IMPLEMENTATION OF JAPANESE 5S/KAIZEN CONCEPT

PRESNTED BY

J. JUMAC INT’L CO. LTD

AT

THE FIRST PRODUCTIVITY PROMOTION SEMINAR IN NIGERIA ON THE APPLICATION OF

JAPANESE KAIZEN CONCEPT FOR PRODUCTIVITY IMPROVEMENT

Tetative title

• 1. introduction of Jumac

• 2. 5S

• (1) Assy

• (2) production

• 3. KAIZEN – Assy

• 4. Concl

1. Introduction OUR IDENTITY

We are J. Jumac Int’l Co., Ltd, located in Lagos, the commercial capital city of Nigeria, focus on the manufacturing of Suitcases, traveling bags, industrial and domestic plastic products using injection molding process, blow molding process and thermoforming process of plastic processing for manufacturing

1. OUR VISION To be the leading indigenous manufacturer of suitcases

and bags of global standards

OUR MISION

To be a leading provider of high quality suitcases and bags to Nigerians at affordable prices and an

exporter of the products with high yield dividends to all our stakeholders

OUR PROMISE

To remain consistent, affordable and qualitative in delivery

1. BASIC INFORMATION

Tangible Targets (Objectives) of the Client: To locally produce high quality suitcases that sell at affordable prices in Nigeria and the international markets.

To continuously enhance the quality of the company’s human resources through quality training and the development a well articulated staff welfare program.

To be a highly profitable organization that would constantly provide satisfactory returns on investment for all our stakeholders.

1. OUR PRODUCTS

1. Our Products

1. OUR PRODUCTS

2. 5S Team Setup

2. LAUCHING OF 5S & 5S TRAINING

2. Lines Selected for 5S/Kaizen Activities

5S/KAIZEN

Production Assembly Line Line

2 LAST PAGE 5S Check List

5S No. Check Points

Check Result Assy Production Sep.26,

16

Nov.8,16

Jan.24,17

Sep.26,16

Nov.8,16

Jan.24,17

SEIRI (Sorting)

1 Unnecessary Items in WIP and Inventory ? 2 3 5 2 4 5 2 Not used machines and equipments ? 3 4 4 4 4 4 3 Not used tools, dies, cutter ? 3 4 5 4 4 5 4 Is it easy to see unnecessary ones ? 3 4 5 1 4 5 5 Any standard to throw unnecessary ones away ? 2 3 4 3 3 4

SEITON (Set In Order)

1 Identification of item location ? 2 4 4 1 2 3 2 Display of item/part name on its location/shelf ? 1 2 3 3 3 3 3 Updated inventory record with QTY ? 1 2 3 3 3 3

4 Marking clearly on passage, working and WIP area by a line ? 1 1 1 1 1 5

5 System of use tools easily and return ? ? 2 3 ? 1 1

SEISO (Systematic

Cleaning)

1 No waste, water, oil and etc on the floor ? 1 2 4 1 2 4 2 Periodical machines cleaning and no dust and leakage of oil ? 1 3 4 2 3 4 3 Cleaning and checking of machines done at the same time ? 1 3 4 2 3 4 4 A plan (Schedule) for routine cleaning ? ? 3 4 2 4 4 5 Have a custom to sweep and wipe frequently ? 2 3 4 1 2 3

SEIKETSU (Standardizing)

1 Keeping clean air, the exhaust and ventilation good without dust and smell ? 2 4 3 2 3 3

2 Brightness of lighting enough with the right angle for operation and inspection ?

2 3 3 2 3 3

3 Use of clean Personal Protective Equipment (overall, masks, goggles, gloves etc) ?

3 3 3 1 1 4

4 System of cleaning equipment before and work after work? ? 2 3 ? 3 3

5 System of maintaining orderly arrangement and the cleaning ? 2 2 3 2 3 3

SHITSUKE (Sustaining)

1 System for monitoring work time? 4 3 4 4 3 4 2 Greeting when we meet and see each other in our office ? 4 4 4 4 3 4 3 System of recognisition of performance (e.g 5S)? ? 4 4 3 3 4 4 Any rule to have a daily meeting every morning before work? ? 1 4 ? 3 2 5 Does everyone try to keep the general rules and procedures ? ? 4 3 2 2 3

Summary of 5S Check List

Date Assembly Line Production Line

September, 26, 2016 42% 45%

November, 8, 2016 58% 56%

January, 24, 2017 72% 72%

Explanation From Sept 26, 2016 to date, there is some marked improvement in a continuous manner in both lines. They have been able to sort unnecessary items from necessary items. Passage is now clearly marked in the Production line. Improved maintenance and cleaning observed in both lines. Assembly moved from 42% to 72%, while Production moved from 45% to 72%.

