Gupta received permission from Sharma, and went to the production technology section to look at the problem from three points of view, and get an idea of where improvements ought to be made.
The obvious problem: changing jigs and tools and fixtures takes too much time
1. It takes time (searching time) to take jigs and tools, and fixtures from tool boxes.
2. Searching time increased and production time decreased in direct proportion, so production volume has not increased.
3. As the number of times jigs, moulds and fixtures have to be changed has increased, workers spend a lot of time running around, and tend not to position jigs and tools and fixtures properly.
4. The wrong jigs and tools, clamps, moulds and fixtures are taken out and used, and time is wasted removing defects.
5. Workers become tired and upset.
This kind of problem inevitably creates losses, so Gupta next investigated the losses.
Occurring losses: added value monetary figure is reduced in direct proportion to decrease in actual production time and cost per unit item increases.
1. Production decreases during the time in which workers are looking for fixtures, and jigs and tools.
2. Operations go badly and production drops because jigs and tools and fixtures in the workshop are badly positioned and laid out.
3. Production drops when defects have to be repaired and mistaken jigs and tools and fixtures have to be replaced with the correct ones ( added searching time)
4. Reduction in production in 1 – 3 means drop in added value figures, increase in cost per item, and, thus, a loss of profit.
With these results, Gupta was ready to make improvements, but he still did not know how to go about it. In order to find out, he researched the causes of loss (waste) for item 1 – 5 and organized them as follows.
Causes of loss: visual control system and gathering, transporting and positioning systems are non-existent
The following proposal was made:
1. There are no labels for the jigs and tools and fixtures in the tools box indicating place of storage or number to be stored. Whenever they are needed, their storage place or numbers in store are different. New workers and others who come to help mistake tools alike.
2. There are no rules as to proper order, or what is to be transported in what.
3. There are no rules for putting things away – what should be transported in what order tings should be placed where.
4. There are no clear instructions as to what jigs and tools should be taken out when. Experienced workers make the decisions according to type of machinery and the names of operation in operations guidance charts and production schedules.
5. There are no instructions regarding in which order what should be laid out on work tables and machinery after it has been transported.
6. It is not clear how tool needing repairs should be handled when putting tool away in the tools box after use.
There are no labels or divisions in storage place. The storage place is always different. And there is no way to tell what is being used and what is missing.
Implementing policy for jigs and tools Seiton System Improvements:
Gupta took his findings to Sharma, gave him his opinion, presented the direction in which improvement themes should move, and asked for his advice.
The group leader looked at the photographs which Gupta had taken and said, It would be ideal to have jigs and tool and fixtures that are maintained so that we can have as many as we need, when we need them, without having to look for them. Doing all these improvements will take up too much time. First of all, they decided to set a main theme and one or two sub-themes and make improvements in order of seriousness of the problems. Thus improvements can be made without wasting of time on production and efficiency can be improved.