KAIZEN REPORT Quality Month: November 2011 Kaizen No. Page No.:

Dubai Aluminium Company Limited (DUBAL)

Department: Cell Relining & Pre Heat

Section/Process : Tool Crib Area

Improvement Title:

Improve Materials Management in Tool Crib Category: [√] Quality improvement [√] Health & Safety [√] Environment [√ ] Productivity [ ] Office processes [ ] Product design improvement [ √ ] Service improvement

Before Situation Root Cause Analysis Improvement Measures After Situation

(After 5S Implementation)

Difficulty in accessing tools/ items

High searching time in finding materials/ items/

tools etc. Delays in services due to stock-outs of materials

when needed No ownership by employees to maintain the area

Difficulty in managing emergency situations

Potential Causes:

Lack of differentiation in critical spares vs. common items; fast moving vs. slow moving items

Under-utilized space due to slow moving items and idle items/ tools/ consumables etc.

Unclear inventory levels ( Overall as well as item-wise)

Lack of ownership by employees for material issue

Undefined Emergency handling tools and equipment

No status description is up-dated (work-in-progress; OK/ Not Ok etc.)

Conclusion: Why-Why Analysis confirmed the root cause as:

Absence of Workplace Management System in the area

5S Implementation: Adopted DUBAL’s 5S Procedure which included activities for example (reference: DB/GEN.25.01): Awareness sessions to all levels

including contractors

Prepared roadmap for 3S Implementation by involving team

Sorted critical spares, common items, emergency tools and eliminated unwanted items

Defined inventory levels for all the materials/ items tools etc.

Fabricated specialised racks and purchased plastic bins

Defined colour codes to the area and standardized labelling

Re-layout and defined place for all materials and identified both locations and items

Assigned 5S to maintain the area More……………………..

Innovative storages (Refer

Annexure-1) Effective space utilization

Benefits: Participation Projected savings of AED 500k due to reduced inventory levels of consumables, hand tools and

maintenance spares ZERO stock-outs for critical and strategic materials Improved workplace safety, productivity, customer services and reduced environmental wastes No time delays in accessing materials, tools, consumables and equipments 3S and 5S Certification – Complying with DUBAL’s Certification Requirements

1. Ibrahim Baggash Senior Manager, Smelter Services 2. Abdulla A. Manager, Cell Relining & Pre Heat 3. Aziz A. Superintendent, Cell Relining 4. Imran Area Assistant Planner 5. Hussain Sr. Technician 6. Supported by Area Operators / Contractors (108 Employees)

Standardization 5S discussions in Tools Box Talks (reference: MOM of Shift Safety Meetings) Standardized spares labelling and inventory (Min / Max) levels Assign colour coding to different area (reference: DB/GEN.25.01.A02) Material issues and receipt are controlled through Logbook and Excel- DATABASE

Horizontal Deployment Opportunities (Replication):

Cell Relining Refractory Storage Area Cathode Storage Area Tool Crib 1 & 2 (Operational Area Potrooms)

Single Point Lesson:

Waste reduces when things can be seen clearly

Remark / Management Comments:

5S is an excellent system, it boosts employee moral by promoting a sense of pride in their respective areas while giving them greater ownership of their responsibilities in the workplace.

Sign: Abdulla A. (Manager, Cell Relining & Pre Heat) Copy Distribution:

Date of Starting: 01.06.2010

Date of Completion: 07.07.2011

Control No. (by DQG)

Declaration: We are submitting this Kaizen case voluntarily to DQG for participation in “Improvement Case Study-KAIZEN” competition. We are glad to authorize DQG to share this information with the Business community at large to promote Continual Improvement and good practices. Signed by Authorised signatory: _______________________ Name: Ibrahim Baggash Designation: Senior Manager, Smelter Services Date: 15/ 10/ 2011

ANNEXURE – 1

Before After

Before After

Before After

Before After

After

After