We had been collecting handwritten daily reports with the capacity utilization rate remained unchanged, but the load of the calculation work was large, and we felt that the accuracy was also limited.
Introduction of WD also enables real-time calculation of direct units, resulting in a drastic reduction in tabulation man-hours and an improvement in the accuracy of operation rates.
Another major harvest was that we were able to confirm the fact that the operation rate was lower than expected.
(Impressions from the Section Manager of the Production Reform Section of the Board Manufacturer)
It has become common for field operators to look back on their daily work on the equipment operation gant chart of the WD, enabling them to objectively compare their own work and the work contents of other operators, making it impossible to standardize the setup work and standardize the operation with multiple units, and other issues have been clarified and improvement activities have become active.
(Impressions from the chief of the second manufacturing section of the aluminum precision processing manufacturer)
We are planning a production plan, but we didn't know the cause from daily reports because the gap with the site was not filled up. However, by comparing the scheduler plan with the equipment operation gun chart, we clarified the problems such as the plan rim and the large burden on operators due to the increase in the number of units with multiple units, and the PDCA has come to go around every day.
(Impressions from Section Manager of Electronic Component Manufacturer's Production System Development Section)
Improvement of productivity at overseas factories was a problem, but the cause was not grasped and concrete measures were not being taken.
The Head Office has now been able to manage the operating status of overseas production facilities, and the gap with domestic factories has been clarified.
In addition, we are able to explain the factors to overseas staff with data, and productivity is improving, though little by little.
(Impressions of General Manager of the Global Production Engineering Department of Automotive Parts Manufacturers)
Multiple facilities were connected to form a line, which resulted in frequent stoppages, waiting for workpieces from the pre-process, and short-term losses waiting for people. However, we were unable to manage the impact on productivity.
We learned about WD at the exhibition and began introducing it. We have created a system to calculate the utilization rate for the last 30 minutes from the operation data of the WD, and feed it back to the site in real time. We can see at a glance the lines where the utilization rate has declined and visualize the priority of the points to be maintained, thereby greatly improving the utilization rate.
We invested 1 million in the trial line, but we were able to recover the investment in 0.3 months after the system started operation.
Currently, we are preparing to apply this technology to other sites in Japan and overseas plants.
(Impressions from the person in charge in the Production Technology Development Section of the bearing manufacturer)
Since we have adopted the WD series at several of our own factories and all of our factories have achieved results, we informed our suppliers of the proposals for the WD series and asked them to teach them in detail, so Mr. Patlite was accompanied. Because the system was simple and matched with the challenges of improving productivity at members' overseas factories, the immediate start-up kit was arranged, enabling the promotion of WIN-WIN relationships.
We intend to introduce it to other suppliers as well, which will lead to the enhancement of SCM's productivity.
(Impressions from the General Manager of the Purchasing Department of the Automotive Parts Manufacturer)
As a first step in the optimization of a large number of factories in Japan, we started to visualize the equipment productivity of all the factories. However, each factory had already built its own system, and the collected data was huge and could not be collected, and it was in a clogged condition.
The WD series was guided by Patlite's dealers, and it was a very simple mechanism, but on the other hand, it was attractive and immediately adopted.
In fact, there are old facilities that are not connected to the network, and by covering them with the WD series, the cost was also significantly reduced.
By extracting only facility operation data from the already collected Bic data and integrating it with the data of the WD series, we were able to create a system to grasp the facility operation status of all factories, which was the original purpose.
(Impressions from the General Manager of the Production Innovation Department of the Automotive Parts Manufacturers Production Division)