1.

Automotive KaizenProgramme

ForewordMessageAcknowledgement of Key Stakeholders

1. Abbreviations 2. Programme Background 3. Programme Methodology 4. Feedback from Participating Companies5. Terminology 6. Case Studies 9 Acoustex (Pty) Ltd 10 Baires Plastics (Pty) Ltd 12 Q-Plas (Pty) Ltd 14 Supreme Spring (Pty) Ltd 16 Excellence Motor Trimmers CC 18 Auto Industrial Machining (Pty) Ltd 21 Duys Components Manufacturers 24 Lumen Special Cables (Pty) Ltd 27

7. Contact Details

Table of Contents

Japan has managed to retain its position as one of the top

automotive manufacturers globally, with Toyota being the

premier in the industry. Approximately 5.5 million Japanese

nationals, equivalent to 8.7 percent of Japan’s workforce, are

employed within the automotive manufacturing and related

industries. Furthermore, Japan is home to 78 factories in 22

of its prefectures’ manufacturing vehicles. Manufacturing

of automotive parts contributes to almost 600,000 jobs

in the sector, with another 390,000 jobs allocated to the

production of raw materials and basic equipment used in the

automotive industry.

The Japan International Cooperation Agency (JICA),

established in 1974, operates under the Japanese

Government’s Official Development Assistance to support

developing countries to become self-sufficient and

economically competitive. Locally, JICA seeks to address

South Africa’s development challenges through multi-

sectoral initiatives promoting people and institutional

development, with sustainability in mind. These initiatives

include training in Japan, and dispatching Japanese

nationals as either experts or volunteers for skills transfer

We reaffirm our common commitment to growing International, intergovernmental & local partnerships, so we can contribute to making the South African automotive sector globally competitive and that promises a better existence for its people.

As a subsidiary within Gauteng Growth & Development Agency (GGDA) an Agency within Gauteng Department of Economic Development, within Gauteng Province- South Africa, we are honored and deeply humbled by the support of International, National and Provincial Government Leaders and Industry Stakeholders. We are profoundly grateful to you for giving and choosing the AIDC an opportunity to Transform, Modernize and Reindustrialize the automotive landscape.

The AIDC collaborated with the Japan International Corporation Agency (JICA) since May 2015 on a programme to develop automotive suppliers in South Africa. The programme is currently having nine (9) suppliers within South Africa who have been trained on KAIZEN and production systems together with the AIDC Supplier Development Engineers / Project Managers. The word KAIZEN is derived from Japanese, meaning “continuous improvement” and includes all initiatives that focus on process engineering and improvement. The first phase of the programme had five (5) suppliers who were taken to Japan for best practice training during September 2016 on production systems.

During 2012, the AIDC requested support from JICA through submission to the Department of Trade and Industry (the dti), the Department of International Relations and Cooperation (DIRCO). The initial proposal submitted by the dti to DIRCO on technical cooperation between South Africa and Japan, served as the basis of a comprehensive submission to the South African National Treasury for final

A message from

Mr. Tomohiro SekiChief Representative: JICA South Africa

to local counterparts. To date, JICA has collaborated with

South Africa to develop various to projects on local soil, has

sent over 1,500 South Africans to Japan for training, and has

dispatched over 450 JICA experts to South Africa’s central

and provincial governments, and over 100 JICA volunteers to

South Africa’s communities.

JICA has forged relationships with various government

entities since starting its operations in South Africa in

1997, and has made great strides in capacitating human

resources. One such success story is our contribution to

the automotive industry by dispatching an Automotive

Industry Human Development Advisor to the Automotive

Industry Development Centre (AIDC) from May 2015, a

project which I am honoured to be a part of. In this project,

JICA is transferring knowledge and skills through training

and the sharing of knowledge on the KAIZEN approach,

which involves training-of-trainers and empowerment of

human resources. Considering South Africa’s economic

milieu, I believe that skills development and job creation

are key in accelerating development. KAIZEN practices have

the potential to eliminate waste, bring profit to firms and

position them for greater investment on human resources

and production infrastructure. JICA will continue working

to promulgate change in the South African economy by

equipping workers in the automotive industry to embrace

KAIZEN teachings and to encourage its spread to more

companies in this industry.

Foreword

submission to the Embassy of Japan. Japanese automotive experts, were deployed to South Africa at the AIDC GP in 2015. The programme has been running successfully for four years.

The success of the programme lies on how committed companies to the programme managed to build their manufacturing capacity by identifying their constraints using tools taught in the programme and how they improved their thinking and skills on KAIZEN and efficient manufacturing. The other benefit from the programme is the upliftment and improvement of AIDC Project Managers’ skills and capacity on how to support the automotive suppliers for enhanced competitiveness in their manufacturing processes.Established as an Incorporated Administrative Agency under the Act of the Incorporated Administrative Agency - Japan International Cooperation Agency (Act No. 136, 2002).

JICA aims to contribute to the promotion of international cooperation as well as the sound development of Japanese and global economy by supporting the socioeconomic development, recovery or economic stability of developing regions. The support provided by JICA is significant and in line with the South Africa and Japan governments existing bilateral agreement.

Mr. Lance Schultz

Chief Executive Officer: AIDC

1.

