Lean Manufacturing

JEL Consultancy has successfully deployed world-class
performance improvement services in leading industries across
Europe.
We support all types of organisations across multiple sectors and
disciplines to achieve world class performance improvements in
terms of quality, cost reduction and volume increases.
JEL Consultancy began in 2003 when senior managers
responsible for developing and applying Lean practice in Toyota
Motor manufacturing UK created hands on consultancy to
deliver extraordinary results to ordinary companies within a
sustainable culture of Continual Improvement.
Through a hands on, down to earth and simple approach we
supply the right expert for your needs. Our specialists guide
your teams to install the right tools and techniques to achieve
the desired results but most importantly they drive the
behaviour change by leading.
Since then, JEL has grown to service many industries, helping
numerous organisations including Aisin, Delphi, Syncreon,
Royal Mail and Bentley Motors and many more to evolve into
more profitable, efficient businesses. With each new client
comes a need to evolve and adapt performance-improving
practices to suit the individual nature of everyone we work
with.
‘Most managers will only manage but Leaders will Lead.’
This is a testament to the background of our senior
management who actually developed many of the tools and
techniques other companies now deliver.
We firmly believe the ability to evolve our techniques to suit
your operating environment using only Toyota trained
Consultants sets us apart from our competitors and makes us
unique in the market.
JEL are an experienced team of Toyota former employees,
each specialist gaining extensive experience being trained by a
Japanese sensai in Toyota sites in the UK and Japan.
● Toyota trained
● Proven exemplary track records
● Bottom line delivery specialists
For over 8 years we have delivered results such as:
● Increasing throughput of engines by 23% in 16
weeks!– Automotive
● £1,000,000 Inventory reductions through Level
scheduling and Hiejunka – Aerospace
● New Product Introduction £600,000 cost avoidance Rail
● £4,000,000 Procurement Lean Value stream training –
cost saving in the supply chain –Automotive
● Increase throughput of Powder Coating Paint Facility
85% within 4 weeks
Case Study A/006 – Light Manufacturing
JEL introduce a full Lean Production System to Waste Baler manufacturer
The Performance Indicators speak for themselves !
Key Performance Indicators:
Before
After:
Balers per Man per week
1.1
5.2
Value added percentage
14%
83.4%
Defects per hundred Parts
12
Average assembly time
346 mins
122 mins
Stock Holding (in Euros)
1.1 million
467,000
Outsourced production costs
110,000
9,500
Cost avoidance
1.5 million
0
BEFORE
1
AFTER
Balers in WIP
57
7
Accidents
91 % reduction in Lost Time Accidents
Lean Tools Used:
•Blue Sky Vision and Policy Deployment
•Production Plan V Actual Performance – hourly at all levels
• Lean Leadership Behaviours – Go See - understand
• Practical Problem Solving – operator level Immediate containment
• Kamishibai - for sustaining the changes
•Andon Call system - Built in Escalation
• QC Tools
• Practical Problem Solving
• Team Leader shadowing
• A day in the life coaching
“Quote”
“I originally engaged JEL after seeing the good
work they had done at one at of my customer
sites and I was hoping for a 11 % productivity
improvement and amazingly saved over 2.7
million euros ..”
Gene McMahon MD
Operations Manager
For help with Productivity and performance contact: www.JEL-LEAN.co.uk
Case Study R/005 - Rail
New Product Introduction – Cost avoidance £540,000 plus standard
hours reduced from 33 to 18 hours.
Weekly Output
30
20
Output
10
0
Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
With a team of operators across 2 shifts our client would complete the overhaul of a transmission unit in a
one man one transmission box type approach. There were problems with sharing tools, machines, cranes
and this combined with the inherent high levels of waste in the process and quality concerns resulted in a
loss of over £400 per unit.
We approached the task taking fresh look at the layout and created a flow line with 8 Stations balanced to
Takt, introduced a Wireless Andon System which empowered the operator to stop the line for any quality
defect or problem. By removing the strip process from the area it established a clean assembly process
improving the quality of the product. Versatility of the team was improved through the need to develop all
members, which lead to improved morale. Previously the rigid layout meant each transmission had to be
overhauled in a certain cell the flexible Lean Layout meant each station could work each type. As a result
of the above changes and the change in approach fostered by the revitalised team the output increased
from 7 transmissions per week to 25 per week without increasing labour costs
Lean Tools Used:
Wireless Andon – Call system to aid problem solving
Takt Time - Create a theoretical pace
Yamazumi – Effectively balance line
Standard In Process stock – Create a Full Work System
5s – Bespoke wheeled shadow boards
Photo
New resin flooring to improve safety and 5s
Visual Scheduling – For effective planning and sequencing
Capacity Analysis for Test booths
Kanban – Visual Pull system for Customer order
Lean Culture Change Tools Used:
Production Plan V Actual Performance
Lean Leadership Behaviours
Practical Problem Solving
Kamishibai for sustainment of change.