Layout Before & After

Raw Material

Raw Material

Raw Material

Raw Material

Raw Material

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ENTRANCE

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6

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MACHINE 5MIXER

MACHINE 4

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MACHINE 3

Raw Material

Raw Material

Raw Material

R a w M a t e r i a l

ENTRANCE

M A C H I N E 1

M A C H I N E 2

M A C H I N E 6

R a w M a t e r i a l

MACHINE 5

MACHINE 4

MACHINE 3

Before After

Japan Productivity Center ASSEMBLY LINE LAYOUT DRAWN DURING THE PROJECT

Japan Productivity Center All Rights Reserved

15

4 ➄

Bumber Bag Size 18

10 9 8 7 6 5 4 3 2 1

⑦

3 ⑥

INVENTORY

Zipper Bag

Door

1 INVENTORY 2 Corner

Entrance

5S MAP

5S/Kaizen Activities in Production Line

Before After

5S/Kaizen Activities in Production Line

Before After

5S/Kaizen Activities in Production Line

Before After

5S/Kaizen in production Cont’d

Before Mixing done in production floor, creating untidy floor

After Mixing section relocated properly arranged

Line 10 – 32 secs

Cleaning & packaging

Line 9 – 62 secs

Labelling Quality checks

Line 8 – 48secs

Screwing of elastics & divider

fittings

Line 7 – 21 secs

Coupling centre rod

Line 6 – 39 secs

Instruction label, Fixing of keys,

Logo, Fixing divider

Line 5 – 51 secs

Fixing of elastics band lock,

Fixing of wheel cover

Line 4 – 25 secs

Fixing Sticker & divider hook

Line 3 – 43secs

Fixing of front handle, Fixing of

front lock, Fixing of side lock

Line 2 – 50 secs

Fixing of the big wheel, Fixing of

front lock

Line 1 – 45secs

Fixing of trolley system

5S/Kaizen Activities At The Assembly Line

From line1 to line 10, the process operation time is 413 seconds were spent as cycle time on 9th November 2016. (Existing sop for assembly before 5s)

Line imbalance : BEFORE

Line 10 – 32 secs

Cleaning & packaging

Line 9 – 62 secs

Labelling Quality

checks

Line 8 – 48secs

Screwing of elastics &

divider fittings

Line 7 – 21 secs

Coupling centre rod

Line 6 – 39 secs

Instruction label, Fixing

of keys, Logo, Fixing

divider

Line 5 – 51 secs

Fixing of elastics band

lock,

Fixing of wheel cover

Line 4 – 25 secs

Fixing Sticker & divider

hook

Line 3 – 43secs

Fixing of front handle,

Fixing of front lock,

Fixing of side lock

Line 2 – 50 secs

Fixing of the big wheel,

Fixing of front lock

Line 1 – 45secs

Fixing of trolley system

IDEAL TAKT TIME / BAG

• Work time / day = 600 minutes

• Time available/day: 600-30 minutes(break time)= 570 minutes

• A Set =5bags(5sizes)

• 80 sets/day= 400 bags/day

• Takt time for a set of 5 bags = 427.5 seconds

• Takt time for 1 bag = 85.5 seconds

Improvement of Line balance ⑩Line 10 – 32 secs

Cleaning & packaging

⑨Line 9 – 62 secs

Labelling Quality

checks

⑧Line 8 – 48secs

Screwing of elastics &

divider fittings

⑦Line 7 – 21 secs

Coupling centre rod

⑥Line 6 – 39 secs

Instruction label, Fixing

of keys, Logo, Fixing

divider

➄Line 5 – 51 secs

Fixing of elastics band

lock,

Fixing of wheel cover

④Line 4 – 25 secs

Fixing Sticker & divider

hook

③Line 3 – 43secs

Fixing of front handle,

Fixing of front lock,

Fixing of side lock

②Line 2 – 50 secs

Fixing of the big wheel,

Fixing of front lock

①Line 1 – 45secs

Fixing of trolley system

②‘New Line 2 –

Handle+wheel+tyre+

front lock+

sticker+divider

③‘New Line 3 –

Divider + elastic

④‘New Line 4 –

Wheel cover +coupling

center rod,screwing

divider+elastic to

bottom+cleaning

➄‘New Line 5 –

QC and packaging

Before

After

①‘New Line 1 – Trolley system + side lock

To seek for upper limit of cycle time with line balance uniformity.

5S/KAIZEN IN ASSEMBLY LINE

• Before (one line) After (two lines)

Huge loss occurred due to the line imbalance.

0

10

20

30

40

50

60

70

80

90

Takt time ８５．５”

Line imbalance : Current (before)

To seek for best operating procedures by reviewing each job contents ,so that total line imbalance will be abolished.

0

10

20

30

40

50

60

70

80

90

Trolley system + side lock Handle + Wheel tyre +Front lock + sticker + divider Divider and elastic Wheel cover + Coupling centre rod, screwing divider + elastic to bottom + cleaningQC and packaging

Line balance : Countermeasure (After) Takt time ８５．５”

Skill map

Nam

e

we

eks

Stat

us

Ch

ugb

o O

koh

(5

yrs)

Gan

iyu

A

bio

du

n (

7yr

s)

Emm

anu

el

Ch

ukw

u (

3

mo

nth

s)

Felix

Jo

sep

h (

4

mo

ns)

Ch

ika

Mm

adu

ka

(3yr

s)

Ito

do

Jo

hn

(3

mo

ns)

Dam

ilola

K

ola

wo

le (

1yr

)