Acknowledgement of Key Stakeholders 1. Abbreviations

The AIDC acknowledges the following stakeholders for their participation and contribution:

• AIDC Senior Management

• ASCCI

• Department of National Treasury

• Department of Trade and Industry (Asian Desk)

• Department of Trade and Industry (the dti) – Automotive Desk

• DIRCO (Department of International Relations and Cooperation)

• Embassy of Japan

• Gauteng Provincial Government

• Japan International Cooperation Agency (JICA)

• Mr Kazunori Hayashi

• Mr Michiharu Suzuki

• NAAMSA

• National Association of Automotive Component and Allied Manufacturers (NAACAM)

• OEM’s Nissan SA and Toyota SA

• Participating component Suppliers on the programme:

Gauteng (GP): Baires Plastics; Supreme Spring; Auto Industrial Machining; Excellence Motor Trimmers;

Steelbest formerly known as Zealous Automotive

KwaZulu-Natal (KZN): Duys Component Manufacturers; Lumen Special Cables

Eastern Cape (EC): Acoustex; Q-Plas

AIDC Automotive Industry Development Centre

EC Eastern Cape

GP Gauteng Province

JICA Japan International Cooperation Agency

JIT Just in Time

KPI Key Performance Indicator

KZN Kwa-Zulu Natal

MIFD Material and Information Flow Diagram

NAACAM National Association of Automotive Component and Allied Manufacturers

OEM Original Equipment Manufacturer

QCDSM Quality, Cost, Delivery, Safety, Morale

SEDD Supplier and Enterprise Development Department

SMED Single Minute Exchange of Die

the dti The Department of Trade and Industry

TPS Toyota Production System

GGDA Gauteng Growth & Development Agency

WIP Work In Progress

3.2.

2. Programme Background

A bilateral ministerial agreement between South Africa and

Japan in May 2012, resulted in an economic study proposing

strong focus towards issues of supplier development

and competitiveness improvement in the South African

automotive sector. Master Trainers in the field of Lean

Manufacturing and Toyota Production System created the

impetus for major competitiveness improvement activities in

the UK & India and similar was envisaged for South Africa.

The Automotive Industry Development Centre (AIDC)

collaborated with the Japan International Corporation

Agency (JICA) in 2015 on a programme to develop

automotive suppliers in South Africa. JICA supported

nationally co-ordinated activities in South Africa, that

would increase levels of supplier development, by funding

Ex-Toyota Japan KAIZEN Experts. Subsequently two ex-

Toyota Japan automotive experts, Mr Kazunori Hayashi and

Mr Michiharu Suzuki, were placed in South Africa at AIDC

Gauteng in May 2015. The KAIZEN Experts ensured that

training and capacity building was extended to include Tier

– 2 and Tier – 3 companies through supporting activities and

training of AIDC Trainers.

The word KAIZEN is derived from Japanese, meaning

“continuous improvement” and includes all initiatives that

focus on process engineering and improvement. The success

of the programme lies in how companies commit to the

programme and manage to increase their manufacturing

efficiency by identifying their constraints using the tools

taught in the programme and how they improve their

thinking and skills. After 4 years of training and supporting

five (5) companies in phase 1 and eight (8) companies in

phase 2, the Automotive KAIZEN Programme is being rolled

out to the greater industry by the AIDC.

The success of the programme lies in how companies

committed to the programme manage to build their

manufacturing capacity by identifying their constraints using

tools taught in the programme and how they improve their

thinking and skills on KAIZEN and efficient manufacturing.

The other benefit of the programme is the upliftment

and improvement of company representatives’ skills and

capacity on how to support their company for enhanced

competitiveness in their manufacturing processes.

3. Programme Methodology

• Non-value adding activities (waste) exists everywhere, related to people, material and facilities, or the production set-

up itself. KAIZEN (continuous improvement) refers to the series of activities whereby instances of waste are eliminated one by

one at minimal cost, by employees using their knowledge to increase efficiency in the workplace.

• The training is based on the Toyota Production System, which is a manufacturing system developed by Toyota which

seeks to optimise the entire system by thorough elimination of non-value added activities. It also aims to build quality into the

manufacturing process whilst recognizing the principle of cost reduction.

Training Structure and Content

Classroom Theory on Tools (2 days)

• Toyota Production System (TPS) Basic Concept

• 4S before KAIZEN

• Material & Information Flow Diagram (MIFD)

• Takt Time

• Standardised Work (Process Capacity Sheet, Combination Table, Standardised Work Chart)

• Pull Production (Kanban, Production Levelling)

• One Piece Flow Simulation

On-the-Job (OTJ) Training (minimum of 2 years)

• Coaching on site on correct application of KAIZEN tools (learning stage)

• Coaching on identification of KAIZEN (learning stage)

• Coaching on implementation of KAIZEN (problem solving stage)

Programme Road Map

5.4.

Requirements from Participating Companies:

• High commitment from company management with a strong expectation for KAIZEN

• Assign an in-company person as the KAIZEN project leader

• Budget for low cost KAIZEN implementation

• No headcount loss as a result of implemented improvements

• Availability of cross functional teams for KAIZEN training and implementation

Training & Achievement Levels:For KAIZEN Leaders/Facilitators

For Companies:

4. Feedback from Participating Companies

“The JICA/AIDC initiative to impart knowledge and skills

around the philosophy of continuous improvement

(KAIZEN) has been an incredibly rewarding process of

shifting mindsets and changing culture in our workplace.

