Applying LEAN in rubber payroll to reduce waste in production

Xuan Lap Rubber Processing Enterprise under Dong Nai Rubber Co., Ltd. is specialized in processing and supplying latex and SRV 10. SRV 20. Its products are not only widely known in the country, but also exported to major markets such as European countries or Japan…

Currently, rubber prices are falling sharply, to be able to survive in this period, one of the solutions is to reduce production costs, increase labor productivity. With many improved tools given, Xuan Lap Enterprise has chosen to apply Kaizen in its processing process.

Xuan Lap enterprise has been for a long time, the system of operating machinery is old, there are many changes in design as well as in the production line, no longer in accordance with the current quality requirements. The distance of transporting latex to the place of production causes a lot of waste, spending a lot of time and labor.

Currently, forklift drivers prioritize longer distances to travel because on these roads the road is not damaged, there are not many potholes. Latex shipping barrel Enterprise is using the old narrow type, for there are 5 steel bars, the volume of goods transported is less.

Some improvement proposals are made such as: increasing the volume of pus per transport to make full use of the capacity of the forklift, or reducing the number of transports to reduce pressure on the driver, calculating and optimizing the distance traveled. With the existing situation, the improvement team proposed to revise the road foundation, the direction of drivers using the new shorter distance has been improved. In addition, the container carrying latex is also expanded by 1 bar, helping to increase the volume of goods per transport. The cost savings due to improvements in transportation volume each time is 24 million VND and the cost savings due to reducing the distance is nearly 12.5 million. The total cost of savings in a year is nearly VND 36.5 million. In addition, forklift drivers also reduced 23 trips compared to the previous 58 trips per shift.

Although it is only a small improvement, success is not high but has contributed to the initial goal of reducing waste set by the Innovation Team. With initial results achieved, the Innovation Team is determined to propose applying other LEAN tools to implement breakthrough, more efficient solutions. The Factory Management Board is always ready to support resources to implement improvements.

Productivity and Quality Office