Kaizen Implementation in Blowplast Limited

Kaizen is the Japanese word for “continuous improvement” or “change for the best”.

 

In Blowplast Limited, it is focused on continuous improvement of processes in manufacturing and business management. Kaizen activities in Blowplast aim to improve all functions of the business through steps involving all employees. It is a collective effort that makes the process more efficient, effective, manageable and adaptable. The improvements are usually accomplished at little or no expense and without sophisticated techniques or expensive equipment.

 

Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership.

It is vital that all Blowplast employees are involved in ongoing training and education in Kaizen activities in order to make continuous improvement for the organization, reduce costs, increase efficiency in manpower, utilization of space, equipment and materials.

 

Blowplast came up with an idea on how to implement Kaizen, namely “BELIV” (Blowplast Excellence implementation vision). Beliv is a system of organization to make sure all the employees follow the Kaizen principles, Kaizen education training, coordinate and initiate Kaizen projects.

 

Trainings are conducted on weekly basis and it’s mandatory for all staff.

Training includes:

1. 6S (6K)

6S (otherwise known as 5S + Safety) is a system that aims to promote and sustain a high level of productivity and safety throughout Blowplast. While adhering to the 5S principle of Sort, Set in order, Shine, Standardize, and Sustain, the 6S method adds the concept of Safety. 6S not only helps Blowplast promote efficient working environments but also establishes a sustainable culture of safety.

2. AM (Autonomous Maintenance)

Autonomous maintenance is defined as a maintenance strategy where machine operators continuously, monitors their equipments, make adjustments and perform minor maintenance tasks on their machines.

3. SMED (Single Digit Exchange of Die)

Single-minute exchange of die is the process of trying to make changeovers as fast as possible. Quickly changing a process so that it can go from making one product to making another helps reduce lead times and inventories and facilitate one piece production.

4. 7QC Tools

Blowplast uses quality tools to help monitor and manage their quality initiatives.

There are seven management tools for quality control and sort the problem from root cause.

5. Pillar Concept

Blowplast has moved one step ahead also and came up with new ideas of implementing Kaizen. We decided to put all the key strategy and goals on pillars, which are very visible around the company. The Pillar Concept makes sure that whatever company we’re targeting for the year, there is a strategy made to achieve the targets.

 

Blowplast Limited is setting the example of Kaizen system in plastic industries in East Africa. It is successfully implemented in Blowplast because of good leadership.

Each and every day in Blowplast is a Kaizen day.

We believe in “A day can’t end without implementing Kaizen”

Written by

Charanjeet Singh, Kaizen Coordinator