Final Presentation for SMEDA-JICA

OEM’s Vendor Development Project

Final Presentation

Electropolymers Pvt. Ltd.
17th July 2012

SMEDA-JICA Industry Support Program

Name Designation
Shaheer Hassan Assistant Manager, Quality
Faizan Arshad Executive Quality Assurance
Saleem Sharif Production Supervisor
Adnan Islam. Manager Quality Control.

Members from SMEDA-JICA
Kiyoshi Yoshida JICA Expert
Syed Babar Umar SMEDA Counter Part
Muhammad Naeem Ansari SMEDA Counter Part

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

SB-308 Rear Combination Lamp
 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.

Screw

Lens
Reflector

Rear Combination

Gasket Bulb & Harness

MODEL / (Selected Product) Rear Combination
Current Production Volume: 3600
NO. Of Operators: 8
Bottleneck Process Cycle Time: 149.9
Production Lot Size: 200 sets
Transportation Lot Size: 10 pieces /carton
Processing Time: 612.4 sec
No. Of Deliveries / Month 4
Total Working Hours: 184 hrs/month
Overtime 0
Productivity 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%

Before KAIZEN

5

2 3 4

6

8 7
1

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

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%.
sum of working hours of each process
Balance Efficiency = x100

maximum time of process x the number of processes

=51%

ECRS study was carried out in order to reduce the non
value added processes and to eliminate the redundancy.
E- Eliminate
C-Combine
R-Re arrange
S-Simplify

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

Taping
applied

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

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.

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

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

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

Upper part

Lower part

Now a jig is developed for Press
fitment.

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 1
and pasting the Gasket on the
Reflector.

2

sum of working hours of each process
sum of w orking hours of each proces s Balance Effici ency
Balance Effici ency = x100
= x100
maximum t ime of process x t he number of proc esses
maximum t ime of process x the number of proc esses

=51%
=85.87%

After
KAIZEN
2 3 4
5
6
1
Before
KAIZEN
5
2 3 4
6
8 7
1

Improvement
Parameters Before After
%

22.6%
Total Cycle Time 612.4 sec 474 sec
reduction
34.87%
Line Balance efficiency 51% 85.87%
increase
No. of Workers 8 6 25% reduction

Cost reduction in terms of 81.6 min/total 47.4 min/total 41.9%
workers
workers’ time workers 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: Sealing Team: Leader: Suggest: SMEDA-JICA
Before (Problem)
1. Possible damage of Hot Melt Nozzle
Because it was installed on the After (Improvement)
passage

2. Possible part defect caused by
Move the Hot Melt Nozzle to inside the process
collision
(other worker)

Date Target (round mark) Status (round mark) Productivity Result
[Before – After (sec/pcs)] x Production Vol.
2012-5-29 Done
Productivity (pcs/mth)
Progressing
Quality, Cost, 5S, Future
NO. Safety, Other_PM (machine protect) Reject Reduced time : 0 hrs./month
1

Mr. Salim / Mr.
Process: Pressing Team: Leader: Suggest: Adnan
Before (Problem) After (Improvement)
Change the upper and lower die and upper
It takes long time to use the press machine.
die fix to the moving plate so that worker can
use
1. The worker has to hold the upper base plate
Both hands for loading and unloading of the
in one hand and put the part from second hand.
parts.
2. Possibility of damaging the part and also it
take long time to perform the operation.
*Shorten the operation time.
*Makes worker task easier.

Done [Before – After (sec/pcs)] x Production Vol.
2012-6-5 (pcs/mth)
Productivity Progressing
(37-20)sec/pcs x 3600pcs/month= 61200
Quality, Cost, 5S, Future sec/month
NO. Safety, Other(_____________) Reject
2 Reduced time : 17 hrs./month

Process: Team: Leader: Suggest: Mr. Salim

Sealing performed after application of Rearrange the process and eliminate
masking tape on every part “Waste of process itself”
*Take much time to masking & remove it *Eliminate Waste process (application of
“Waste of process itself” masking tap)
*Reduce working time
*Waste of masking tape *No masking tape required (cost reduction)

Before
1.Sealing After
1.Gasket fitment
2.Bonding/Press 2.Bonding/Press
fitment fitment
Masking
3.Adhesive cleaning 3.Adhesive cleaning
tape
Remove Tape 4.Leakage test
4.Leakage test 5.Screw/ Bulb &
5.Tightening Harness
6.Gasket fitment fitment
7.Assemble harness 6.Final testing +
8.Final testing Packing
9.Packing

2012-6-5 Done
Progressing
NO. Quality, Cost, 5S, Future (16-0)sec/pcs x 3600pcs/month= 57600sec/month

3 Safety, Other(____Space_________) Reject Reduced time : 16 hrs./month

Process: Leakage Testing Team: Leader: Suggest: Mr. Salim
Before (Problem)
After (Improvement)
1.It takes long time to check the leakage Use low pressure air for check.
2. Possible overlook the water leak Check by bubble

