Modular Improvement Programme Case Study
Challenge: To improve profitability in a highly competitive marketplace through increased operating efficiency, improved workplace organisation and a reduction in waste.
Solution: J T McLaughlin Ltd, in Bamber Bridge Preston, enrolled four of its employees on a Vision in Print Modular Improvement Programme.
Background
J T McLaughlin Ltd (JTM) is a commercial printer, which was established in 1981. Employing 24 people and with an annual turnover of £1.9m, it produces work for longstanding clients from both the local county councils and the pharmaceutical industry.
The company has a Komori 5-colour B2 press and a Komori B3 colour press. The finishing department has a Muller Presto, two MBO Folding Machines, Pit stop creasing and Watkiss collating equipment, running alongside extensive hand finishing lines.
The company recently invested a XEROX DocuColor digital printer. Despite all this J T McLaughlin still wanted to identify ways of improving quality and delivery through improved operating efficiency.
Programme
Terry McLaughlin contacted Vision in Print to help gain a fresh perspective on how to improve productivity competitiveness, while involving the workforce to encourage a greater ownership of improvements. Vision in Print carried out a one-day assessment of JTM's operations (Premier Snapshot) to identify and prioritise areas for operational improvement. Feedback to the Senior Management gained agreement on which areas of the business should be focused on during the Modular
Improvement Programme.
JTM enrolled on ViP's Modular Improvement programme and over a period of four months its team of four employees, made up of people from the print and finishing departments, learnt Best Practice and Lean tools and techniques. The modular programme allowed the team to work on areas that were of key importance to the business, implementing tools specifically aimed at resolving keyproblem areas. These have brought about significant and measurable reductions in downtime and waste as well as improvements in workplace organisation
The programme's primary focus was to identify the causes of downtime in the finishing and print areas. However, initial data analysis revealed that the main causes of downtime were due to waiting for and organising paper. The flexible nature of the programme allowed the focus to shift to identifying ways to reduce downtime in the folding area, as well as to improve workplace organisation and implement ideas to improve the management of the 'White Paper Area'.
Techniques
Under the guidance of ViP engineer, Lisa Turner, the team from JTM learnt and practiced new skills that enabled them to carefully analyse the downtime problems. As a result, they were able to focus on using two specific techniques to implement improvements.
It is incredible to think that we will save over five times our investment in the programme in one year alone, plus all the savings in future years to come. Terry McLaughlin, Managing Director
The first technique used was workplace organisation, '5C'. In this activity, the team cleared out all the clutter from the folding and white paper areas. They were able to create precious space by throwing away items that had been lying around for a long time and sell other items on eBay! They developed a shadow tool board for the folding area and defined areas for work in progress. They also established a log for resolving machine problems and redefined the overall working area and gangways.
In the white paper area obsolete stock was identified, areas were defined for stock paper and paper was allocated to jobs. A separate racking area was built for the small press so that paper could be stored near to where it would be required.
The second technique implemented was Standard Operating Procedures (SOP). The team identified that the process of ordering, receipt, and allocation of paper to jobs was not clearly defined or standardised.
This resulted in paper not being ordered, leading to downtime on the press, and double ordering leading to excess stock needing to be stored and paid for.
They developed a simple process with clearly identified roles and responsibilities and paper allocation labels. The new process was then reviewed with the employees who ordered the paper and a trial carried out. A few further improvements have also been suggested and implemented.
Results
When the man comes to collect the orange waste bins we can now get all the other bins out to him before he has emptied the first one. Adrian, Finishing Manager
As a result of the improvements made by the team through the implementation of 5C and SOP's there has been a significant reduction in downtime, in both the press area and in finishing. Finishing downtime due to waiting for, and organising paper has reduced by 50%. Downtime has reduced by 57% on the large press, and with the reorganisation of the paper storage -now in racks next to the small press, downtime has reduced by 70%.
A significant reduction in paper stock has also been achieved.
The team has also significantly improved the organisation of the folding and white paper areas. This has encouraged other employees to try out the 5C in their own areas. This includes the reorganisation of inks and rollers in the press area. The despatch area has also been reorganised, with even the local bin-men feeling the benefits.
A roll out plan for the rest of the factory and the offices has been put together to involve all the other employees over the next few months.