plastics

Plastic Injection Molding
This factory had a state-of-the-art automatic data recording system which logged all of the machine settings as well as production data. The system captured, but did not display, slow running information and, as such, all improvement efforts were focused on reducing down time and scrap levels.

By completing the information used to steer the improvement effort, it was possible to focus on the problems with the biggest impact - in this case the slow running issue.
In six months, the speed and output of the 40 production units improved by 42%. This factory previously had been losing money and the project put them “back into the black.”
In a sister factory on the other side of the country, another project was conducted. In this facility, the slow running information was captured and displayed, and it was assumed there was very little opportunity to improve in this area. All the data that was captured and analyzed pointed to one problem that needed to be solved - the “fogging” on clear injection molded parts.

It was widely recognized that this problem had to be solved in order to improve the process. However, while several initiatives had been undertaken, no improvement had been shown. Using True Opportunity software and the Hagen Improvement Process, the area supervisors and technicians were able to solve the fogging problem in six weeks. This allowed a 15% improvement in output and generated an additional profit of over $1.5 million per annum.