The hands-on training on the principles and tools imparted

such as MIFD, Heijunka, single piece flow as well as goal

aligning tools such Hoshin Kanri (policy deployment) have

all been part of this amazing journey”.

John-Mark Simmons, Managing Director, Duys

Component Manufacturers

“The implementation of the philosophy of the TPS system

with the joint assistance of JICA and the AIDC, proved an

invaluable exercise to Supreme Spring, and specifically my

Manufacturing Engineering department. It highlights the

importance of correct use of fundamental tools such as 5S

and MIFD and quantifies the substantial gains that can be

achieved and what areas of waste to focus on through the

use of tools such as combination tables and capacity sheets.

Any manufacturing process, no matter how complex, can

be broken down with these simple tools, and countless

improvement activities can stem from their analysis.

The system’s ease of use and simplicity to apply, make

adopting a focussed, continuous improvement, or

KAIZEN, methodology easy to integrate into standard

daily operations, allowing for continued efforts to remain

cost efficient and thus competitive, a necessity for any

manufacturing company, but even more so for OE

automotive component manufacturers.”

Kevin Schutz, Process Manager, Supreme Spring

“To be quite honest I am very happy with the project,

most especially the 5S project which gave us good reviews

during our ISO Audit in February 2019. The Auditor who

had been here a year ago, was just shocked at the change in

our environment. I am very happy and can’t stop thanking

AIDC for all the help they give us. We really appreciate your

contribution.”

Salome Poto, Managing Director, Excellence Motor

Trimmers

“The JICA/AIDC Project has improved the operational

efficiency within the company. The approach has enhanced

the flow pattern process on the lines, assisted in the

reduction of material movement and bottlenecks and aided

with problem solving & visual management. Continuous

improvement on strategies implemented, will be the best

principal to drive the desired results.”

Monty Naidu, General Manager, Lumen Special Cables

“When JICA and the AIDC first told us about the TPS

Project savings, we thought it was too good to be true!

It is like someone telling you here is a free Mercedes-

Benz – it is yours… but now that we introduced the TPS

methodologies, we are seeing the great savings, and we are

realising that there is so much more where we can save. The

results are tremendous”

Martin Keller, Managing Director, Baires Plastics

7.6.

5. Terminology

4S (Four S’s) The Four S’s refer to the corresponding Japanese and English terms of Seiri (Sifting), Seiton (Sorting), Seiso (Sweeping) and Seiketsu (Spick and Span). Collectively they mean the maintaining of an orderly, clean and efficient working environment.1S (Sifting): refers to the practice of going through all items at the worksite, deciding what is and what is not needed and disposing of the latter.2S (Sorting): This means orderly storage in the right place of all neces-sary items so that they can be easily found and used when needed.3S (Sweeping): This refers to maintaining a clean jobsite at all times, making work easier and safer.4S (Spick and Span): Refers to the overall cleanliness and order that results from the strict observance of the three S’s

Cycle time The total amount of time required for a worker to complete one cycle of his entire job process, including manual working time and walking time

Heijunka (Production levelling)

Is the overall levelling in the production schedule of the variety and volume of items produced in given time periods, which is a pre-requi-site for xJust-in-time production.

Just-in-time Refers to the manufacturing and conveyance of only what is needed, when it is needed and in the amount needed. This enhances efficien-cy and enables quick response to change.

KAIZEN Refers to the series of activities whereby instances of Muda (waste) are eliminated one by one at minimal cost by all workers at each jobsite combining their knowledge to increase efficiency in a timely manner.

Kanban Is a small signboard that is the key control tool for Just-in-time pro-duction, which serves as a tool for instruction for production and conveyance; for visual control; and as a tool to perform Kaizen.

KPI (Key performance indicator)

A key performance indicator (KPI) is a measurable value that demon-strates how effectively a company is achieving key business objec-tives. Organisations use KPIs to evaluate their success at reaching targets.

Lead time The lead time is the time period between the placement of an order and the shipment of the completed order to the customer. A short manufacturing lead time is a competitive advantage; many custom-ers want the delivery of their products as soon as possible following the placement of the order

MIFD (Material and informa-tion flow diagram)

It is a detailed diagram that shows how information flows from

Milk run (Fixed-course pick up)

In this system, a delivery worker goes around fixed routes inside the plant stopping along the way to pick up sets of parts or bins to take to the production or finished goods store.

Muda (waste) Refers to non-value added activities and translated to mean waste. Refers to those elements of production that add no value to the product and only raise costs. These are overproduction, waiting, con-veyance, inventory, over-processing, motion and correction.

One piece flow System of production in which only one part is processed or assem-bled and sent along the production line to the following processes.

Continuous flow processing This means eliminating the stagnation of work in and between pro-cesses and carrying out one piece flow production.

Pattern production table (Pattern sequence table)

Table which shows the production sequence of different models on a mixed model production line. Based on the ratio of the mix of differ-ent models in the production plan, the order of producing different models follows a standardised pattern.

Process capacity sheet System of manufacturing in which following production processes withdraw from preceding processes the parts they need, when they need them and in the exact amount needed.

