KPL Die Casting KPL Die Casting by gyvwpsjkko


									Case Study:

Die Casting
                                                                      Tools and Techniques
                                                                      • 7 Wastes;
                                                                      • 5C Workplace Organisation;
                                                                      • Performance Measures;
                                                                      • Value Stream Mapping; and
                                                                      • Material Routing.

                                                                      Programme Roll Out
                                                                      KPL is a small company in terms of number of employees. For this
                                                                      reason, getting everybody onboard and trained on the Tirisano
                                                                      concepts has easily created a culture of continuous improvement.
KPL opened its doors in 1992 as "Seven Continents"                    Top 3 Improvements
in the garage of the owner, who imported bathroom                     • Increased Productivity
accessories and distributed them in the local market.                 The high pressure die casting machines were running constantly,
KPL Die Casting (Pty) Ltd was established in 1994                     even if there were no set orders for a specific part. This created
                                                                      very high WIP figures and even though the machines and operators
with the aim to locally manufacture the imported                      were busy most of the time, they were unproductive. With the
accessories. In 1999 KPL Aluminium was founded                        help of Tirisano and the new operations manager, better planning
to focus on the automotive industry and powder                        led to reduced WIP and an increase of 34.5% in productivity.
coating was introduced into its portfolio. KPL's "big
break" came when the company was contracted to                        • Layout Changes
supply an OEM.                                                        Floorspace was a huge constraint in KPL as WIP and finished
                                                                      goods were placed all over the factory floor. A "parts routing"
In June of 2003 KPL was ISO 9000:2000 certified, which enabled        analysis was conducted. As a result, a new level was added to
the attainment of more business in the automotive sector on           one side of the factory, the stores layout was changed and the
safety-critical parts. Sally Marengo is the sole shareholder of KPL   tapping and drilling area and the toolroom were swapped around.
Die Casting, a 100% BEE and PDI enterprise. Over the past 7 years     This, together with the reduced WIP, resulted in an increase of
the staff complement has grown from 10 to 60 employees. Key           16.6% in floor space utilisation.
technology areas for KPL are aluminium and zinc casting, powder
coating, CNC and tool making.                                         • Backorders
                                                                      When the Tirisano Cluster Programme began at KPL, one of the
The KPL Challenge                                                     biggest problems was the large number of backorders. The main
The biggest challenge for KPL was the shift in focus from an          reason for this was the long lead time on two key products, the
importer of bathroom accessories to a full scale manufacturer of      Coke bottle and the Ziton Boxes.
automotive components. Key aspects such as overseeing the
manufacturing of quality moulds, quality engineering controls,        The pad printing on the Coke bottles had been outsourced, which
material flow and meeting customer requirements, were important       resulted in long lead times and high scrap rates due to the incorrect
to establish KPL as a technically sound manufacturing company.        labeling of the bottles. The pad printing was changed to stickers
                                                                      and the operation was moved in-house, reducing both the lead
KPL joined the Tirisano Cluster Programme to:                         time and the high scrap rate.
• Increase customer satisfaction;
• Manage the space constraints in the company;                        Another benefit was that the new stickers were of a much better
• Improve the overall profitability;                                  quality than the printing. This resulted in a cost saving of
• Increase productivity;                                              R200 423 p.a. and a reduced lead time of 3 days.
• Reduce absenteeism;
• Increase quality; and
• Increase safety in the workplace.
The batch sizes of the Ziton boxes were reduced to 200, which
enabled KPL to realise a cost saving of R450 per batch, a reduction
in lead time of 2 days as well as a 60% increase in productivity.

Top 3 Targets for 2006
• Increase productivity (better production scheduling);
• Increase floor space utilisation (sales/floorspace); and
• Remove backorders and reduce overtime.


         200                                                           Company Backyard (After)
                 June       July       August   September    October   Way Forward
                                                                       Green area and co-ordinator meetings will continue after the
Tirisano Programme Results                                             programme is officially completed and the Production Manager
                                                                       will continue 7 Waste and 5C training as necessary to ensure that
        Measure         Identified Eliminated    Result                it is kept fresh in the minds of employees.

        7 Wastes        119         106                                Visual Management Boards have been placed in key areas in the
        5C Red Tags     141         138                                factory to ensure that all relevant information is readily available
        Measure         Before      After        Result                to the staff to keep them informed of the KPL indicators that
                                                                       measure the company's progress. In monthly management
        Staff Trained   0           145          All staff trained
                                                                       meetings, quality, cost, delivery, production and continuous
        Overtime        863 hours   334 hours    55% Decrease          improvement targets will be fixed items on the agenda.
        Backorders                               90% Reduction
        Floorspace                               16.6% Increase        Sally Marengo reiterates: "Management will ensure that all
        Utilisation                                                    employees are involved in the striving for excellence and working
        Not Right       5.8%        0.36%        5.44% Reduction       together to obtain absolute customer satisfaction"
        First Time      2%          0.23%
                                                                       KPL Die Casting
        Absenteeism                              89% Reduction         Sally Marengo
        Gas Usage                                20% Reduction         Tel: 011 873 0264

Best Improvement                                                                                Contact Details

                                                                       Project Manager: Bianca Jagger
                                                                       Tel: 012 564 5283
                                                                       Fax: 012 564 5301

Company Backyard (Before)                                                             

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