Introduction
In manufacturing, small inefficiencies compound into major problems, especially when quality is compromised. At our 3D panel production facility, excessive wire welding defects and inefficient workflows were slowing production and lowering product quality. By applying the KAIZEN philosophy of continuous improvement, I, as Production Manager, along with my team, implemented simple, low-cost adjustments that dramatically increased output, reduced defects, and freed up human resources.
Background
Our factory produces 3D construction panels. The acceptable defect threshold is a maximum of 5 unwelded wires per 1 m² panel (≈5%).
However, before KAIZEN, each 1 m² panel had an average of 20 unwelded wires—nearly four times the acceptable defect limit.
As a result:
- A full-time employee was dedicated solely to manual rework.
- Production was limited to 3 panels/hour or 20 panels/day.
- Quality issues risked customer dissatisfaction and production delays.
We needed a solution that would reduce defects and increase capacity without major capital investment.
Challenges
- High Defect Rate: 20 unwelded wires per 1 m² panel (≈18.5%) vs. 5 allowed.
- Rework Overhead: One full-time employee focused only on fixing welding defects.
- Interrupted Workflow: Frequent machine stops to reload wire.
- Inefficient Material Movement: Time wasted as employees walked to retrieve raw materials.
- Low Synchronization: Poor role clarity slowed production handoffs.
KAIZEN Solutions Implemented
Embracing the KAIZEN principle of continuous, incremental improvements, we implemented the following:
1. Clean Welding Shears After Every Panel
A simple practice: after every panel, workers clean the machine’s welding shears (30 seconds).
Result: Defect rate dropped from 20 to just 3 unwelded wires per panel—well below the 5-wire acceptance threshold.
Impact: Rework was no longer necessary, and the dedicated rework employee was reassigned to core production.
2. Optimize Raw Material Placement
Problem:
Employees were frequently walking back and forth across the production floor to fetch raw materials like wire coils and mesh panels. This wasted time, disrupted workflow rhythm, and led to fatigue, especially during high-volume shifts.
KAIZEN Action:
We conducted a Gemba walk (observing the work at the source) to track employee movement. The analysis revealed excessive backtracking and cross-pathing that added 5–7 minutes of unnecessary motion per hour. Based on this, we:
- Repositioned material storage directly next to each production station.
- Created “restocking zones” with visual indicators for quick material access.
Impact:
- Saved up to 1 hour per day per shift in non-value-adding movement
- Reduced worker fatigue and improved ergonomics
- Enabled faster handoffs between stages in the production line
3. Increase Wire Capacity in Machine
Problem:
The welding machine used limited-size wire spools, requiring operators to stop production frequently to reload. Each reload took 3–5 minutes, and this happened multiple times during each shift—adding up to 30–45 minutes of lost production time per day.
KAIZEN Action:
After evaluating the machine’s tolerance, we increased the capacity of wire reels . We also introduced pre-staging, where the next wire roll is prepared and placed near the machine for quick swapping.
Impact:
- Reduced reload frequency by 60%
- Cut machine downtime by nearly 40 minutes per day
- Helped maintain a more consistent production flow with fewer disruptions
- Indirectly supported better quality by reducing hasty reloads that previously caused welding misalignments
4. Clarify Employee Roles
Problem:
Before the improvements, employees were loosely assigned to zones without precise definitions of tasks. This lack of clarity led to a waste of time.
KAIZEN Action:
- We assigned specific roles per workstation: machine operator, quality checker, material handler, and cleaner.
- Introduced cross-training to allow role rotation during breaks or shortages.
Impact:
- Increased line synchronization, reducing the idle gap between panels
- Empowered employees to focus and take ownership of their work
- Boosted morale and reduced verbal back-and-forth by 40% (as tracked by observational audit)
- Resulted in a smoother, more rhythmic assembly line environment
Results
| Metric | Before KAIZEN | After KAIZEN |
|---|---|---|
| Panels Produced/Hour | 3 | 4+ |
| Daily Production | 20 | 30 |
| Defect (Unwelded Wires per Panel) | 20/m² | 3/m² |
| Rework Employee | 1 full-time | 0 (reassigned) |
Key Takeaways
- Small Fixes, Big Gains: A 30-second tool cleaning routine led to an 85% drop in panel defects.
- Eliminating Waste Boosts Value: Optimizing materials and machine setup minimized downtime and effort.
- People Matter: Clear role assignments improved team performance and engagement.
- KAIZEN = Long-Term Impact: Sustainable improvements came without new machines—just better practices.
Conclusion
By applying KAIZEN, we didn’t just improve productivity, we elevated the entire production environment.
We increased output by 50%, reduced defects by over 85%, and eliminated unnecessary rework through focused, practical changes. This case is a perfect demonstration of how continuous improvement principles can transform even the most technical operations—cost-effectively and permanently.
KAIZEN taught us that quality and efficiency are not expensive goals, they are the result of smart observation, engaged teams, and a culture of constant improvement.