Pull production system The lead time is the time period between the placement of an order and the shipment of the completed order to the customer.

SMED (Single-minute ex-change of dies) or Tool Changeover

Refers to the time it takes to change over from the production of one product to another, from the instant that the processing of the last component of one type is finished, to the production of the first good sample of the next type of component.

Stagnation (Work in progress - WIP)

Stagnation or Work in progress (WIP) is a form of inventory, usually unfinished goods which still require further work, processing, assem-bly and or inspection. This type of inventory is usually found within steps or sub-processes of a production process.

Standard work combination table

This table clarifies how much time is spent doing manual work and walking at each production process. It is used to examine the range of processes that one worker can take care of within takt time. Also, the amount of time during which machines or equipment are operat-ed automatically are recorded, to help determine what combinations of operations are possible.

9.8.

Automotive Kaizen Programme

Case Studies

Standardised work Organises all jobs around human motion and creates an efficient pro-duction sequence without any waste. It is made up of three elements: takt time, working sequence and standard in-process stock.

Standard in-process stock It is the minimum quantity of parts always on hand for processing in and between sub-processes. It allows the worker to do his job contin-uously in a set sequence of sub-processes, repeating the same opera-tion in the same order.

Standardised work chart This chart shows the outline of work for each worker and is displayed at each jobsite. It records takt time, working sequence and standard in-process stock. It also shows quality check, safety warning symbols and other information.

Takt time It is the time which should be taken to produce a component. Cal-culated by dividing total daily operating time by required total daily production.

TPS (Toyota Production System)

Pursues optimum streamlining throughout the entire system through the elimination of waste and aims to build quality into the manufac-turing process while recognising the principle of cost reduction.

Yamazumi chart (Operator balance chart)

A Yamazumi or operator balance chart is a stacked bar chart that shows the balance of cycle time workloads between a number of op-erators typically in an assembly line or work cell. The Yamazumi chart can be either for a single product or multi product assembly line. Yamazumi is a Japanese word that literally means to stack up.

11.10.

Acoustex (Pty) Ltd

Company Profile

Acoustex Trim, a manufacturer and supplier of Trim products, has now been incorporated into the Acoustex Neave Township operation. Acoustex supplies quality Sound Deadeners, Moulded Insulation parts, Carpets, Parcel Trays, Tailgate Covers, Back Panel components and Extruded products to all Automotive Assembly customers across South Africa. The Company employs 140 team members, drawn from the surrounding residential areas.

Acoustex – Insulation products include sound deadener components (fusible foils); sound insulation components; sound deadener and insulation assemblies; and extruded butyl tape sealants.

Problem areas identified through the MIFD, data analysis and discussions with Acoustex management included: • The need for a thorough 2S activity.• Excessive work in progress (WIP) at the end of line. • Long product lead time

Kaizen Journey

Based on the analysis from the MIFD, the production line that was chosen for this project was the Ashby line.

Key Challenges

Various studies were conducted to define the causes of the problems identified from the MIFD. 1. Elimination of stagnation at end of line operation. • Identification of the cause of stagnation. Stagnation caused by quality problems. • Calculation of the WIP on the line.• Time studies to determine the cleaning time standards. 2. Reduction in the product lead time.• Documentation of the process steps. • Identification of double handling on the line. 3. Reduction in manpower on the line. • Assessment of the current layout of the line.

Reduction of WIP at the end of line was achieved through the elimination of 53 Pallets of WIP caused by the gap between the line output of 35306 pieces per day and the production capacity of 28290 pieces per day, which in turn led to a reduction in the production lead time.

After the upgrade the line, which was realised by the capital investment, there was no need for the cleaning operation of the components coming off the line and therefore the number of operators was reduced and they were moved to other areas within the plant.

Kaizen Activities

The following Kaizen activities were implemented on the Ashby production line:• Conducting a 2S activity on the Ashby line.• Re-organization of the end of line operation. • Aligning the shift pattern of the Ashby line and the cleaning operation. • A capital investment of R4.8 million was made towards improving the line in order to reduce the quality concerns. Improvements included: • New mill machine. • Upgrades made to the Press machine. • New press belt.

Results

A thorough 2S activity workplace cleanup and organisation was conducted to restore the line to the original condition

Figure 2 - BEFORE: 2S activity carried out on Ashby production line

by team members.

Figure 4 – Reduction in lead time due to the reduction in WIP

Figure 3 – AFTER: Ashby production line organised and clean and

ready for the Kaizen implementation

Figure 5 – Reduction of manpower as a result of the

elimination of the cleaning process

Figure 1 – Picture of the sound deadeners produced on the Ashby line.

Automotive Kaizen Programme

13.12.

Baires Plastics (Pty) Ltd

Company Background

Baires Plastics was founded in 1996 by Ernesto Keller with just one moulding machine. There are currently 20 moulding machines in operation ranging from 20 – 900 tons.Baires Plastics’ products includes injection moulded automotive components such as bumpers, grill assemblies, park brakes, visors, spray painting of Nissan, Isuzu wheel caps and injection moulded parts for general industry.

The injection moulding process starts from the planning stage for machine allocation, mixing of material, tool changes, testing, production and packaging for dispatch.

