Terasaki (Europe)

Background

Based in Clydebank Industrial Estate, Terasaki ( Europe) Ltd are a world player in the manufacturing and distribution of Moulded Case and Air Circuit Breakers for engineering site contractors, used in every industrial and commercial sector that depends upon a reliable power supply such as hospitals, oilrigs and large ships.

Our commitment to excellence has been reflected in our accreditation to ISO9002 and Investor in People. One of our main business objectives and strategies for achieving business success has been the implementation of continuous improvement activities (TPS).

As part of our groups TPS programme we have begun the introduction of Lean Management and Kaizen workshops. So far we have seen some exciting changes in staff attitude and excellent improvements. Over the last 12 months and the coming 12 months we have/will receive help from outside consultants to help us implement these techniques further.

The introduction of a new product with aggressive sales targets inspired us to hold a Kaizen Blitz week, we recognised that to achieve the results we needed to exceed our customers expectations we had to change the way we worked.

Ross International worked with us to create an environment that ensured successful implementation of, and follow-through, after our Kaizen Blitz week.

The choice of our Kaizen team was critical as this was our first attempt of this scale at this type of improvement. We needed fast results to ensure customer satisfaction. Top management committed to the event during one of our busiest months when it would have been an easier decision to put it off and keep doing what we were doing, but they recognised the need for change and believed in their people to make a success of the week. Our team consisted of 14 hand picked volunteers from a cross section of our workforce.

The objectives for the Kaizen Blitz week were:

• Increase the throughput capability of AR Circuit Breakers from 45 units per week to 90 units per week
• To reduce the lead time – to reduce the turnaround time from 6.5 days to 2/3 days
• Increase productivity from 70% to 98%

Our Kaizen Blitz team not only met and exceeded the objectives set by the Board of Management which were at the beginning of the week thought of as impossible to achieve, they also added more of their own.

The objectives met by the Kaizen Blitz Team:

Throughput capability of 90 units per week achieved with the same number of people

Lead-time was reduced (from receipt of customer order to dispatch) by 60% on a major product range while at the same time more than doubling the throughput capability in 30% less space.

• Productivity was increased by 86%

• Illegal lifting was eliminated

• 5s process introduced

Since the Kaizen Blitz week there has been a noticeable difference in the culture of the department involved. They are more interested in what is happening in their area because of their involvement in the week, they are determined to make it work and to sustain the results they achieved. They have introduced continuous improvement meetings in their area and have taken ownership of these meetings.

They are still improving on their improvements and are keeping our support areas (facilities, engineering) very busy. Their motivation and innovation is contagious which has resulted in the department becoming a pleasant place to be around and is attracting a lot of attention within the Company.