Case Studies

Company Background

GUD have 4 sites over South Africa, manufacturing filters for the automotive industry. The GUD Durban site, located in Isipingo south of Durban, manufactures spin on-oil filters, oil filter cartridges, metal free cartridges and water pumps. GUD Holdings in Pietermaritzburg, manufactures spin on-oil filters, oil filter cartridges, metal free cartridges and oil. The PE Site manufactures and supplies pressed body parts and welded sub-assemblies. Safeline Brake Pads, situated in Johannesburg manufacture brake pads. GUD Filters is a proudly South African brand that is committed to supporting local suppliers and local sources of raw materials. Indy Oil, a G.U.D. Holdings company, is the largest independent oil company in South Africa. Indy Oil is a manufacturer and marketer of a wide range of automotive and industrial lubricants. Safeline are the only brake pad manufacturer in South Africa to be both E-Mark and SABS certified and now include free brake accessory kits with selected part numbers.

Project Scope

• When conducting the initial LEAN Assessment in the various plants, there was evidence of LEAN methodologies in all areas. In some plants more than in others, but all plants started moving towards LEAN fundamentals and principals.
• The project focus was to get standardization between all the plants on:  Performance Measurement  Visual Management and  Problem Solving
• The different plants had different levels of implementation as well as understanding, therefore there was theoretical training to get all on the same level. There was also different challenges at the different plants.

Project Outcomes

• Performance Measurement / Management • Per4ma has been implemented across all the sites. • The implementation was standardised across all sites using same lost time reasons / scrap reasons. • Standards / cycle times was provided by the respective areas and where there was no standards new measurements (Time Studies) was done.
• Visual Controls/ VPM • Visual controls put in place to control systems/ process flows and performances using an ORE system. • Work standards, scrap recording, and downtime tracking now provided; • All operators as well as supervisors and management trained in their respective usage.
• The following training was delivered to upskill and empower staff to take charge of their roles: • Visual Management • Performance Measurement • Problem Solving
• IATF 16949 Readiness The following gaps were closed through the VCL process: • Shop Floor Documents • Management Documents
• Collectively, these activities drove operational improvements in the areas of implementation over the duration of the project, with both internal scrap rates and production lost to internal materials unavailability improving meaningfully.

Impacts

DBN Plant • Utilization up from 61% to 94% • Efficiency up from 83% to 101% • OEE up from 51% to 95% PMB Plant • Utilization up from 61% to 80% • Efficiency down from 92% to 82% • OEE up from 56% to 65% Safeline • Utilization up from 63% to 65% • Efficiency up from 80% to 90% • OEE up from 50% to 59% PE Plant • Utilization up from 57% to 67% • Efficiency down from 110% to 105% • OEE up from 63% to 70%

Comments from Company Representatives

“We can already see a difference” Evan Slack, Group Divisional Manufacturing Director. “We are happy with the support that we receive from Dizani” Vusi Mfuleka, Production Manager DBN. “Well, this has been an eye opener, before this we had normal production sheets and only receive it at the end of shift, too late to act!” Vincent Naidoo, Superintendent PMB. “Per4ma gives us a clear view of targets and performance. It is a great tool to use for target setting and data collection. The information and reports help make decisions regarding performance.” Graham Hayward, Plant Manager PE.