1. Business Improvement Techniques NVQ Level 2

2. The Team Peter Ferns John Cleall Nigel Wright Mike Harvard-Taylor Adam Shephard

3. AISH Technologies Electro-mechanical design and manufacture of ruggedized defence enclosures using a wide range of processes including: Electro-mechanical design and manufacture of ruggedized defence enclosures using a wide range of processes including: Sheetmetal/fabrication/laser cuttingSheetmetal/fabrication/laser cutting Spray shop & powder coating facilitiesSpray shop & powder coating facilities Machine shopMachine shop Mechanical AssemblyMechanical Assembly Electrical AssemblyElectrical Assembly Flat panel display assemblyFlat panel display assembly Fibre optic manufactureFibre optic manufacture

4. Typical Products

5. Why choose BIT Implementing BIT is designed to reduce: Poor delivery performance Poor delivery performance Department bottle-necks Department bottle-necks Untidy work areas Untidy work areas Generate additional floor space to include new processes Generate additional floor space to include new processes

6. Plan: Identification Over cluttered Over cluttered Un-used potential Un-used potential Redundant machinery Redundant machinery Health & Safety hazards Health & Safety hazards Low morale Low morale

7. Planning Role responsibilities Role responsibilities 5W’s & 1H 5W’s & 1H Brainstorming Brainstorming Action planning Action planning

8. Communicating Team meetings Feedback from operators working in the area Planning reviews

9. Do: Do: Confirming Current State We decided that it would be essential to carry out an extensive 5S exercise in an area that would allow us to free up space for red-tagging and the storage of some WIP. It would also yield a floor space utilization opportunity of £7500.

10. Implementation Red Tagging and catalogue Create shadow boards Purchase tooling Encouraged employee involvement to drive change in methods and attitudes Utilise cleared area Introduce Standard Operating Procedures Regular 5S audit

11. Red Tag Area

12. Check: Measure results Process Performance The process was re- timed with the tool boards in place, and it was now 2 minutes and 35 seconds, which compared to the ‘before’ state of 17 minutes and 37 seconds is a 93% improvement

13. Measure Results

14. Confirming New State Target Realise Floor Space Utilization of £7500 Implement new tooling methods to realise cost saving of £2250 Improve 5S score by 300% Confirm / re-write / amend SOP to reflect the requirements to maintain new state Outcome 1.Floor space realised and now re-deployed as a packaging and quarantine area 2.New tooling implemented to realise annual cost saving 3.5S score improved by 1600% 4.Two new SOPs created, issued and displayed to help Standardise & Sustain 5S improvements

15. Personal Achievements How to structure a LEAN activity Better communication skills The importance of involving those working in the areas chosen for the business improvement Problem solving techniques Understanding and working with personalities within the team Spreading the philosophy of the process