLY AREA
PREVIOUS LAYOUT
GND
SHOP
GND
SHOP
RAPIER LOOM ASSEMBLY AREA OFFICE CASTING
WORKSHOP 1
FOUNDRY MS
WORK SHOP
CNC SHOP
CASTING
WORKSHOP 2
PAINT
SHOP
MANUAL LOOM ASSEMBLY AREA
PREVIOUS LAYOUT
GND
SHOP
GND
SHOP
RAPIER LOOM
ASSEMBLY AREA
OFFICE
CASTING
WORK SHOP 1
FOUNDRY MS WORK SHOP
CNC SHOP
MANUAL LOOM ASSEMBLY AREA
NEW LAYOUT
PAINT
SHOP
CASTING WORKSHOP 2
GND SHOP
Approx. Area: 5000 sq. mtr
Strike 2-Benefits
40% space reduction “ have been achieved
30% inventory has been reduced
Foundry working hours have been reduced from
24 to 12
Production of machines have been improved
from 24 to 60 per day