PARADIGM CHANGE A change in production,
a change in management

The introduction of high-performance machines may not lead to a level of productivity that is worth the investment. In reality, variables affecting productivity not only include machine performance but also a wide variety of factors related to management resources such as process, stock, space, manpower and time. We consider improve- ments that are mainly focused on a multifaceted combination of management resources to be more likely to lead to innovations in productivity than an improvement focused only on machine performance.

In a specific case, the machine operation rate was significantly improved by simplifying the fixture transfer, loading and unloading work. In another case, productivity was significantly increased by improving the process to reduce machining waiting time without changing the production volume per hour.

Moreover, an improvement in manufacturing yields greater results for management. A reduction in lead-time for manufacturing leads directly to a simultaneous reduction in inventory and an increase in cash flow. If sufficient time is dedicated to work processes for manufacturing as well as the employees involved, the possibilities of bringing new added value to management through the expansion into new activities are endless. At the heart of OKS is the concept of making changes to the management paradigm and through the review of our customer’s management resources OKS proposes policies to maximize their potential.

From partial to total optimization.

For instance, the further cell production is pushed forward, the more total optimization will likely be required. It is easy to say but a challenge to materialize the change from partial optimization to total optimization- and it may remain a dream unfulfilled.
OKS considers total optimization as beginning with a familiarity in the details of manufacturing. OKS proposes a fully optimized machining system by having both a perspective of the details of manufacturing and a wide perspective on comprehensive management resources.

Reallocation and relocation of resources

There may be a way of thinking that productivity innovation cannot be expected to succeed without making a massive investment. However, on the other hand, there are actually many cases where productivity was improved innovatively with just a little effort but not a massive investment.
Without sticking to general preconditions, OKS proposes a machining system which minimizes the investment as well as creates added value by reallocating and relocating existing resources.

CASE STUDIES

Significantly reduced fixture change time.

In the case of one customer, employees used to work overtime to change fixtures when an order for multiple kinds of products was received. As a result of our proposal to introduce our quick fixture change system (The Baby Kangaroo System) for their production line, we succeeded in reducing the fixture change time from 120 minutes to only 10 minutes. This led to an increase in the operation rate and a reduction in working hours, resulting in an increase in employee satisfaction.

Implementing the just-in-time system.

A customer used to have a large inventory in order to ship products immediately after receiving orders. OKS proposed the introduction of our quick fixture change system (The Baby Kangaroo System) and established a machining line that enabled changing the production volume depending on the order status. We succeeded in implementing the just-in-time system to manufacture only what was needed, when it was needed and in the volume needed.

Established a flexible machining line.

A customer mistakenly thought that the location and application of equipment was fixed once installed. OKS proposed a plan for a sweeping review of all resources, including equipment, relocated them and was successful in establishing a reliable and flexible machining line by optimizing machines, floor layout, manufacturing processes and the operation by workers

PARADIGM CHANGE A change in production,a change in management