Kaizen Journey

The production line chosen was the RT85 Isuzu Grille line due to Harnesses

Key Challenges

Baires Plastics identified two main problems from their current MIFD as listed below:• Double handling due to stagnation and non-standard stillages.

a. Excessive WIP due to uncontrolled parts storage and batch production in assembly.

The single minute exchange of die (SMED) or tool change over exercise indicated that the planning of tool change-overs had to be improved. The improvement required that:• Change-over preparation take place before tool change over, and• Material and tool change over must take place in parallel.

The result was a reduction to the average changeover time from 120 to 90 minutes. The combined reduction in tool change over time enabled Baires Plastics to move to a shorter weekly pattern production run. However, in order for the weekly pattern production plan to work, i.e. the tool change over planning to work, there was a need to develop a fixed pattern in order to improve overall planning. The Pattern Production Board for Machine 16 and 17 where grill components are run, is shown in Figure 4 below.

Kaizen Activities

In order to reduce stagnation; there was an attempt to shorten the production runs, but it was not possible to move from the two-weekly runs to weekly pattern production because of the excessive tool change-over times resulting in four hours of overtime.

Results

A thorough 2S activity workplace cleanup and organisation was conducted to restore the line to the original condition

Figure 4 – Pattern Production Board and actual Productions run results for the

Moulding Machines for the Isuzu Grille line.

Figure 5 – Reduction in WIP by 97% Figure 6 – Reduction in lead time by

99%

Figure 7 – Reduction in tool

changeover time by 25%

Figure 1 – Picture of RT85 Isuzu Grille

Figure 2 – Stagnation between moulding and assembly Figure 3 – Improvement involved preparation during production

and combining tool change activities

Automotive Kaizen Programme

15.14.

Q-Plas (Pty) Ltd

Company Profile

Q- Plas is an automotive component manufacturer located in Uitenhage at the Nelson Mandela Bay Logistics Park. The company produces interior, exterior and plastic components for the original equipment manufacturers that include VWSA and MBSA.

Problem areas identified through the MIFD, data analysis and discussions with Acoustex management included: • The need for a thorough 2S activity.• Excessive work in progress (WIP) at the end of line. • Long product lead time

Kaizen Journey

After consultation with management, the VW270 Mirror line was selected as the Kaizen project area. The VW270 Mirror line manufactures both the left hand and right hand door mirror for the new Polo 270. This specific production line was chosen as a pilot area for the Kaizen because the VW 270 Mirror project was a new assembly process to Q-Plas and opportunities for improvements were identified.

Key Challenges

After detailed analysis of the line using the MIFD, various improvement opportunities were identified. Opportunities for improvement identified are as follows: • Irregular stock at the temporary storage area.

• Large amount of finished goods stock in the storage area. Various studies were conducted to define the causes of the problems identified from the MIFD. • Irregular stock at the temporary storage area.• Time studies to determine the time standards of the bottleneck station. • Too many operators on the assembly line.• Calculation of the Takt time.• Time studies to establish standard times for each operation.• Compilation of combination tables.

• Large amount of finished goods stock in the storage area - Reduction of floor space by 30m2), dunnage and work in process.

Results

• Irregular stock at the temporary storage area - Reduction of the bottle neck station from 73 seconds to 42 seconds.

Figure 4 – Reduction in cycle time of bottleneck station

Figure 6 – Reduction in floor space

Figure 2 – Process flow indicating the need for temporary storage

due to a bottle neck at the testing station.

Figure 3 – Yamazumi indicating idle time for various

operators and testing station constraint

Figure 5 – Results of the trial run conducted to reduce the number

of operators on the line.

Figure 1 – Picture of the sound deadeners produced on the Ashby line.

• Development of a Yamazumi chart.• Large amount of finished goods stock in the storage area. • Development of standardized worksheet.The studies indicated that a solution was required to reduce the bottleneck on the line. Therefore, an additional testing machine was implemented. Additional activities included: • Implementation of a controlled store for skeleton parts.• Separating of the capping station and the assembly line. Trials were conducted in an effort to reduce the number of operators on the mirror line with the goal of balancing the line.

Automotive Kaizen Programme

17.16.

Supreme Spring (Pty) Ltd

Company Background

Formed in 1963 as a division of power lines, Supreme Spring moved into the automotive market in the 1970’s. Supreme Spring is the only supplier of original equipment springs, torsion bars & stabilizer bars in South Africa. Supreme Spring is engaged in the designing, manufacture, marketing and supply of quality heat-treated steel components to the local and international automotive market. The company is committed to the achievement of real growth in earnings, to meet its responsibilities to employees, customers and shareholders. Supreme Spring’s products include coil springs, stabilizer bars, torsion bars and leaf springs.

Kaizen Journey

Throughout the project, there were cross functional team members involved in the project and the Supreme Spring team included the process manager, shop floor manager, team manager and engineers.Upon starting the project, the company already had some 2S principles in place so the first step was to strengthen the 2S principles and then create an MIFD to document all the data regarding the flow of material from supplier to customer as well as the flow of information from customer to supplier.

Analyses was conducted by analysing a recorded production video using a combination table, determining the Takt time, as well as compiling a process capacity sheet, with the intention of reducing the robot cycle time. When evaluating the progression of the forming process with the combination table, it was clear that there was a significant time delay (waiting) of the robot during the process.

