Final Presentation for SMEDA-JICA

OEM’s Vendor Development ProjectOEM’s Vendor Development Project

Final Presentation

Electropolymers Pvt. Ltd.17th July 2012

SMEDA-JICA Industry Support ProgramSMEDA-JICA Industry Support Program

Kiyoshi Yoshida JICA ExpertSyed Babar Umar SMEDA Counter PartMuhammad Naeem Ansari SMEDA Counter Part

Name DesignationShaheer Hassan Assistant Manager, QualityFaizan Arshad Executive Quality AssuranceSaleem Sharif Production SupervisorAdnan Islam. Manager Quality Control.

Members from SMEDA-JICA

Total number of Visits: 11 Evaluation Date: 25th May.

Duration of Activity: 2 months.

Introduction of Company. Company Mission and Vision. Main Products. Client Area. Organogram.

Electropolymers and SMEDA. Product Selection for Working (Rear Combination) and Reasons for

selection. Supply and forecast Graph.

Productivity Improvement. Status before improvement. Target setting. Problem defining. Old Layout of Assembly line. Cycle time study. Takt Time study. Line Balancing graph with Efficiency. ECRS Implementation.

Line Balance graph with Efficiency after Improvements. New Layout of Assembly line after Improvements. Results of Improvements (Summary). Work Content Analysis Chart.

Quality Improvement. Suggestions from SMEDA and JICA expert. KAIZEN Implemented KAIZEN. Un Implemented KAIZEN.

Summary of KAIZEN. Cost Savings by KAIZEN. FINAL RESULTS.

Product Selection for Working (Cultus). New Line Layout and Proposal.

Takt time and Work content Analysis. Proposal of new line from JICA/ SMEDA. Future Plans.

Welcome At Electropolymers Pvt. Ltd.

In a world where quality increasingly touches every aspect of our daily lives, we will be leading quality provider in the automotive lamp manufacturing industry to become the most admired company in our industry as seen by our OEMS.

Our mission is to retain our position as a leading Pakistani manufacturer of automotive lamps, our prime priority will be ZERO DEFECT supplies backed by responsive service and empowered employees. The quality of products further been upgraded and our thrust is to achieve optimum level.

Atlas Honda

Honda Atlas Car Pakistan Limited

Suzuki Motor Cycle

Pak Suzuki Motor Company Limited

Dawood Yamaha Limited

Millat Tractors Limited

Dewan Farooque Limited

To synchronize the processes.

To Increase the productivity

To reduce system wastages

To improve product quality & reduce the rejections.

To seek guidance from program regarding layout for new products.

1. Rear Combination Lamp SB-308

Areas of Intervention: a) Productivity Improvement b) Quality Improvement

2. New Lamps Layout

Because of the High Lead Time. Because of the large number of manpower engaged. Because of High wastage. Since the volume of Rear combination is increasing,

a consistency was required in the production for meeting

the schedule dates.

SB-308 Rear Combination Lamp

Lens

Reflector

Bulb & HarnessGasket

Rear Combination

Screw

MODEL / (Selected Product) Rear CombinationCurrent Production Volume: 3600NO. Of Operators: 8Bottleneck Process Cycle Time: 149.9Production Lot Size: 200 setsTransportation Lot Size: 10 pieces /cartonProcessing Time: 612.4 secNo. Of Deliveries / Month 4Total Working Hours: 184 hrs/monthOvertime 0Productivity 100%Line Balancing Efficiency 51%

Cost reduction by 30%.

Reduction of Work space by 30-40%

Processing time reduction by 30-40%.

Wastage reduction by 70-80%.

High Process time. (612.4 sec)Excessive workers (8 workers engaged)Process redundancy. (Non Value added

processes)Wastages. (Wastage of Time, Material, Man hours

and Material)Efficiency was around 51%

1

2 3 4

7

5

6

8

Before KAIZEN

8 workers were involved in the production of Rear Combination Light.

Tact time is the exact time required to process one product

Tact Time = Monthly Operating Time

Monthly Production Quantity

Old Takt time= 184/3600 hours/piece

Old Takt time= (184/3600)x3600= 184 sec/piece

New Takt time= 184/5108 hours/piece

New Takt time= (184/5108)x3600= 130 sec/piece

=51%

Balance Ef f ic iencysum of working hour s of each proces s

maximum time of proce s s x the number of proces s e s

= x100

The graph is showing the Adhesive cleaning as a bottleneck process.

The Idle time was very high for several processes for example Idle time for Taping process was up to 89.33%.

The efficiency of the processes was 51%.

ECRS study was carried out in order to reduce the nonvalue added processes and to eliminate the redundancy.

E- EliminateC-CombineR-Re arrangeS-Simplify

Previously a non value added process Taping was followed which had no impact on the Product.

The taping was done to prevent the flowing of adhesive from the back of reflector. After bonding, It was removed.

