Operation: The metal mould and fixture Seiton operations for the outer plate press workshop of an air frame plant.
Problem: The other day, co-worker B has an accident during operations. During the press metal-mould tool setting change, he got his hand caught between the upper metal mould and the receiving ram, and crushed and broke his second, third, fourth, and fifth fingers. When B was attaching the metal mould into the ram and lowering the ram, he had found something above the metal mould. He had tried to take it out and thrust his right hand between the upper metal mould and the ram.
Attending to the accident meant the tool letting change was halted and production delayed.
B had done something forbidden by safety rules. This demonstrated that the rules were not being followed. The group leader, in the hope of preventing such an accident again, emphasized this accident and decided to try to take tool setting change improvements which would absolutely prevent accidents: He submitted the problem to P and the job leader, and directed them to make improvements.
Understanding the Situation in which accidents happen in the workshop:
P wanted to start improvements right away, but his job leader told him not to look at only this one accident, but to think about accident prevention from a wider perspective. He decided to look at the problem from three points of view and create an improvement proposal which would have two or three layered prevention by looking at the real causes starting at the stage in which metal moulds, tools, and fixtures are delivered. Then they both decided to think of a proposal which would also improve quality and efficiency.
Obvious problem: maintaining and assembling items takes too much time
1) It takes an unusual amount of time to search for metal moulds, tools, and fixtures in the tool rack where they are stored.
2) It takes time to service metal moulds (cleaning off dirt and trash, removing rust, making repairs).
3) Fixtures, bolts, nuts, etc are often fetched after tool setting had begun.
4) All tool setting changes are done on the press operations board, and the press is stopped for about one to two hours.
P thought that waste and accidents were generated during the time before tool setting, and looked into the matter.
Occurring losses: losses from accidents, reduction of production and losses from defects
1) Production is reduced in direct proportion to time spent fetching mould s and tools.
2) Losses are incurred because of accidents (personnel and operational)
3) Production volume is reduced in direct proportion to time spent in taking care of accidents.
4) Losses are incurred because of making a bad start in the press operation.
5) Loss occurs when moulds have to be repaired and fixtures replaced.
P and his job leader tried to figure out the monetary value of the losses and it came to a large figure. They decided that improvements would definitely have value, and that they would also stop accidents which could workers for the rest of their lives. Next they looked for the causes of these problems.
Causes of loss: the Seiri storage system does not put emphasis on the workshop, and safety devices, safe operations, and safety rules are not used simultaneously
1) It takes time to search for moulds and tools, so that maintenance before tool setting tends to be sloppy. Maintenance checks also tend to be incomplete.
2) Because tool setting operation improvements do not go well, there are many times when checks cannot be made to see if safety devices actually work.
3) Safety operations and rules are not followed.
4) There are no safety devices which will stop machinery from working unless safety steps have been taken.
5) There is no maintenance step in the Seiri operations which take place after work is finished.
6) Tools box Seiri Seiton should be done by visual control but it is not. Problems are not perceived.
After the causes of loss are identified above then suitable improvement plans are designed, planned and executed.