“Quote”
“With the introduction of the Andoncall system our
productivity and quality performance were
significantly improved, we knew we could do things
better but by reducing the hours it took to overhaul
the gearbox from 33 to 18 hours seemed impossible
but JEL took us through every step of the process
with their unique hands on approach”
Ranesh Gupta
Production Control Manager
For help with Productivity and performance contact: www.JEL-LEAN.co.uk
Case Study S/003 – Service Sector
The Royal Mail asked JEL to introduce Kamishibai into their Mail Sorting
Depots in the UK and Ireland to support the sustainment of change.
The Royal Mail through their own in house Lean improvement teams had made great strides introducing the
lean foundation tools. They had installed Visual factory, 5’s’ and a basic TPM system at Operator level in
multiple pilot areas. The problem they faced was a common one we have encountered , how to ensure the
process changes made are maintained
“Once the Focus has gone, how do you maintain the change?, Why is it when we go back the standards have
dropped, it is so frustrating!”
Kamishibai literally means "paper drama", it is a form of story telling. that originated in
Japanese Buddhist temples in the 12th century
A Kamishibai board is used as a visual control for performing tasks within a manufacturing
process. A series of cards are placed on a board and selected at random or according to
schedule by supervisors and managers of the area.
JEL introduced a 3 Tier Kamishibai process, this created the perfect foundation as all 3 levels of
the organisation accepted an element of responsibility to sustain their efforts. Team Leaders
drove their daily activity around the Kamishibai system. Managers would also carry out process
confirmation checks to ensure the standards are being achieved. The built in CCAR sheet created
a list of issues which the Manager has responsibility to close out, the actions for these close out
was part of the Senior Management level review as they too carry out Kamishibai tasks daily.
Their main function is ensuring the process is followed and showing they care about the
standards, and a Go, look, see activity each day demonstrated this commitment.
Lean Tools Used:
Kamishibai
Standardised Work
Visual Factory
TPM
5s
Practical Problem Solving
Lean Culture Change Tools Used:
Lean Leadership Behaviours – Go See - understand
Practical Problem Solving
Kamishibai - for sustaining the changes
Built in Escalation
QC Tools
5Why
“Quote”
“After engaging JEL to support our Lean Roll
Out they showed us how powerful and
effective Kamishibai is as a tool for sustaining
the process and the benefits of linking 3 tiers
together with a common purpose”
Group Maintenance Manager
For help with Productivity and performance contact: www.JEL-LEAN.co.uk
Case Study R/006 - Rail
One of the largest Rail Overhaul Companies in the UK wanted to
improve their Problem Solving ability – JEL provided the answer.
Before we were engaged the clients approach to problem solving was one of daily fire fighting from Team
Leader to Operations Manager. There were no supporting tools in place, operators would leave their
workstations to look for support. Team Leaders would provide band aid countermeasures to high profile
issues. Hidden problems would equal hidden costs and morale suffered as a consequence.
By implementing a wireless call system we were able to change the fire fighting mentality to a controlled
and measured methodology to problem solving. This allowed the operator to call for support and team
leaders to react quickly to assist and support their team more effectively. By addressing the issues live and
using the STOP,CALL,WAIT philosophy meant an improved appreciation of the concerns and allowed a more
robust investigation into the root cause improving the countermeasures being implemented. Through this
effective problem solving costs were reduced and morale improved significantly.
The change in approach was also supported by utilising several lean tools : The Wireless Andon system
Consisting of one wireless base station supported by
numerous call buttons , 50” plasma screens and Special 105dB speakers. All call data is recorded live and
stored for problem solving analysis.
PPS – a full Practical Problem Solving training programme for entire workforce.
Poka yoke was introduced where possible
Full works system
In addition we introduced some Lean Culture Change Tools:
Production Plan V Actual Performance – hourly at all levels
Lean Leadership Behaviours – Go See - understand
Kamishibai - for sustaining the changes
“Quote”
QC Tools
5Why
Team Leader shadowing
“We have taken lean forward with the obvious
foundation tools, then again with the introduction
of Takt time and we changed the area, but with
Andon we introduced a change in the people..”
