Transforming Production Efficiency:
A Case Study with Saand's Plant Manager Fawad Rashid

Introduction

• The Leader: Fawad Rashid, Plant Manager at Saand, has over 20 years of experience in the glass business. Despite his extensive experience, Fawad was facing a significant challenge: improving the productivity and efficiency of the roller coater line, a key process for back-painting glass in interior building applications.

• The Process: The roller coater line had been underperforming, which impacted both internal team morale and the potential to attract new business. Fawad decided to apply the Kata methodology, a structured approach for continuous improvement, to address the issue.

Challenge Faced

• Unbalanced Inventory: The line often experienced periods of too much inventory followed by periods of no inventory, causing inconsistent production flow.

• High Changeover Time: Changing colors during production took up to 45 minutes, significantly reducing efficiency when multiple color changes were needed in a single shift.

• Slow Production Start: The first hour of production regularly resulted in zero output, leading to a significant loss in capacity.

• Lack of Coordination: There was a disconnect between departments, with work being pushed to the roller coater line without consideration of its capacity or optimal workflow. This led to frustration among employees, as they could not meet their hourly or daily targets.

The Approach

To tackle these issues, Fawad and his team applied the Kata methodology, focusing on small, incremental experiments to address key obstacles. The approach involved:

1. Scheduling Optimization: Observations showed that 45 minutes were needed at the start of the shift for setup and preparation. This time was not accounted for in the schedule. The first experiment involved adjusting the shift start time to provide an additional 45 minutes for setup, ensuring the line was ready to begin production promptly after the team’s morning meeting.

2. Batch Organization by Color and Order: The team identified that productivity was highest when the line could run larger batches of the same color. By reorganizing work by color and order, they minimized the time spent on sorting and reduced changeover times. The planner, Melanie, began working directly with the shop floor to understand and manage batch releases effectively, ensuring they were aligned with production capabilities.

3. Daily Communication and Problem-Solving: The team instituted daily stand-up meetings between the planner, production manager, and supervisors to discuss the previous day’s performance and plan for the current day. This fostered better communication, aligned goals across departments, and allowed quick adjustments based on real-time feedback.

4. Continuous Learning and Adjustments: Fawad and his team regularly walked the production floor (Gemba) to observe processes, engage with employees, and make necessary adjustments. This direct engagement helped identify root causes rather than just symptoms, leading to more effective solutions.

Results and Impact

The Kata approach led to significant improvements in both production efficiency and team morale:

1. Increased Throughput: Daily production increased from an average of 2,500 square feet to over 3,500 square feet, with some shifts reaching up to 4,000 square feet.

2. Higher First-Hour Productivity: The first hour's production increased from zero to an average of 311 square feet, demonstrating a regained capacity and more efficient start to the day.

3. Financial Impact: Daily revenue increased from $14,000 to $24,500, a $10,000 increase driven by higher productivity and more efficient use of resources.

4. Improved Team Morale and Engagement: Employees were more satisfied as they could meet their targets more consistently and were less frustrated by process inefficiencies. The Kata approach encouraged team collaboration and a continuous improvement mindset, fostering a culture of proactive problem-solving.

Key Learnings

• Value of Patience and Incremental Improvement: Fawad learned the importance of patience and disciplined, step-by-step progress rather than attempting to solve everything at once.

• Power of Cross-Departmental Collaboration: Engaging multiple departments in daily problem-solving discussions improved understanding and coordination, leading to better overall performance.

• Importance of Understanding Root Causes: Regular Gemba walks and observations helped identify root causes rather than symptoms, leading to more sustainable improvements.

Conclusion and Call to Action

By applying the Kata methodology, Fawad Rashid and his team at Saand were able to transform their roller coater line’s performance. The structured, experimental approach fostered collaboration, improved communication, and led to substantial gains in efficiency, productivity, and financial performance. This case study demonstrates the power of continuous improvement practices in creating a culture of proactive problem-solving and sustainable growth.