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Case Study 3 Final. Aylesbury Pressings , Roddy McGuinn and Martin Toher.

Case Study 3 Final. Aylesbury Pressings , Roddy McGuinn and Martin Toher.

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Published by Felicia Brown

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Published by: Felicia Brown on Dec 11, 2009
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Case Study 3:Aylesbury Pressings
Case Studies,Bsc Hons Quality Management and Technology
Authors :Roddy McGuinn (s00093607) and Martin Toher(s00093928 )
Using the Lean Principles as a framework, what improvements do youconsider that the management team at Aylesbury should be giving priority to,and why?
Aylesbury Pressings is a manufacturing company that producesautomotive metal components that supplies the automobile industry. Thebusiness displays characteristics of a high volume high variety operationas its’ products are considered runners or repeaters with batch ranges of between 150-500 parts and a variety of 80 main products many of whichhave several versions. This complex environment posses some difficultchallenges for the Aylesbury Pressings operation. Many of the difficultiesfaced by Aylesbury Pressings can be alleviated
by using some techniquesassociated with lean manufacturing.
Suggested improvements
 The Lean philosophy identifies seven different forms of waste (muda),these are over production, waiting time, transport, process, inventory,motion and defectives. One obvious source of waste in the operation is inthe production of defectives in the pressing stage of operations. Many of the dies used are old and difficult to adjust which results in defectivematerials being produced. These dies should be replaced or upgraded(subject to cost benefit analysis) as a matter of urgency and should be thefirst priority of the management team. This is so because if the output of this early stage of production is of a high quality and the process itselcontrolled, it will make all subsequent stages of production much easier toimprove as the supply of materials to these stages will be morepredictable and of higher quality. Quality, right first time does not seem tobe a major priority for Aylesbury pressings as only 4 of the 280 staff areactually employed doing quality work. There has been a reduction in the defect rate from 40,000 parts permillion to 1600 parts per million; however this is after a 5% - 13% of product has been reworked – this is Quality Control not Quality Assurance.All rework is non value add and therefore a waste in lean terms. Apartfrom the waste in resources it also adds uncertainty to scheduling andencourages/condones keeping large volumes of WIP to compensate.Rework reduction would be an ideal project for the new Black belt.
Involvement of all staff:
 The level of suggestions for improvements coming from staff is very lowand few if any visual indictors of quality are being used. This is a strongindicator that all staff are not being encouraged to participate in processimprovement. One more subtle area of concern is with the use of pokayoke (Error proofing) systems. These were implemented by an outsideconsultant but one of the key ideas behind pokayoke is that theoperations staff themselves are involved in coming up with error proofingideas rather than having ideas imposed without the involvement of allstaff. This lack of staff involvement is also reflected the manner in whichthe Standard operating procedures (SOPs) were completed. The SOPsused within the operation were completed by the Kaizen promotion officebut little consideration was given to the expertise of operations staff inthis process. A recent audit showed that the SOPs were in many cases notbeing followed. This may be expected if the SOPs are impractical and didnot consider the capability of operators or machinery. It is therefore veryimportant that all staff be involved in the improvement process this is oneof the key themes in the lean manufacturing philosophy. This can beviewed as adopting basic working practices which will operationalise theinvolvement of all staff.
Reduction of set up and Change over times
 A lot of time is wasted in Aylesbury pressings in setting up a run orcompleting change over activities. Excess time spent completing thesetasks adds to the overall cost of the product and does not add value.Some of the activities and times associated with these are as follows:
Blanking process Change over time 15 minutes.
Pressing process sampling time of 10 minutes and a 1% scrap rateassociated with each change over cycle.
 The case study also states that some Pressing changeovers takebetween 30 and 60 minutes. Benchmarking has demonstrated thatthis time is excessive with little value being added.
Painting process takes around 90 minutes to complete. In that timeonly 3 minutes is actually spent painting, the remainder of the timeis spent setting up for a run or removing painted parts once a run iscomplete.As the operation currently stands much of the work completed for set upand change over activities are probably being completed while theproduction machinery is idle. This is referred to as internal work in theSMED approach. Time spent in this manner leaves less value added timefor production and is a form of waste called waiting time. Theseinefficiencies can be addressed by using a single minute exchange of die(SMED) approach. Where possible tasks for set up and change over should

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