Taping applied

Bulbs were verified at Final Inspection after complete assembly. The process is now eliminated and the bulbs are verified at the time of fitment.

Bulb verification

Previously two different workers were performing the processes of Inspection and Packing.

The packing of parts is done by the inspector at Final Check point.

Previously two different workers were performing the operations of Bulb, harness and screw fitment.

The processes of Bulb, harness and screw fitment are now combined in a single process.

The process of Taping was removed by Gasket fitment. Formerly, taping was applied which was then removed having no impact on the product.

The processes are now re arranged by putting the process of Gasket fitment at the first place instead of taping.

Previously the testing unit for Rear combination had two different units for Left and Right hand lights.

The testing unit is now simplified and is made common for both the lights.

Previously the worker had to put the light in press fitment and then had to locate the upper jig.

Now a jig is developed for Press fitment.

Upper part

Lower part

New Jig

Screw gun was previously placed on the table and hence every time the worker had to take the gun and fit the screws.

The Screw gun is hanged near the screw fitment and hence the worker is facilitated.

The Gasket fitment process is eased by making a jig for applying adhesive on the Gasket and pasting the Gasket on the Reflector.

1

2

Balance Ef f i c i encysum of work ing hour s o f each proce s s

max imum t ime o f p ro ce s s x t he number o f p roc e s s e s

= x100

=85.87%=51%

Balance Ef f i c i encysum o f work ing hour s o f each proce s s

max imum t ime o f p ro ce s s x th e number o f p roc e s s e s

= x100

1

23

4

7

5

6

8

Before

KA

IZE

N

1 23

4

6

5

After

KA

IZE

N

Parameters Before AfterImprovement

%

Total Cycle Time 612.4 sec 474 sec22.6%

reduction

Line Balance efficiency 51% 85.87%34.87% increase

No. of Workers 8 6 25% reduction

Cost reduction in terms of workers’ time

81.6 min/total workers


41.9% reduction

Space saving 264 ft² 216ft² 18.2% saving

Work Content analysis was done for two different processes in Leakage testing.

2)1) Leakage testing without Air

3)2) Leakage testing with Air.

The reflector was cut in order to see the gap between the Lens and the Reflector.

The Lens has a window which is shown in the picture.

It was recommended to make a inner wall in the Lens to avoid Leakage

The time of Press fitment was changed from 45 seconds to 6 seconds in order to ensure that the

locks are properly seated.

Previous time

New time

The flashes inside the channel along the leaked area were removed and then adhesive was applied.

The purpose was to check whether the flashes were the root cause for leakage or not.

After Press fitment, the pieces are placed upside down on the table to ensure proper adhesion of Lens and Reflector.

The purpose was to retain the adhesive along the channel and impart a pressure so as to confirm the proper adhesion.

Process:

After (Improvement)

ProductivityQuality, Cost, 5S,

Safety, Other_PM (machine protect)

Target (round mark)Date

NO.

Status (round mark)Done

ProgressingFutureReject

Sealing

1. Possible damage of Hot Melt Nozzle Because it was installed on the

passage

2. Possible part defect caused by collision

(other worker)

Move the Hot Melt Nozzle to inside the process

Productivity Result

Reduced time : 0 hrs./month

Team: Suggest:Leader: SMEDA-JICA

2012-5-29

1

[Before – After (sec/pcs)] x Production Vol. (pcs/mth)

Before (Problem)

Process: Pressing

Before (Problem) After (Improvement)


Safety, Other(_____________)


NO.



It takes long time to use the press machine.

1. The worker has to hold the upper base plate in one hand and put the part from second hand.

2. Possibility of damaging the part and also it take long time to perform the operation.

Change the upper and lower die and upper die fix to the moving plate so that worker can

use Both hands for loading and unloading of the

parts.

*Shorten the operation time.*Makes worker task easier.

Productivity Result


Team: Suggest:Leader:

2012-6-5

2


Mr. Salim / Mr. Adnan

(37-20)sec/pcs x 3600pcs/month= 61200 sec/month

Process:Before (Problem) After (Improvement)


Safety, Other(____Space_________)


NO.



Productivity Result



2012-6-5

3


Sealing performed after application of masking tape on every part

*Take much time to masking & remove it “Waste of process itself”

*Waste of masking tape

Rearrange the process and eliminate “Waste of process itself”

*Eliminate Waste process (application of masking tap)

*Reduce working time*No masking tape required (cost reduction)

1.Gasket fitment2.Bonding/Press fitment3.Adhesive cleaning4.Leakage test5.Screw/ Bulb & Harness fitment6.Final testing + Packing

1.Sealing2.Bonding/Press fitment 3.Adhesive cleaning Remove Tape4.Leakage test5.Tightening6.Gasket fitment 7.Assemble harness8.Final testing9.Packing

Before After

Mr. Salim

(16-0)sec/pcs x 3600pcs/month= 57600sec/month

Masking tape

Process: Leakage Testing

Before (Problem)After (Improvement)


Safety, Other(_____________)


NO.