Dip into water and check if water goes into *Shorten the checking time.
the part *Ensure the leakage inspection.
*No water goes into the part (therefore shorten the
cleaning time)

Low Pressure Air

2012-6-10 Done
Progressing
NO. Safety, Other(_____________)
4 Reject Reduced time : hrs./month

Leader: Suggest: SMEDA-JICA
Process: Gasket Fitment Team:


1-It took long time to perform the operation 1. The idea is to develop a jig with embossed same
Because the glue stick with the workers hand Profile as of gasket and it has little higher with base
and also the gasket stick with card board. so that
２． Make Operator task more difficult. 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.
Location Pins

Jig base

2012-5-29 Done
Progressing (100.57-79)sec/pcs x 3600pcs/month= 77652 sec/
Quality, Cost, 5S, Future month
NO.
5 Safety, Other(_____________) Reject Reduced time : 21.57 hrs./month

Team: Leader: SMEDA-JICA
Process: Final Testing Suggest:
Before (Problem)
After (Improvement)

There was no proper place for A holder is attached to save the
putting the markers used in time.
marking the parts and there fore
the worker took time in marking.

2012-6-10 Done
Progressing
6 Reject Reduced time : 0 hrs./month

Team: Leader: SMEDA-JICA
Process: Final Testing Suggest:
Before (Problem)
After (Improvement)

Coupler was fixed in the Jig which was
previously not attached

2012-6-10 Done
Progressing
7 Reject Reduced time : 0 hrs./month

NO.
OF
IDEAS BEFORE AFTER TARGET OF
Total SMEDA SMEDA IMPLEMENTED IMPLEMENTATION Time saved

88.2
12 0 12 7 1 week of August
st
hours/month

Process: Team: Leader: Suggest:


Excessive length of bolts

*It take long time to tighten nuts

Date Status (round mark) Productivity Result
Target (round mark)
2012-5-29 [Before – After (sec/pcs)] x Production Vol.
Productivity Done (pcs/mth)
NO. Quality, Cost, 5S, Progressing
0 Safety, Other(_____________) Future Reduced time : hrs./month
Reject



Date Productivity Result
Target (round mark) Status (round mark) [Before – After (sec/pcs)] x Production Vol.
2012-5-29 (pcs/mth)
Productivity Done
Quality, Cost, 5S, Progressing
NO.
0 Safety, Other(_____________) Future Reduced time : hrs./month
Reject



Example of
Inadequate lightening for Test lightening at Auto
Assembly Line
*Possible overlook the defects

Dedicate
Lightening for Test

Productivity Result
Date Status (round mark) [Before – After (sec/pcs)] x Production Vol.
Target (round mark)
2012-5-29 (pcs/mth)
Productivity Done
NO Quality, Cost, 5S, Progressing
. Safety, Other(_____________) Future Reduced time : hrs./month
0 Reject



This worker is just holding Jig (waste of time) Hold the Jig by Clamp or something

Unload lamps one by one (take a long time) Remove the springs one side all then after
remove the other side of spring so that
unloading time will be shortened
Picture or figure

Date Status (round mark) Productivity Result
Target (round mark) [Before – After (sec/pcs)] x Production Vol.
2012-5-29 (pcs/mth)
Productivity Done
NO. Quality, Cost, 5S, Progressing
Safety, Other(_____________) Future Reduced time : hrs./month
0 Reject

Leader: Suggest: SMEDA-JICA
Process: Team:
Before (Problem)
After (Improvement)

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

2012-5-29 Done
Progressing
NO.
5 Safety, Other(_____________) Reject Reduced time : hrs./month

Time saving on Rear comb. Line =(41.9/100)x184
Time 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./year
Total saving per year
= 2,32,224 Rs./year

Improvement Improvement in
Description Before Target Achieved in % Times
Reduce to
Total Cycle Time 612.4 sec 474 sec 1.29
1/3 22.6%
Line Balance
efficiency 51% Around 80% 85.87% 34.87% 1.68
No. of Workers 8 4-5 6 25% reduction 1.33
Cost reduction in
terms of workers’ 81.6 min/total min/total workers
47.4 min/total
time
workers workers 41.9 % 1.72
Space saving 264 ft² - 216ft² 18.18% 1.22
2,32,224
0 - - -
Total Saving Rs./year

 Y9f Cultus Head Lamp.

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

 Y9f Cultus Tail Lamp.

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

Control P.
Adh.
Applicator
0.85 x 0.5
CNC Spot Gluing
Machine 3 Axis
2.1 x 1.27

Press
Table-1 1.0 x 0.7

4.0 m
0.75 x 0.9

0.75 x 0.9
Table-2
0.75 x 0.9
Table-3
Table-4
0.75 x 0.9 Light Tester Leak Tester
0.9 x 0.85 0.9 x 0.7

3.6 m

Implementation of KAIZEN.
Time study on other Assembly lines.

Final Presentation for SMEDA-JICA

Final Presentation for SMEDA-JICA

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Editor's Notes