|
|
|
Throughput & Productivity One Week Kaizen ResultsProduction & Productivity
Rebalancing of line and completion of Kaizen activities will drive increase in output/productivity
Output increase of 22% from 245 to 300 at 85% of standard work
Productivity increase of 35% with 12% overtime factor
Incremental Revenue of $45,000+ per week based on additional output.
Capital Savings
Team confirmed that Cell will not need incremental capital for 400/week.
Follow through on Kaizen action items will allow cell to achieve target
Capital avoidance of $100,000+
Will need to add capital in “select” areas for 600/wk or duplicate entire cell and use additional capacity for other business
Transactional Process Improvement (Productivity) One Week Kaizen Results
Reduction of 540 man hours for review of order package
Reduction of 50% in order entry man hours
Reduced risk to HPP in the order review process
Reduced lead time of 5 days in the order entry process
Enabler of the RFQ process to design common output Savings of $155,000 (increase NOP)
Transactional Process Improvement Savings Per Year$12.1K Soft – Elimination of Termination Calls
$23.5K Hard – Elimination of Overtime
<$12.9K> Soft – Resolve Termination Report Daily
$3.4K Hard/$.3K Soft – Eliminate Bad Invoices
$30K Soft – Call Center Using Payoff Matrix
$96K Hard – Reduction in P.tax and Insurance Losses
$2.7K Hard – Reduction in Fed Ex
$5.6K Soft – Time Savings in PIF Documentation Process
Total = $163K in Savings ($126.1 Hard + $35K Soft)Based on $33.00 cost per hour (national average cost for customer service)
High Volume Production Productivity Kaizen Results
Visual Management
Developed Set of Performance Measures to drive QDC improvement in production cells
Production & Productivity
Resolved machine/setup problems to drive output increase by an average of 33% in the run rate of each machine in the cell
Productivity increased by 57% from baseline
Machine Stopping/Lost Time reduced from 19% to 5%
Setup 3 Machine Cell which reduced operator walking by 35%
Annual Savings estimated at ~ $90,000+ (Multiply by 5 if all cells are implemented and results are similar)
CLIENT ALPHA NLP Kaizen Results
| Facility |
Date |
Tool |
Kaizens Identified |
Potential Annual Saving |
$ Implemented |
Notes |
Div 1
|
Mar-05 |
FLOW, 3P |
|
|
$230,000 |
|
Div 1
|
Mar-05
|
SW |
|
|
$435,000 |
|
Div 2
|
Apr-05
|
3P |
|
$8,000,000
|
$3,500,000
|
Cost Avoidance building- Pulled back CAR |
| Div 2 |
May-05 |
SW
|
|
$9,000,000
|
|
Got Team Back on Budget, Could not meet budget, Cut 9 months |
| Div 3 |
Feb-05 |
VSM
|
14
|
$5,500,000
|
|
|
| Div 3 |
Mar-05
|
TPI,SW |
|
|
$300,000 |
Stake -234 hrs. to 78 hours |
| |
|
|
|
|
|
Patch - 234 hrs. to 16 hrs. |
| |
|
|
|
|
$1,100,000 |
Mate-Demate - 44 days to 22 days |
Div 4
|
Apr-05
|
3P, SW |
|
|
$736,000
|
Days Pulled Out of Schedule |
Div 4
|
May-05
|
TPI
|
|
|
$300,000 |
$300,000 $25000/month |
Totals
|
|
|
|
$22,500,000 |
$6,601,000 |
|
Most are cost avoidance since each program was over budget before kaizen.