Another item identified was the reduction in capacity caused by periodic stoppages to the quench tank to maintain correct oil temperature control, which could not run continuously without being required to stop to allow the oil to cool down. Therefore, the following was done:• Reprogramming of the robot’s cycle so that the robot works more efficiently while bars are being formed.• Scheduled quench cooling system cleaning. A quarterly cleaning schedule was implemented, cleaning the heat exchangers 4 times a year.• An additional heat exchanger was added to improve the cooling of the oil.

Key Challenges

Supreme Spring identified the following challenges from their current MIFD as listed below:• Forming cycle time bottleneck• Operational availability of quenching processStagnation was evident between the forming and painting processes due to two different shifts, i.e. all the processes between forging and shot peen operated for 3 shifts and the finishing and painiting only for 2 shifts.Production capacity sheet and combination sheets were utilized to analyse processes to make data-oriented decisions.

Kaizen Activities

It was evident that Supreme Spring needed to reduce waste to ensure that the line was optimised, by utilizing the forming robot to its maximum capacity, including the quenching tank cooling improvements to increase uptime and cooling oil sufficiently to keep up with the preceding forming process.

Results

A new, more efficient robot sequence was implemented with the following results.

Figure 3 – Robot forming BEFORE: Standardised work combination table

with a cycle time of 70 seconds

Figure 4 – Robot forming AFTER: Standardised work combination table

with an improved cycle time of 51 seconds

Figure 1 – MIFD of area where Kaizen where done to solve problems identified

(showing process flow, difference in shift duration and stagnation)

Figure 2 – Cannot run process continuously because of oil cooling

not being sufficiently effective. Scale builds up on pipes due to non-

maintenance, which decreases the cooling effectiveness

Figure 5 – Reduction in the forming process cycle time after Kaizen

was implemented

Figure 6 –Increase in capacity of bar forming by 27% and

quenching by 58%

Automotive Kaizen Programme

19.18.

Excellence Motor Trimmers CC

Company Profile

Excellence Motor Trimmers is a leather fitment company. It is a 100% black owned company that was established in 2008 by Mrs Salome Poto and Mr L L Phiri after their retrenchment. Currently the company is owned solely by Mrs Salome Poto. The company is based in Hatfield in Pretoria and most of their clients are based in and around Pretoria.Excellence Motor Trimmers services includes new, used and vintage vehicles interior leather fitment; vehicle carpets, roof lining replacements and steering wheel leather covering; and vehicle interior damages.

Kaizen Journey

Due to the smaller size of the production facility, the project scope allowed for the inclusion of all processes. The objective was to improve output and eliminate waste in manufacturing processes.

The manufacturing processes at Excellence Motor Trimmers include disassembly of the car seats, stripping of the cloth material from the chairs, marking and cutting of the leather material needed, adding foam cuts to the leather, sewing, fitting the leather back onto the chairs, assembly of the chairs back into the car and inspection.

Key Challenges

Excellence Motor Trimmers identified the following challenges from their current MIFD:• Inefficient flow of material due to space constraints on the shop floor (see figure 2. Below)• Waste of motion due to searching for material and tools because of unorganized work areas on the shop floor. • Waste of waiting – At the marking process there are two operators that mark out leather cuts per car, resulting in the next process having to wait until the marking is done. Wasteful activities had to be reduced in order to increase output. Analysis was conducted by doing time studies, determining the Takt time, and analysing waste in the processes. The layout was not optimised thereby allowing excessive motion in moving the material around. The working stations were untidy, had a lot of unnecessary items, and parts were not properly identified, which resulted in time wasted searching for parts and material.

Kaizen Activities

In order to improve the inefficient layout and reduce the lead time, the implementation plan included the following: • Relocation of the green area to an unused area outside the manufacturing area.• Physically moving working stations closer to each other

Figure 1 – One of EMT’s products, a two-tone front seat (left) head

rest (top right) and door panel (bottom right)

Figure 3 – Congestion due to limited parking space in the workshop

Figure 5 – Shop floor car seats scattered and not identified by

vehicle.

Figure 4 – Unorganised work station resulting in operators having

to search for both material and tools

Figure 2 – Shop floor layout showing excessive movement and

inefficient flow during production.

Automotive Kaizen Programme

• Demarcating space for standard WIP for easy access and identification. • Brainstorming and consultations were done by project team members to ensure total employee involvement, commitment and compliance to changes.

21.20.

Results

The new layout was fully implemented and the following were the results:• Long distance traveling was eliminated as the new layout allowed for demarcated areas for WIP. (See figure 6)

• Due to 2s activities conducted a further reduction in the waste of motion was achieved by elimination searching.

• Process time was reduced by 63% at marking process by applying one piece flow concept. Both operators now mark out one vehicle at a time, thereby also eliminating waiting time for the next operation. (figure 8)

Figure 6 – Reduction in movement when compared to Figure 2

above.

Figure 8 – showing before 2s activity and after 2s activity

improvements.

