A structured Lean Kaizen programme focused on cellular manufacturing, SMED and line balancing have helped HVAC plant significantly reduce lead time, WIP and manpower while improving flexibility and on-time delivery.
Context and Challenges
A leading engineering company manufacturing hydraulic pump components (pressure plates and side plates) was struggling with long throughput times, high WIP and low manpower productivity. Turning was done in large batches with long changeovers, and multiple operations were scattered across different machines and areas. The customer required both components daily to build vane pumps, forcing frequent changeovers and making stability of flow and lead time reduction critical.
Our Approach
As part of a comprehensive improvement program, we followed the following approach:
- Conducted a current-state Value Stream Map for both pressure and side plates, capturing process times, waiting times, changeover patterns and inventory levels.
- Carried out Time & Motion study and prepared man–machine charts to understand true operator load and machine utilisation.
- Developed line balancing charts and calculated required manpower based on actual manual work content vs. customer TAKT time, highlighting non-value-adding activities to be eliminated.
- Ran focused SMED and layout redesign workshops, converting the fragmented process into a compact, cellular flow with minimum movement.
- Introduced visual controls, basic standards and daily reviews to sustain the new way of working and drive continuous improvement.
Key Strategies Implemented
- VSM-Driven Flow & Cell Design: We mapped the full flow from raw casting to finished parts, exposing queues and re-handling between operations. Designed a future-state cell bringing all key processes together, enabling smooth daily production of both components.
- SMED & Changeover Time Reduction: We analysed the 2-hour changeovers step-by-step to separate internal and external activities. Prepared tools, fixtures and drawings externally; standardised settings and checklists; and organised changeover kits to reduce changeover time and enable more frequent product switches.
- Cellular Layout & Multi-Machine Manning: Moved external drilling operations into the VMC, eliminating separate setups and extra handling. Brought machines closer together in a U-shaped layout to shorten walking distance and enable one operator to handle multiple machines.
- Standard Work, Visual Management & Daily Control: Defined standard work combinations for operators, combining machine running, loading/unloading, gauging and basic housekeeping in a repeatable pattern. Created simple visual boards to track daily plan vs. actual output, changeover adherence, first-pass yield and abnormalities.
- Capability Building & Ownership: Trained supervisors and operators on waste identification, one-piece flow and SMED concepts. Encouraged operator-level kaizens on ergonomics, tool placement, fixture improvements and inspection simplification.
Results Achieved
- Manpower reduction of about 25–30% while improving output.
- Significant reduction in throughput time for both pressure plates and side plates
- Significant reduction in WIP and material movement, as operations were consolidated into a single cell and external processes brought inside the flow.
- Higher manpower productivity, with one operator now able to manage multiple machines in the cell
- Improved delivery reliability and flexibility, as both components could be produced daily in smaller, synchronised batches to match customer demand.
By combining Value Stream Mapping, SMED and cellular manufacturing, the engineering plant transformed a traditional batch-and-queue setup into a compact, high-productivity cell. Lead times and WIP were sharply reduced, operators’ time was utilised far more effectively, and the plant gained the flexibility to supply both critical components every day in line with customer requirements.