The pursuit of excellence is a journey, not a destination. For local component suppliers, the Kaizen project marked the beginning of a transformative odyssey. Imagine a factory floor where production lines stalled, waste mounted, and efficiency dwindled. Then, envision the same space transformed: streamlined processes, reduced waste, and a workforce empowered to drive excellence. This is the story of the Kaizen project's impact on local component suppliers, where operational efficiency was revolutionised, and 3 companies harnessed the power of Kaizen to drive excellence and empower their people.
Yenza Manufacturing, a leading player in the automotive component supply chain, has leveraged the Kaizen project to catapult itself to new heights of operational excellence. Located in the heart of Sydenahm, Gqeberha, the plant is a hub of precision engineering, employing a team of 25 skilled professionals. The facility specialises in producing high-quality metal components, offering a range of services including metal pressings, welding and assembly, sealer application, and e-coating.
They had a problem with their M5 machine, crucial for producing high-demand parts, and was underutilised due to inefficiencies. An analysis revealed:
- 70% of die time was wasted
- 17% of time was spent on setup
- 13% of time was lost to breakdowns
To address this, Ms Inge Van Jaarsveld focused on reducing setup time on M5. A key solution was installing a tool rack near the machine, storing the next three dies needed for production. This innovation eliminated unnecessary travel and search time. The results thereafter were sterling:
- Average die setup time plummeted from 67 minutes to just 25 minutes
- A staggering 63% improvement in setup efficiency
The benefits of Kaizen implementation are far-reaching for Yenza Manufacturing. Notably, the company has acquired ISO 14000 certification, demonstrating their dedication to environmental responsibility and sustainability. This achievement underscores Yenza's ability to minimise their ecological footprint through efficient practices, waste reduction, and compliance with environmental regulations.
At the helm of Yenza Manufacturing is Managing Director Mr. Themba Mthati, whose leadership approach embodies the principles of Kaizen. By fostering a culture of collaboration and empowerment, Mthati has encouraged employees to take ownership of solutions, resulting in numerous shopfloor-driven suggestions.
''Instead of trying to push down my ideas onto them, I created the space for the employees to bring the solutions forward and many suggestions from the shopfloor. Which did not require me to convince them but rather implementing together for good results. There are other machines and areas we have identified to implement kaizen, but so far, they are satisfied with this machine where Kaizen was implemented'', said Mthati.
Prior to Kaizen, this machine was a bottleneck in the production process. However, through the collective efforts of Yenza's team, the machine now operates efficiently, often remaining idle - a testament to the elimination of the bottleneck. With this achievement, Yenza Manufacturing has demonstrated its capacity for continuous improvement, positioning itself for sustained growth and success.
Next is Finke Plastics, a trusted Tier 2 component supplier, playing a vital role in the automotive supply chain. With a focus on precision and quality, the company manufactures a diverse range of critical automotive parts, including glass locators, alignment tools, friction washers, tabs, and advanced rain sensors. Located in Walmer, Gqeberha, operates a state-of-the-art facility, staffed by a team of 24 dedicated professionals who share a passion for delivering exceptional quality and precision.
They faced a pressing challenge: they were struggling to meet customer demand for a specific product. They needed to produce 3,000 parts daily but were only managing 2,142. To fix this, the project aimed to increase production by 40% without breaking the bank or taking too long. The manufacturing process had three main steps: cleaning, priming, and taping. However, a major bottleneck was identified - operators were wasting 1.8 minutes per cycle loading parts onto wooden blocks before cleaning.
However, with the guidance of the AIDC-EC consultant, Mr Takudzwa Chijabvu, Finke Plastics embarked on a transformative Kaizen journey. A simple yet effective solution was introduced: replacing wooden blocks with special stamps and sponges. This eliminated the need for part loading, allowing operators to start cleaning and priming immediately.
After implementing the new method, production soared:
- Daily production increased from 2,142 to 3,511 parts - a 64% improvement.
- The process became more efficient, reducing wasted time and motion.
Director Marcus Ducker recalled the remarkable impact of this initiative, noting that "results were instantaneous" as the company began to streamline its processes and eliminate waste.
“Another hurdle emerged when introducing Kaizen training to staff, as they were initially resistant to change. However, once implementation began, a new quality control system was introduced, replacing the old loading method”
Ducker also added that the new system, implemented by Takudzwa, significantly reduced the time spent loading parts, making the entire process more efficient.
As the Kaizen project's success stories continue to unfold, a ripple effect of excellence is spreading throughout the automotive sector. Behind the impressive statistics and efficiency gains lies a more profound impact: the empowerment of people. These companies have created environments where employees are encouraged to think creatively and take ownership of solutions. As the automotive industry continues to evolve, one thing is clear: the companies that thrive will be those that prioritise continuous improvement. As we look to the future, it's exciting to consider the possibilities that await these companies – and the entire industry – as they continue to push the boundaries of excellence.
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