Business Improvement Techniques Business Improvement Techniques NVQ Level 2 NVQ Level 2

The TeamThe TeamPeter Ferns

John Cleall

Nigel Wright

Mike Harvard-Taylor

Adam Shephard

AISH TechnologiesAISH Technologies

Electro-mechanical design and Electro-mechanical design and manufacture of ruggedized defence manufacture of ruggedized defence enclosures using a wide range of enclosures using a wide range of processes including:processes including:

• Sheetmetal/fabrication/laser cuttingSheetmetal/fabrication/laser cutting• Spray shop & powder coating facilities Spray shop & powder coating facilities • Machine shopMachine shop• Mechanical AssemblyMechanical Assembly• Electrical AssemblyElectrical Assembly• Flat panel display assemblyFlat panel display assembly• Fibre optic manufacture Fibre optic manufacture

Typical ProductsTypical Products

Why choose BITWhy choose BIT

Implementing BIT is designed to Implementing BIT is designed to reduce:reduce:

Poor delivery performancePoor delivery performance Department bottle-necksDepartment bottle-necks Untidy work areasUntidy work areas Generate additional floor space to Generate additional floor space to

include new processesinclude new processes

Plan: IdentificationPlan: Identification Over clutteredOver cluttered Un-used potential Un-used potential Redundant machineryRedundant machinery Health & Safety hazards Health & Safety hazards Low morale Low morale

PlanningPlanning Role responsibilitiesRole responsibilities 5W’s & 1H5W’s & 1H BrainstormingBrainstorming Action planningAction planning

CommunicatingCommunicating• Team meetings

• Feedback from operators working in the area

• Planning reviews

Do: Do: Confirming Current StateWe decided that it would be essential

to carry out an extensive 5S

exercise in an area that would allow us to free up space for red-tagging and the

storage of some WIP.

It would also yield a floor space utilization

opportunity of £7500.

Implementation Implementation • Red Tagging and catalogue

• Create shadow boards

• Purchase tooling

• Encouraged employee involvement to drive change in methods and attitudes

• Utilise cleared area

• Introduce Standard Operating Procedures

• Regular 5S audit

Red Tag AreaRed Tag Area

Check: Measure resultsCheck: Measure resultsProcess

Performance

The process was re-timed with the tool

boards in place, and it was now 2

minutes and 35 seconds, which compared to the

‘before’ state of 17 minutes and 37

seconds is a 93% improvement

Measure ResultsMeasure Results

Confirming New StateConfirming New State

Target Realise Floor Space

Utilization of £7500 Implement new tooling

methods to realise cost saving of £2250

Improve 5S score by 300%

Confirm / re-write / amend SOP to reflect the requirements to maintain new state

Outcome

1. Floor space realised and now re-deployed as a packaging and quarantine area

2. New tooling implemented to realise annual cost saving

3. 5S score improved by 1600%

4. Two new SOPs created, issued and displayed to help Standardise & Sustain 5S improvements

Personal AchievementsPersonal Achievements• How to structure a LEAN activity

• Better communication skills

• The importance of involving those working in the areas chosen for the business improvement

• Problem solving techniques

• Understanding and working with personalities within the team

• Spreading the philosophy of the process