A day in the life
A Caunt
Operations Manager
For help with Productivity and performance contact: www.JEL-LEAN.co.uk
Case Study A/015 - Automotive
A major Zero tier Automotive sequencing plant was losing $425,000
per month in late penalties – JEL stopped this loss
Cost in $
Downtime Costs
500,000
400,000
300,000
200,000
100,000
0
The client on a daily basis incurred line stop penalties of $500 per minute due to volume and quality issues
stopping production in one of the UK’s Largest vehicle assembly plants as well as incurring high internal scrap
costs. Workforce engagement and the inability to close out problems quickly compounded the issues.
We implemented visual control and hourly management of each of the 4 zones and the engine assembly the
line, stoppages at the customer site reduced to nearly zero, cutting the penalty payments from an average of
$312,000 to $2,500. With the hourly reviews, the response to zone concerns was immediate this lead to
defects dropping from 351 PPM to 22 PPM. By empowering the work force through active participation in the
introduction and development of standard work instructions gave them a new focus which had a positive
effect resulting in a reduction of the internal scrap cost from $215,000 to $16,000.
Lean Tools Used:
Standardised Work - Creating a repeatable processes
Yamazumi – Effectively balancing the lines
Standard In Process stock – Creating Full Work System
5s – To give an ordered and effective working area
Poka Yoke – Error proofing manufacturing defects
Visual Control Tools – To aid operator understanding
Kaizen _ Waste identification and elimination
Kanban – Visual Pull system for Customer order
Andon – A call system to aid problem solving
“Quote”
Lean Culture Change Tools Used:
after contract it seemed we could no longer manage the
Production Plan V Actual Performance
customers expectations. We were letting them down
Lean Leadership Behaviours
every day and needed proven expertise fast. Within days
Practical Problem Solving – operator level
of engaging JEL they felt like one of the team they
Kamishibai - for sustaining the changes
grasped the issues and quickly helped us to contain them.
“After substantial short term growth and winning contract
Sometimes you just can’t do everything yourselves, my
only regret was not involving JEL sooner they paid for
themselves in days!”
Gary Brogan
Plant Manager
For help with Productivity and performance contact: www.JEL-LEAN.co.uk
Case Study R/007 - Rail
External defects reduced by 50% within 6 months through the
installation of a full PPS system.
Monthly Customer Complaints
40
30
20
Contained
10
Closed
0
Before we were engaged our clients customer satisfaction was poor due to a high quantity of new and repeat
customer concerns. The same was true for the internal concerns both were managed through fire fighting
using temporary countermeasures, with no structured problem solving activities or tools being used to reach
true root cause. A significant percentage of shop floor and management staff had little to no experience or
knowledge of Quality and Lean tools which could and should have been utilised in problem solving .
We took the entire workforce (140 management and 430 shop floor staff) through Practical Problem Solving
shop floor based training, developing a fundamental grounding in problem solving using the lean
manufacturing and quality tools. Through identification of correct root cause and robust permanent
countermeasures the customer confidence and satisfaction improved to extent of rewarding new business.
First time quality improved from 74% to 91% by utilising problem tracker and using lessons learnt from root
cause identification and countermeasures implemented through the structured approach to problem solving.
Lean Tools Used:
Standardised Work -To create repeatable processes
Andon – A call system to aid problem solving
5s – To give an ordered and effective working area
Poka Yoke – To error proof manufacturing defects
Visual Control Tools – To aid operator understanding
Kaizen – Shop floor based waste identification and elimination
Lean Culture Change Tools Used:
Lean Leadership Behaviours – Go See - understand
Kamishibai - for sustaining the changes
Practical Problem Solving
“Quote”
“The frustration of not being able to prevent repeat concerns occurring and
increased addition cost due to rework was a major concern. With the training of
the staff, the standard approach to problem solving utilising the various tools all
supported by a robust problem tracking process has shown significant results
very quickly. JEL have given us the tools and mentoring to enable us to continue
improving our quality performance. “
Tim Jenkins
General Manager
For help with Productivity and performance contact: www.JEL-LEAN.co.uk
Andoncall is a cost effective real time production
monitoring system which links your equipment and
operators wirelessly providing instant feedback on
production efficiency and capacity. Andoncall records
operator and machine performance and gathers
overall equipment effectiveness (OEE).
“Empower your workforce”
Give your workforce the ability to call for assistance
or stop the process when a problem or defect occurs.
www.andoncall.co.uk