Bas

sey

Ku

fria

(8

yr

s)

Qu

am

Sho

shan

ya

(3m

on

s)

Isra

el N

wan

i (4

mo

ns)

Skills

Fixing of the trolley system

Current 4 1 1 2 1 1 1 4 1 1 Plan 4 4 3 4 3 2 2 4 2 2

Post Trg Fixing of the big wheel / Fixing of

front lock

Current 1 4 1 2 1 1 1 1 1 1 Plan 3 4 2 4 3 3 3 4 3 3

Post Trg Fixing of front

handle, front lock and side lock

Current 1 4 1 1 1 1 1 1 1 1 Plan 3 4 4 3 3 3 3 4 3 3

Post Trg

Fixing of sticker and divider hook

Current 1 4 1 3 4 1 1 4 1 1 Plan 3 4 3 4 4 3 3 4 3 3

Post Trg

Fixing of elastic band lock and wheel cover

Current 1 4 1 1 4 1 1 4 1 1 Plan 3 4 3 3 4 3 3 4 3 3

Post Trg Fixing of instruction label, keys, logo and

divider

Current 1 4 1 1 1 1 1 4 1 1 Plan 3 4 3 3 3 4 3 4 3 3

Post Trg

Coupling of centre rod

Current 4 4 1 1 1 1 3 4 1 2 Plan 4 4 3 3 3 3 4 4 3 4

Post Trg

Screwing of elastic and divider fittings

Current 4 4 1 1 1 1 1 4 1 1 Plan 4 4 3 3 3 3 3 4 3 3

Post Trg

Labelling quality checks

Current 4 4 1 1 1 1 1 4 2 2 Plan 4 4 3 3 3 3 3 4 4 4

Post Trg

Cleaning and packaging

Current 1 4 1 1 1 1 1 4 1 2 Plan 3 4 3 3 3 3 3 4 3 4

Post Trg

●PDCA:Once a every 2weeks

●Goal: Every assy. operator`s skill shall reach top level

Cannot operate without support

1

Can do with operation manual or under supervision

2

Can do himself perfectly

3

Can do himself perfectly and teach others

4

5s/Kaizen Activities in The Assembly Line

before after

5s/Kaizen Activities in The Assembly Line

before after

Japan Productivity Center

5S MAP/KAIZEN SITES/PROBLEM AREAS & IMROVEMENT EFFORTS

①A:<Before> ②B:<Before>

<After> <After>

Japan Productivity Center

③A:<Before> ④B:<Before>

<After> <After>

5S/Kaizen Progress 32

KP

(Kaizen & Plan )

Sheet

Kaizen Theme

Reason for selecting Kaizen theme: Process / Department:

No. of members: Reorganise layout to achieve cycle time for double

production (combining jobs) Kaizen by:

After KAIZEN Before KAIZEN

Results

Less waste as twice the target is met with the same number of workers.

Problem

Assy line

5

5S team

I

Line Imbalance

Before all the operators

were working on one line.

5S/Kaizen Progress 33

KP

(Kaizen & Plan )

Sheet

Kaizen Theme

Reason for selecting Kaizen theme:

Process / Department:

No. of members: Arrange tools and jigs

within operator's two

arms' reach

Kaizen by:

After KAIZEN Before KAIZEN

Results Problem

Assy line

5

5S team

Necessary parts were scatterd about in disorderly manner. Time is wasted seaching for parts.

Parts we placed symmetrically and assembled them with both hands. Waste of unnecesarry motion eliminated

Need to eliminated Waste of unnecessary motion

Lessons Learnt From The Project

• We learnt that even the most seemingly difficult task can be achieved by simple step-be-step but continuous approach like the training of 5s and kaizen.

Gains of 5s/Kaizen in production

• Production floor becomes easily accessible without obstruction

• Right Disposals of waste becomes easy and habitual

• Accident risk becomes very minimal and safety level becomes high

• Workers morality becomes improved

• Environmental pollution is maximally eliminated

Gains ……. Cont’d

• Machines, equipment and tools become easily promptly identifiable

• Passage now marked with yellow lines to identify work areas

• Safety signposts pasted in strategic areas of the factory

• Access to machines for quick troubleshooting

• Materials pick up time reduces from 15mins to 2mins

• Mold changing time reduces from 95mins to 40/45mins

Gains of 5s/Kaizen in assembly line

• A well structured and balanced work line achieved

• With the skill map analysis, productivity was increased by 100% with idle time eliminated

• Raw materials pick up time reduced with a resultant reduction in energy loss

• Walk way in assembly becomes easily accessible without obstruction

• .

Gains ……… Cont’d

• Proper arrangement of raw materials and finished product achieved

• Workers morality improved.

• More revenue same time and same labour

• Standard Operation Procedure (SOP) now available

• Parts/tools now easily accessible without wasting time

Conclusion

Beyond any doubt, training of 5s/kaizen has improved our productivity, improved our morality and saved us unnecessary cost of bills through incessant factory accident.

Its our hope that our continuous practice of 5s and kaizen would land us at our desirable peak.

THANK YOU

……………………………………………………………………….