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100% INCREASE IN REVENUE THROUGH HOSHIN KANRI METHODOLOGY
100% INCREASE IN REVENUE THROUGH HOSHIN KANRI METHODOLOGY
Industry: Apparel
Product: Industrial Workwear
Location: Vientiane, Laos
Pre-project Conditions
Disconnected & Misaligned Team/ Functions working in isolation
No clear direction setting for teams to function jointly
Lack of collaboration between teams leading to conflicts & misunderstandings
Fire-fighting & lack of prioritization
Lack of understanding of Daily, Weekly, operational & Strategical work methodology
No visibility/ planning for the upcoming months
Lack of structured performance analysis, monitoring & follow-up
Project Activities
Vision setting workshop with top, middle & shopfloor management teams to identify the Values, Vision & Mission for the organization
SWOT analysis to understand the shot term & long term strategy formulation
Hoshin Team building & leadership training for effective collaboration
Key Performance Indicators identified for each function & target set on company & functional levels
Performance dashboards for efficient vertical & horizontal communication, quick Information transfer & decision making
Structured team meetings (functional team reviews, project reviews, Top management reviews) for the frequency, content, presentation methods, leaders & outcomes
Results
100% Revenue Growth in 5 years
Double digit profit with 20% increase year on year
75% Throughput time reduction through Cellular production techniques
75% Throughput time reduction through Cellular production techniques
Industry: Apparel
Product: Industrial Workwear
Location: Vientiane, Laos
Pre-project Conditions
20 straight lines with conveyors spread across 2 floors
Centralized Cutting & Packing leading to excessive inventory & transportation
Multiple transportation activities between Cutting > Sewing > QC > Packing
Machine Workshop located on one of the sewing floors far away from the other floor
Project Activities
Redesigned layout for efficient flow of material & information
Decentralized Cutting & Packing to improve flow
Reduced inventory between processes to improve throughput time
Reduced Sewing batch size from 10 pcs to 3 pcs (Single PC Flow)
Modified Sewing, QC & Packing Workstations for space optimization
Applied 5S & Visual Management solutions for efficient & accurate communication
Results
75% Reduction in Throughput Time (From 28 days to 6 days)
Space created from 40% additional capacity
Lines increased from 20 to 33
20% profit growth year on year through lean implementation
20% profit growth year on year through lean implementation
Industry: Apparel
Product: Industrial Workwear
Location: Vientiane, Laos
Project Activities
Decentralized layout for efficient flow of material & information
Modular production through reduced inventory, shorter line sizes & reduced bundle size
Controlled inventory through Kanban to improve throughput time
Modified Sewing, QC & Packing Workstations for space optimization
Quick Changeover for efficiency style change with lower changeover loss
Systematic problem solving for Quality & Efficiency improvement
Total Productive Maintenance for increased Machine Uptime & reduced maintenance cost
Hoshin Kanri implementation for organized projects execution & total employee engagement & learning
Results
20% year on Year Profit increase
135% increase in Production Capacity
50% increase in Efficiency
200% Efficiency growth in 4-MONTHS
200% Efficiency growth in 4-MONTHS
Industry: Leather Goods
Product: Leather Handbags
Location: Kolkata, India
Pre-project Conditions
Capacity: 250 pcs. per month
Production system: Group system in large batches
Manpower: 1 Supervisor, 8 operators [excluding cutting, splitting & skiving]
Work hours: No definite start & stop with unaccounted overtime
Lack of visibility of order status at different stages of production
Extensive dependency on Group supervisor
Project Activities
Developed an internal team to understand & apply the lean concepts
Designed factory & Cut-to-pack cell layouts for handbags including setting up of Kanban
Implemented concepts of Daily Work management through Visual Factory applications
Trained operators to work on cellular modules with lower WIP & Single piece Flow
Introduced culture building through Daily 5S practice, Sunrise meeting & Morale exercise
Developed internal Quality Circle team to conduct Systematic Problem Solving
Results
200% Efficiency growth
96% Quality Rate
50% Reduced Cost per Pc.
90% Reduction in REWORK at Customer END
90% Reduction in REWORK at Customer END
Industry: Apparel
Product: Industrial Workwear
Location: Vientiane, Laos
Pre-project Conditions
Disconnected production processes delaying feedback
Huge inventory between processes delaying identification of defects & problem solving
Delayed or No Feedback from End-line Inspection
Repeated Defects-No problem solving
Rework later mindset causing higher Changeover loss
Lack of inspection skills
Unclear & missing inspection standards; Missing or ambiguous Quality Standards
Dirty workplace causing lots of stain defects
Unergonomic workstations (incorrect table height & design & lighting conditions)
Project Activities
Cleanliness Focus Mindset to reduce stains defects
Physically connected processes for quicker material transfer, better communication & feedback
Syatematic Top Defects Problem Solving
Established Inspection Standards
QC Skill Training & Calibration
Defects Visibility & Ownership
Quality Performance Review
Quality Look Ahead
QC Workstation Redesigning
Rework Control System
Inventory Optimization
Results
90% Reduction in Reworks at Customer End (from 5% to 0.5%)
Grown to become No.1 supplier worldwide both in terms of volume & quality (From Rank 31 to 1)
60% reduction in reworks internally
Consistent internal Quality Rate of 96% for the last three years
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