CLIENT BETA NLP Kaizen Results
|
Event |
Company |
Kaizen |
Tool |
Labor Savings |
Inventory Savings |
Lead Time |
Kaizens ID |
| Pumps |
Div 1
|
9/21/2004 |
VSM |
|
|
28 days to 5 days
|
15 |
| Quotes/Order Entry |
Div 1
|
10/18/2004 |
TPI |
|
|
28 days to 1.3 days |
|
Casting Cleaning
|
Div 1
|
11/8/2004 |
SW |
$25,000 |
|
50% Red. In Cycle T. |
|
| Setup Reduction |
Div 1
|
12/6/2004 |
SMED |
|
|
50% reduction |
|
12VW Nozzle
|
Div 2
|
8/10/2004 |
VSM |
$150,000 |
|
|
5 |
Materials
|
Div 2
|
8/10/2004 |
VSM |
|
|
30 to 5 days |
6 |
Order Entry
|
Div 2
|
8/10/2004 |
VSM |
|
|
101 to 40 min/order |
4 |
Shipping
|
Div 2
|
8/10/2004 |
VSM |
|
|
6.8 days to 1.5 days |
5 |
5 Wire probe
|
Div 3
|
10/11/2004 |
VSM |
|
|
10.9 to 4 (ex. Raw) |
|
Probe Assembly
|
Div 3
|
11/1/2004 |
MPS |
|
Inv. Add |
|
|
Cell Pull
|
Div 3
|
11/29/2004 |
MPS |
|
|
30% Improvement in output |
|
Vane
|
Div 3
|
12/13/2004 |
VSM |
|
|
86 days to 17 days |
5 |
Pull
|
Div 3
|
1/10/2005 |
MPS |
|
$55,000 |
|
|
KC Cells
|
Div 3
|
2/7/2005 |
SW |
$177,000 |
$35,000 |
|
|
| Order Entry |
Div 4
|
6/28/2004 |
TPI |
|
|
improve process
|
7 |
Nautilus Cell
|
Div 4
|
7/26/2004 |
SW |
+35% Prodt’y |
> $100K CAPEX Avoid |
|
|
| Small/Large Bore |
Div 4
|
7/25/2004 |
VSM |
|
|
94 days to 6 days
|
36 |
Kanban
|
Div 4
|
8/16/2004 |
MPS |
|
$370,000 |
|
|
Cell 6
|
Div 4
|
9/13/2004 |
SW |
$50,000 |
|
|
|
Tube Preparation
|
Div 4
|
10/11/2004 |
SW |
$50,000 |
|
|
|
Altec Lg. Bore Leak
|
Div 4
|
11/15/2004 |
VR |
|
|
|
|
Versalift
|
Div 4
|
2/22/2005 |
VSM |
|
|
175 to 20 days |
|
| Total |
|
|
|
$452,000 |
$405,000 |
|
83
|
CLIENT GAMMA NLP Kaizen Results
|
Location |
Tool |
Labor |
Iinventory |
KZ ID |
Date |
Other Benefits |
Other Benefits |
|
Div 1
|
VSM/MPS |
$2,500,000 |
$2,500,000 |
|
1-Nov |
|
|
|
Div 2
|
VSM/MPS |
|
$2,356,000 |
7 |
8-Nov |
(100k of TT Graf) |
|
|
Div 2
|
MPS |
$260,000 |
$4,312,000 |
10 |
6-Dec |
|
|
|
Div 3
|
SMED |
|
|
|
20-Sep |
75% |
96 min to 25 min |
|
Div 3
|
SW |
$750,000 |
$360,000 |
|
11-Oct |
|
|
|
Div 3
|
SW |
|
|
|
1-Nov |
Flow Creation |
|
|
Div 3
|
SW |
|
|
|
6-Dec |
5% OTD |
75% on Pull |
|
Div 4
|
VSM/VRK |
|
|
15 |
6-Sep |
|
|
|
Div 4
|
3P |
|
|
|
4-Oct |
Concepts 2 new Prod. Lines
|
|
Div 4
|
SW |
$75,000 |
|
|
4-Oct |
|
|
|
Div 4
|
TPM |
|
|
|
4-Oct |
KPI, 3% uptime |
overtime |
|
Div 4
|
MPS |
$97,000 |
$2,000,000 |
|
4-Oct |
|
|
|
Div 4
|
VRK |
|
|
|
11-Oct |
assem to order |
|
|
Div 4 |
SW/5S |
|
|
|
15-Nov |
Flow Creation |
|
|
Div 5 |
VSM |
|
|
6 |
13-Sep |
|
|
|
Div 5 |
SW |
$700,000 |
|
|
27-Sep |
|
|
|
Div 5 |
MPS |
$20,000 |
$600,000 |
|
18-Oct |
|
OTD |
|
Div 5 |
VSM |
|
|
3 |
29-nov |
|
|
|
Div 5 |
VRK |
|
|
|
13-Dec |
6 Sigma Project |
|
|
Total |
|
$4,402,000 |
$12,128,00 |
41 |
|
|
|
Sept - Dec
Introduced to 9 tools
|
|
