Introduction

Maxpower Automotive Limited became part of the Tricorn Group in June 2007. Operating from it’s sitein West Bromwich, centrally situated and in close proximity to the major motorway network, the Company manufactures a diverse range of tube manipulations and pipe assemblies, in ferrous, non-ferrous and nylon materials, for off highway and niche automotive producers.

 

Summary

LEAD Limited has completed the final phase of a lean improvement programme via our Kaizen Practitioner Award at Maxpower Automotive Limited in West Bromwich.

The objective of the programme was to deliver BIT Diploma Level 2 training to employees, and instigate an improvement focused culture which can enhance the client’s effectiveness, service delivery and performance through continuous improvement initiatives.

The first phase of training began in June 2010 with LEAD installing an embedded team onsite, comprising of a Kaizen Coach and an A1 qualified assessor.

The programme included three days knowledge training in the use of Lean tools and techniques and the opportunity to apply these in a mentored training environment. The training material was developed for use in manufacturing areas and was customised to meet both the client’s needs and the award criteria, with each learner receiving a copy of the Kaizen Practitioner support pack, detailing lean methods, techniques, measures and tools.

Following training, teams of 5 learners identified projects representing business improvement opportunities throughout the client’s processes and assessed their suitability based on payback analysis and timescale. Those ideas not pursued due to time constraints or business needs were recorded for potential future
use and authorisation sought for those to be tackled. The process of project selection, progress and completion were recorded using the project pack developed by Lead and an A3 practical problem solver, tailored to meet the client’s needs.

Pre improvement data was determined at the beginning of each project and teams completed specific kaizen tasks designed to assist in problem definition and solution, waste identification, cause and effect analysis and improved workplace organisation. Actions were planned to develop timely solutions and identify quantifiable improvements in quality, cost and delivery. Improvements to standardisation and visual management systems ensured that benefits derived were captured and were maintained.

As a result of this programme 81 learners have gained a nationally recognised qualification in Business Improvement Techniques Diploma level 2 and projects have generated real improvements and savings in their workplace.

 

Phase 1 Project List

 

 

Example project Project Team:

The Five Amigos

 

Team Members

Patricia Slade, Rob Fairclough, Kathleen Butler, Thomasz Iskra, Margaret Roberts Project: To remove inefficiencies in Tier 3 dipstick production cell

Start QCD

Cost: £1,200 per annum (60 hours) spent walking to Tier 3 despatch area & 30.75 hrs per week spent end forming 3,500 components

Delivery: 3,500 end formed parts take 30.75 hours to produce each week Environment: 5S score = 49

Process Improvement Implementation Method

Following extensive training in Business Improvement Techniques, the team were able to evaluate the current process method, identify waste and implement efficiency improvements by working in a structured manner as detailed below :-

• Definition of problem
• Review with process manager and operators.
• Collate current available data to establish start point QCD information
• Identify waste within the current process using 8 Wastes analysis and evaluating cause and effect with the aid of a fishbone diagram highlighting excessive walking of over 100 miles per year to despatch Tier 3 finished components.
• By using the 5 Why questioning technique establish the process problem’s Root Cause
• As a team, develop action plan to implement process improvement and evaluate impacts using a payback matrix, including the introduction of single piece flow in Tier 3 facilitated by the re-organisation and new layout of end-forming machinery
• Develop revised Standard Operating Procedures based on single piece flow process y Communicate and review proposed changes with process operatives
• Develop training plan based on individual needs with the aid of a skills matrix
• Implement the process improvements
• Monitor and record revised process performance and display KPI efficiencies in workplace.

Benefits of implementation of Business Improvement Techniques

The candidates followed a standardised DMAIC approach to problem solving and decreased processing time in the Tier 3 cell by 28.5% through the re-organisation of machinery and introduction of single piece flow. The team also facilitated the move of the finished goods despatch area to within the Tier 3 cell, removing more than 100 miles of operator walking each year.

 

Post Improvement QCD

Cost Saving: £9,250 per annum comprising £1,200 saved through removal of walking costs & £8050.00 per annum through the introduction of single piece flow, reducing processing time on end forming machines

Delivery: 3,500 end formed parts can now be produced in 22 hours (28.5% reduction) H&S: 5S score increased to 77

 

Feedback

Feedback received during an IQA visit stated that individuals who had feared training prior to LEAD’s kaizen practitioner award were now enthusiastic to undertake further training and that their concerns had been alleviated.

Due to the mixed nature of teams drawing candidates from all positions throughout the business, a secondary benefit noted was the removal of communication barriers between management and shop floor operatives.