Productivity Result

Reduced time : hrs./month


2012-6-10

4


1.It takes long time to check the leakage2. Possible overlook the water leak

Dip into water and check if water goes into the part

Use low pressure air for check.Check by bubble

*Shorten the checking time.*Ensure the leakage inspection.

*No water goes into the part (therefore shorten the cleaning time)

Low Pressure Air

Mr. Salim

Process: Gasket Fitment



Safety, Other(_____________)


NO.



Location Pins

1-It took long time to perform the operation Because the glue stick with the workers hand

and also the gasket stick with card board.２． Make Operator task more difficult.

1. The idea is to develop a jig with embossed same Profile as of gasket and it has little higher with base

so that Glue does not stick with base.

2. There will also be location pins as there are holes Available in the gasket.

It will make the operator work more easy and lesser time is required.

Productivity Result

Reduced time : 21.57 hrs./month


2012-5-29

5

Jig base


(100.57-79)sec/pcs x 3600pcs/month= 77652 sec/month



Safety, Other(_____________)


NO.



Productivity Result



2012-6-10

6


SMEDA-JICAProcess: Final Testing

There was no proper place for putting the markers used in

marking the parts and there fore the worker took time in marking.

A holder is attached to save the time.

Process: Final Testing



Safety, Other(_____________)


NO.



Productivity Result



2012-6-10

7


Coupler was fixed in the Jig which was previously not attached

SMEDA-JICA

NO. OF

IDEAS

Total

BEFORE

SMEDA

AFTER

SMEDA IMPLEMENTEDTARGET OF

IMPLEMENTATION Time saved

12 0 12 7 1st week of August88.2

hours/month



Safety, Other(_____________)


NO.

Status (round mark)

DoneProgressing

FutureReject

Productivity Result


Process: Team: Suggest:Leader:

2012-5-29

0


Excessive length of bolts

*It take long time to tighten nuts



Safety, Other(_____________)


NO.

Status (round mark)

DoneProgressing

FutureReject

Productivity Result



2012-5-29

0




Safety, Other(_____________)


NO.

Status (round mark)

DoneProgressing

FutureReject

Productivity Result



2012-5-29

0


Inadequate lightening for Test

*Possible overlook the defects

Dedicate Lightening for Test

Example of lightening at Auto

Assembly Line



Safety, Other(_____________)

Target (round mark)

Picture or figure

Date

NO.

Status (round mark)

DoneProgressing

FutureReject

Productivity Result



2012-5-29

0


This worker is just holding Jig (waste of time)

Unload lamps one by one (take a long time)

Hold the Jig by Clamp or something

Remove the springs one side all then after remove the other side of spring so that

unloading time will be shortened

After (Improvement)


Safety, Other(_____________)


NO.



Productivity Result


2012-5-29

5 Reduced time : hrs./month


Before (Problem)

Process:

Material handling should be improved by making the trolleys in order to reduce the risk of damaging.

Time saving on Rear comb. Line =(41.9/100)x184Time saving on Rear comb. Line =77.096 Hrs/month

Time saving on Rear comb. Line=925.152 Hrs/year

Cost saving on Rear comb. Line by saving time =77.096x43.47

Cost saving on Rear comb. Line by saving time =3352 Rs./month

Cost saving on Rear comb. Line by saving time =40224 Rs./year

Cost saving by worker reduction =2x8000

Cost saving by worker reduction =16000 Rs/ month.

Cost saving by worker reduction =192000 Rs/ year.

Total saving = 1,92,000+40,224 Rs./yearTotal saving per year

= 2,32,224 Rs./year

Description Before Target AchievedImprovement

in %Improvement in

Times

Total Cycle Time 612.4 secReduce to

1/3 474 sec

22.6% 1.29

Line Balance efficiency 51% Around 80% 85.87% 34.87% 1.68

No. of Workers 8 4-5 6 25% reduction 1.33Cost reduction in terms of workers’

time


min/total workers47.4 min/total

workers 41.9 % 1.72

Space saving 264 ft² - 216ft² 18.18% 1.22

Total Saving 0 -

2,32,224 Rs./year - -

Y9f Cultus Head Lamp.

Takt time and Work Content Analysis of Y9f Cultus Tail Lamp.

Takt time and Work Content Analysis of Y9f Cultus Head Lamp.

Y9f Cultus Tail Lamp.

CNC Spot Gluing Machine 3 Axis

2.1 x 1.27

Table-10.75 x 0.9

Press1.0 x 0.7

Control P. Adh.

Applicator0.85 x 0.5

Leak Tester0.9 x 0.7

Light Tester0.9 x 0.85

Tab

le-30.75 x 0.9 Table-4

0.75 x 0.9

3.6 m

4.0

m

Tab

le-20.75 x 0.9

Implementation of KAIZEN.Time study on other Assembly lines.

Business

Final Presentation for SMEDA-JICA