Promotion Of 5S And Kaizen At Mouka Ltd In

Conjunction With METI, PAPA, JPC, & NPC The Implementation Of 5S And Kaizen Activities At Mouka Limited

INTRODUCTION Mouka Limited was established in Lagos, Nigeria in 1972 by the Moukarim Family, but has since been acquired by ABRAAJ, a private Equity firm.

Our business is basically production of polyurethane foam slabs, Foam mattresses and spring mattresses.

We operate 3 factories in Lagos, Benin and Kaduna, to address geographical spread and distribution challenges, with the headquarters at the lagos factory.

Currently the company employs 730 personnel across the plant locations

The Lagos Factory is responsible for 50% of Mouka production output and 60% of revenues

Mouka is currently the market leader in foam and mattress category , producing in excess of 13,000,000 kilograms of foam , and 800,000 mattresses per annum.

CORPORATE OBJECTIVES

To meet and exceed our customer expectations by prompt delivery of right orders and reduction in rejects and

returns.

Comply with legislative, statutory and regulatory requirements, preventing any actions that lead to violations or

contravention.

Provide appropriate and safe work environment to foster safe practices.

Delivering the products at an agreed manufacturing conversion cost.

Establish and operate hazard identification and risk management processes in order to eliminate or mitigate the

safety risks resulting from our activities.

Ensure employee wellbeing through routine health surveillance and provision of quality health support services

Liaise with host communities, stakeholders and customers to identify ways of improving work relations, safe

environment and enhancing development

Prevent pollution, preserve and protect the environment through proper waste management

MANUFACTURING OPERATING STRATEGY

Creatively manage our factory operations by deploying innovative methods of running our factories so as to deliver on volume and margin projections. This are anchored on four main pillars viz;

• Cost management

• Delivery

• Safety

• Quality In line with safety targets, we deployed a HSE strategy predicated on the following:

o Institutionalize safety and environmental consciousness in everyday operations

o Enhance and enforce compliance to HSE processes/policies

o Obtain and sustain EMS: ISO 14001:2015, and OSHAS: ISO 18001:2007 for all plants

o Reduce Incident & Accident rates & severity- Zero Major Incidents & Accidents (I&A)

o Ensure all plants and surroundings are clean and tidy by adopting and enforcing GHK (Good House

Keeping) best practice in all plants

5S Activities

• In pursuit of GHK objectives we lunched 5S program and initiatives in all our factories in 2016 .

• We were in the second year of implementation of 5S program when we were nominated for the

METI, Japan Productivity Centre and Nigeria Productivity Centre 5S and KAIZEN project.

• The management were elated since we already structured and desirous of learning and

implement the 5S program

IMPLEMENTATION OF 5S

CHALLENGES TO IMPLEMENTATION

• Building the sustenance culture

• Space management

• Storage

• Adherence to 5S SOPs

• Achievement of the OFI without incurring funds

STRATEGY TO RESOLVE CHALLENGES

• Sustained training of the entire team

• Organized the team into zonal sub teams

• Sustained awareness campaigns

• A 10 minutes tool box talk was allowed for each section/zone daily

SUCCESSFUL OUTCOMES • Proper inventory practice was achieved i.e. FIFO practice.

• Clear differentiation between storage and warehouse.

• More space for production and storage area was created

• Reduced contamination of products through the use of pallets.

• Improved sustenance of 5S practice

• Reduced downtime at the tape edge section from 10% to less than 3% in 3 months. - achieved through improved planned preventive maintenance, improved routine cleaning and lubrication.

GALLERY OF OUTCOMES

GALLERY OF OUTCOMES

GALLERY OF OUTCOMES

PROJECT ACTION PLAN

7

4 43 3

33%

52%

71%

86%

100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

Seiton Sorting shine, clean standardise Sustain

OFI, Sep. 13, 2017, n=21

32

150%

83%100%

0%10%20%30%40%50%60%70%80%90%100%

0

1

2

3

4

5

6

Shine,

cle

an

Sortin

g

Standard

ise

OFI, Oct. 4, 2017, n=6

Before KAIZEN After KAIZEN

Improved

5S PROJECT ACTIVITIES SUMMARY

[VALUE] 68.8

83.2 87.2

92.8 93.6 96.8

0

20

40

60

80

100

120

%SC

OR

E

Visit

5S SCORE - summary

Perfect : 120

KI (KAIZEN IMPLEMENTATION) SHEET KAIZEN THEME: MANAGING WASTE

Reason for selecting KAIZEN theme: Date implemented : 30/10/17

Wastes bin should be identified and kept in designated area. Process: (ex. Cutting Process)

BEFORE KAIZEN AFTER KAIZEN

OPPURTUNITY FOR IMPROVEMENT EFFECTS BY KAIZEN

Environmental Waste area identification Waste disposal and recycling

SPECIFIC AND CONCRETE KAIZEN CONTENTS IMPLEMENTATION DATES

The floor was marked and designated for waste for appropriate disposal. OCTOBER 30TH 2017

KI (KAIZEN IMPLEMENTATION) SHEET KAIZEN THEME: ELIMINATE SAFETY EXPOSURE

Reason for selecting KAIZEN theme: Date implemented : 06/09/19

Expired chemicals should be removed from production area

BEFORE KAIZEN AFTER KAIZEN

OPPURTUNITY FOR IMPROVEMENT EFFECTS BY KAIZEN

Safety Space Saving : 14M NGN

Accident Prevention

SPECIFIC AND CONCRETE KAIZEN CONTENTS IMPLEMENTATION DATES

They were removed from production area and taken to designated holding

area for appropriate disposal

More space for production and storage area -

Reduced rate of contaminated product

Reduced down time from 10% to 1% which allowed for the increased production valued at

N120 million naira monthly. Yearly N1.44billion naira ($3.95 million)

Increased production from initial 1500 unit/day to now 1800 unit/day by eliminating waste of

Motion, Waiting, Transportation, and improved machine availability.

Proper inventory i.e. FIFO practice

Clear differentiation between storage and warehouse

Improved sustenance of 5S practice

SUCCESSFUL OUTCOMES

Future Plan

We have just taken the first step in this wonderful and fulfilling direction. Will continue to partner

with NPC to sustain the new drive.

To commence and hold 5S league competition among the team before the end of March 2018.

Reduce defects at foaming from 2.5% to 1.5% by end of June 2018.

CONCLUSION

Conclusively, embracing of the 5S/Kaizen by Mouka limited is a step in the

right direction. It not only meets, but exceeds all statutory requirement with

regard to waste management, process improvement ,safety, and

environment. It has earned the respect of all stake holders, it is at peace with

its environment. The management is steered to focus on growth, profitability

and adding comfort to life.

Appreciation

We have made this tangible progress ,because of the assistance and tutelage from the NPC,

PAPA,JPC, and METI.

We thanks them for their time, resources and goodwill in impacting the needed knowhow .

Thank You