Figure 7 – Stripping time improved by 13%

Figure 2 – Line layout of AI 490 line before Kaizen showing

stagnation

Figure 1 – MIFD identifying line layout BEFORE Kaizen was implemented

Figure 9 – Marking time improved by 63%

Auto Industrial Machining (Pty) LtdAutomotive Kaizen Programme

Company Background

Auto Industrial Machining (AIM) started supplying to the automotive industry in 1970 and has become the South African market leader in brake components and a reliable partner for the major automotive original equipment manufacturers (OEMs) over the years. The customer base comprises automotive OEMs with vehicle production in South Africa. Among the company’s major local customers BMW, Ford, General Motors, Mercedes, Nissan, Toyota and Volkswagen.Auto Industrial’s products includes brake drums, wheel hubs, brake disks, steering knuckles and fly wheels.

Kaizen Journey

Upon starting the project, the company already had some 2S principles in place, so the first step was to create an MIFD to document all the data regarding the flow of material from supplier to customer as well as the flow of information from customer to supplier.

Key Challenges

• Excessive WIP on the paint lines, washing lines and machining lines. High volume of WIP due to batch production (Lead time =12.8 Hrs.)• Inefficient line layout. The workload was not balanced between operators• No standardized work• Customer demand increasing from 500 to 600 parts per shift

Due to high WIP and increasing customer demand AIM decided to focus on the AI 490 production line.

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Another tool used was the production capacity sheet, which revealed that two of the machines were no longer required and could be removed therefore allowing for a more efficient line layout (see after illustration on figure 4).As it was now clear that the layout was the problem, the implementation action plan included:• Training the operators on the principles of reducing Muda (waste) • Physically moving machines closer to each other.• Physically moving and reprogramming machines to ensure optimal processes operation• Running trials and making observations during the trials.

Figure 3 – photo showing excess WIP on the line during a shift Figure 6 – Lead time reduced by 90%

Figure 8 – Yamazumi chart showing the loading of operators on the

line

Figure 9 – Production output increased by 52%

Figure 4 – Line layout after Kaizen with no stagnation

Figure 5 (before and after) – Showing the reduction in excessive WIP to a space for a maximum of 2 parts in between processes

Kaizen Activities

Analysis was conducted by doing time studies, determining the Takt time, undertaking line balancing on both operators and machines on the line. The layout was not optimised thereby allowing build-up of parts between processes. The layout as shown in (before illustration in figure 4), was also causing a stagnation of an average of about 532 units in work in progress per shift.

These improvements were achieved through the reprogramming of the machines, which reduced the machine cycle times. This allowed for the reduction of the number of machines needed on the line as well as reconfiguring the line in a more efficient layout.

The results of the actual reduction of lead time (WIP) for the entire mine are as follows:

3. Results

A new, more efficient line layout was implemented which showed the following results:a) A significant amount of WIP was reduced (figure 5).

The WIP reduced from 532 pieces per shift to 62 pieces per shift, which resulted in the reduction in lead time as shown in figure 7.

b) The loading of the operators also became more balanced as work was distributed more evenly and under takt time.

Figure 7 – MIFD identifying line layout AFTER Kaizen was implemented

Before After

Figure 1 – MIFD identifying line layout BEFORE Kaizen was implemented

25.24.

Duys Component Manufacturers

Company Profile

Duys group of companies is a family business that was started in 1960. The business ranges from heavy structural engineering to mechanical engineering and automotive components manufacturing. The Duys group is a ‘complete solution’ focused company that has sites located in Durban, Port Elizabeth, Richards Bay, Johannesburg and Maputo. This project was conducted at Duys Components Manufacturers site which is in Durban. Their products include styling bars, nudge bars, driver guards, side steps, and rear steps (see figure 1).

Kaizen Journey

The plant is divided into three main divisions, namely Material Preparation Division (MPD), Stainless Steel, and Mild Steel. MPD supplies both the Stainless Steel and Mild Steel divisions with small parts.For the project, the stainless steel products were chosen due to the high volumes and diversity of the products manufactured.

Results

The new layout which is shown in figure 4, was fully implemented with the following results: • Long distance traveling was reduced by 38%

Kaizen Activities

As the analysis showed that the layout was inefficient, a plan of action intended to improve the layout was put in place. This action plan included:• Physically removing WIP from the line• Physically moving the plasma machine closer to the stainless steel area from MPD.• Physically moving the welding bays 90 degrees and more to the middle of the shop floor instead of being against the wall• Running trials and making observations during the trials. During trials, all recorded information was presented to the team for further brainstorming and to make any adjustments.

It was evident from the above problems that Duys needed to change the layout to ensure the line is optimised. Analysis was conducted by doing time studies, determining the Takt time, and improving line balancing. The layout was not optimised thereby allowing long traveling to fetch or deliver parts.

The current layout was also causing a stagnation of about 4563 units in work in progress. This was due to an unclear route of products which caused the bulky storage of parts from the plasma machine. The welding bays being alongside the wall was also causing more stagnation as it was not defined as to which product was going to a which welding bay.

Key Challenges

Duys identified the following challenges from the current MIFD:• Long lead time for products at over 29 days.• Material travelling long distances to next process. • Material prone to damages because of travelling on uneven surfaces.• Process flow within the welding area inefficient.• Too much WIP (stagnation) within the department (see figure 2 and 3).• Operators were idle at least 2 hours per shift due to waiting for forklift.

