Kaizen Process TSI Plastics Inc TSI Plastics o

Kaizen Process TSI Plastics, Inc.

TSI Plastics o o o TSI Plastics has been servicing the Aerospace & Defense Industries since 1959 as a contract manufacturer of custom fabricated parts and assemblies. TSI specializes in precision CNC machining and injection molding of plastics for a broad range of industries. Specializing in non-metallic materials including Acrylic, Polycarbonate, Nylon, Teflon. TSI helps with both design and engineering services, material selection, and production processes. TSI is AS 9100 certified and pursuing SEA Certification to continually improve value to the customer. TSI currently has 15 employees

Kaizen Event �A kaizen event is a focused improvement activity undertaken by a specially selected team over a short period of time. � An event has three parts: o Preparation o The event week o 30 -day closeout and review

Preparation � Step 1: � Step 2: � Step 3: � Step 4: includes steps 1 -4 Select an opportunity for improvement Identify the customers’ requirements Define the problem Collect Data

AGREE ON THE SCOPE OF THE EVENT � Clearly an event has to be focused in a very specific area, otherwise it is impossible to achieve significant results in the time available. Events should be focused on: o Areas of significant customer dissatisfaction o High levels of waste o Poor flow

Team Contract � Once the goals and dates have been set, the champion and team leader can go on to develop the remainder of the team contract. This should cover: o What will the team look at/not look at o Be clear what is within the scope and what is not o Is there a separate budget or is it self-financing

COLLECT DATA � In an event there are two points at which data must be collected: 1. Prior to the event to help with the scoping and preparation 2. During the event week to understand the detailed performance of the current process Use this data to: o Help in the setting of the goals o Brief the team and those affected on the current situation in the area o Decide what additional data will be needed by the team and the tools to use during the event week to collect it

The Event Week � The event week therefore covers steps 4 – 9 of PDCA: � Step 4: Collect Data � Step 5: Analyze for root causes � Step 6: Find Solution(s) – all the actions that could be taken to dramatically improve performance � Step 7: Develop a plan to implement solution(s) – this is very quick; the emphasis in on ACTION � Step 8: Implement solution(s) – ACTION – quickly! � Step 9: Monitor results and evaluate against plan – even within the week it is usually possible to measur some of the benefits achieved.

Day 1: The Lean Module � The aims of the Lean module when used in an event are to: o Understand the main principles and benefits of Lean Enterprise o Be familiar with the main tools and techniques and their role in achieving Lean Enterprise o Understand the role of events in implementing Lean Enterprise The Lean module is therefore a vehicle to get across to the event team what Lean Enterprise is about; what it involves and why it is important to the business

Day 2: Briefing on the Rest of the Week � � Before launching into the data collection, etc. , it is important to spend some time clarifying what has to be achieved during the week and what this will involve. The briefing should last no more than one and a half hours and should cover: o Goals and boundaries o Overall time plan o Ground rules o Safety rules o Visit to the area o Review of existing data o Root causes

Ground Rules �Start on-time �Say what you are thinking �Everyone participates �Make and meet commitments �No phones or pagers �No such thing as a stupid question �Discussions stay in the room until it is over �Have fun!

Have Regular Reviews � In order to keep control over the week, given the rate of the activity, it is very important to have regular reviews: o With the team members to check on progress and agree next steps o With the champion to report actions and get approval where needed. � Each of these is considered in turn.

Day 5: 30 Day Closeout Actions � � By the end of day 4, the major actions should have been taken, along with several small steps and a clear plan developed showing what else needs to be done to complete the changes. The morning of day 5 is spent: o o Preparing and delivering a presentation Deciding the 30 day closeout actions Reviewing the event week and team performance Pulling together a visual display for the event area The event presentation is made mid-afternoon.

Day 5 Presentation �Purpose � To report o o What has been done has been achieved else needs to be done to make it stick has been learned Audience o o Sponsor (and possibly other members of the management team). Others working in the event area. Supporters. Other guests. Length o Aim for 30 minutes maximum o Be energetic and focused, do not let it drag

Kaizen Accomplishments o o o Decreased lead time by 60% which converts into a $16, 000/month cash flow improvement. Decreased WIP by installing a finished goods supermarket. This resulted in a cash flow improvement of $91, 000 per year. Increased productivity by 30% in a assembly work cell which resulted in a savings of $30, 000 per year.

Photos – Before Event 16

Photos – After Event 17