Product category:
Batteries, chargers and circuit protection
News Release from: Exide Technologies
Edited by the Engineeringtalk Editorial
Team on 04 November 2003
Lean production rewarded for battery
maker
The Chloride Motive Power factory at Over Hulton, Bolton factory has achieved the bronze Excell award from Exide Technologies, Centre of Excellence.
The Chloride Motive Power factory at Over Hulton, Bolton factory has achieved the bronze Excell award from Exide Technologies, Centre of Excellence The Excell programme aims to reward "lean production" techniques
This article was originally published on Engineeringtalk on 11 Dec 2003 at 8.00am (UK)
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The concept was introduced by Toyota in an attempt to minimise waste from production processes as a result of post WWII resource shortages and has been adopted by Exide Technologies worldwide to drive continuous improvement.
There are five different levels of award, with Platinum being the most difficult to achieve.
Notoriously difficult to implement, relatively few companies in the UK have taken up the initiative.
Many companies that undertake to comply with the system concentrate on cutting inventory.
David Ling of CMP Batteries comments: "Raw material inventory has indeed been reduced by 65% at CMP with a total inventory reduction, including finished goods of 31%.
However we needed to concentrate on other aspects of the business as well.
We have achieved a 45% reduction in factory maintenance costs and recorded an 80% reduction in accidents".
To help to improve customer focus and service, Ling has created a "value stream map", which identifies and documents all the physical and information systems from the placing of an order for raw materials with a supplier to actual delivery of the finished goods to customers.
A specific example within CMP involved the creation of an Area Improvement Group, which redesigned the work area with defined locations for components, cells and WIP batteries.
Storage bins were clearly labelled, tool kits were standardised and a daily cleaning routine was established.
Strict targets were set and the "lean team" at Over Hulton achieved or exceeded all these targets.
Ling adds: "We are currently working towards our silver award which we are set to achieve by the early part of 2004.
The lean initiative is difficult and the work involved is enormous but, after much effort from the team and all employees at CMP, the end results speak for themselves".
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