Figure 1 – Picture of some products from Duys

Figure 4 – Line layout BEFORE the Kaizen. There was excessive

stagnation due to parts waiting for welding process

Figure 5 – Newly implemented layout that allows for clear material

flow and defined WIP

Figure 6 – Operator walking distance reduced by 38%

Figure 2 – Line layout with poor flow caused excessive stagnation

due to parts waiting for welding process

Figure 2 – Line layout with poor flow caused excessive stagnation

due to parts waiting for welding process

Automotive Kaizen Programme

27.26.

• Operator idle time of 2 hours per shift was eliminated.• WIP was drastically reduced thereby reducing the lead time from 29.63 days to 8.79 days which is over 70% lead time reduction.• The use of the forklift in this area was eliminated.• Clear path of each product was now visualized and clear to all employees.The operators welcomed the new layout and added that fatigue and stress levels went down as they did not have to push heavy trolleys over uneven floors anymore.

Management was also grateful that the use of the forklift in this area was eliminated, enabling the use of the forklift in other areas. The 4S activities that were performed in this plant has also realised a huge improvement in shop floor space. The Duys team took it upon themselves to ensure that the floor was painted to clearly mark the workspace and the walk path as can be seen in figures 5.

Figure 7 – Operator idle time eliminated

Figure 9 – Lead time reduction of 70%

Figure 8 – WIP reduced by 70.3%

Figure 1 – Power Cable (right) connected to the Main Harness (left)

Figure 2 – Operator on power cable was walking long distances to

measure the cable on the layout board

Figure 10 – New layout implemented that allows for clear material

flow and defined work in progress

Lumen Special Cables (Pty) LtdAutomotive Kaizen Programme

Company Background

Lumen Group is a global supplier of wiring looms, electronic systems and plastic components to vehicle manufacturers and to the automotive aftermarket around the world. With resources in Europe, Australia, China, Taiwan, New Zealand and USA, Lumen designs and manufactures a vast array of products using both the latest technology and expertise of specialist engineers.Lumen’s range of products include cable assemblies, plastic components, vehicle safety systems, vehicle lighting and body electronics.

Kaizen Journey

The production line that was chosen for the project was the Hi-lux line due to the need for this line to constantly produce high volumes of the Main and Power Harnesses (Figure 1).

Key Challenges

Lumen identified three problems from their current MIFD as listed below:• Excessive movement – Zig-Zag flow (see figure 2)• Work in progress (WIP) and batch production at each stage – total 50 at each stage (see figure 2)• Too many operators – Line imbalance. On observation, it was found that the line was not balanced as some operators were highly loaded while others very lowly loaded.

It was evident from the above problems that Lumen needed to reduce waste to ensure the line is optimised.

The layout was not optimised thereby allowing long traveling to fetch or measure parts. The layout as shown in figure 4, was also causing a stagnation of about 650 units in work in progress and this indicated the area that would be the starting point for the intervention.

The harness assembly process at Lumen includes wire cutting, seal insertion, and crimping of both the power cable and the main harness which are later connected, tested and packed.

29.28.

Management was also grateful that the use of the forklift in this area was eliminated, enabling the use of the forklift in other areas. The 4S activities that were performed in this plant has also realised a huge improvement in shop floor space. The Duys team took it upon themselves to ensure that the floor was painted to clearly mark the workspace and the walk path as can be seen in figures 5.

Figure 3 – Line was running batch production of 50 parts with work

in progress between each operator

Figure 4 – Line layout showing: 1) Zig-zig movement, Stagnation,

and scattered operators

Figure 6 – Work-In-Progress reduced by 98%.

Figure 8 – Yamazumi (operator loading) chart showing Before and After

improvement. Two operators reduced and utilised somewhere else in the factory

Figure 7 – Lead time improved by 98%

Figure 5 – Smaller layout board was designed and implemented in

house

Kaizen Activities

As it was now clear that the layout needed to be improved, a plan of action was developed to address the challenges. This action plan included:• Physically removing WIP from the line• Physically moving machines closer to each other• Physically rearranging and balancing processes to ensure optimal operation• Running trials and making observations during the trials.• Fine-tuning of processes, brainstorming and consultations were done by project team members to ensure full engagement and buy in.The new layout was fully implemented and the following were the results:• Long distance traveling was eliminated as the smaller layout board was put in place to reduce walking (figure 5).• Apart from the reduction in walking distances, the harness had to lie on the floor when the operator performed the sleeving process. This resulted in quality issues. This was eliminated completely by installing a plastic gutter as seen in figure 5 to prevent these damages.• WIP was reduced from a total of 650 units in the system to just 13 units as seen in figure 6 below.

Results

The reduction of WIP yielded another benefit of reducing the lead time from 28.8 hours to only 0.578 hours as shown in figure 7.

This reduction in Lead Time meant that the Hi-lux line is now able to process finished goods quicker than before the kaizen.

30.

Get in TouchNkumbuzi Ben-Mazwi

Department Manager:

Supplier and Enterprise Development

Email: nben-mazwi@aidc.co.za

Tel: + 27 12 564 5321

Claude Pillay

Senior Project Manager:

Supplier and Enterprise Development

Email: cpillay@aidc.co.za

Tel: + 27 12 564 5317