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Reducing Electricity Consumption in Hot Presses with Scheduled Start/Stop
Mini#87
Yener Esen
Yener Esen
·General

Reducing Electricity Consumption in Hot Presses with Scheduled Start/Stop

The oil generators used to heat the molds were running continuously, including during periods when the production process was not active.During tea breaks and lunch breaks, the generators could remain on unless they were manually switched off. This resulted in unnecessary electricity consumption.The generators were connected to digital time relays and programmed according to the working schedule. This enabled automatic start/stop during planned non-working periods.As a result, electricity consumption during breaks and other inactive periods was eliminated, creating an energy-saving opportunity without requiring operators to manually control the generators.Lean principle:When equipment operation is aligned with the actual working schedule, energy waste can be eliminated without adding work for the operator.

Standardizing a Divided Pallet for Work Kits
Mini#86
Yener Esen
Yener Esen
·General

Standardizing a Divided Pallet for Work Kits

During production, work kits belonging to different orders were stored together on the same pallet, stacked and mixed with each other.This created a risk of mixing different orders and made it difficult for operators to reach the kit they needed. To access a kit underneath, the kits above it had to be moved first, creating additional search time, unnecessary movement and awkward handling.The existing pallet was redesigned with dedicated compartments for each order kit. Each compartment was clearly identified, allowing kits to be stored and accessed in a defined location.The improvement eliminated unnecessary kit searching and moving, while creating a more organized and ergonomic work area.Lean principle:When every item has a defined place, searching and unnecessary movement become easier to eliminate.

The Responsibility Mirror: Making Awareness Visible
Mini#85
Yener Esen
Yener Esen
·General

The Responsibility Mirror: Making Awareness Visible

Health & Safety, quality and productivity messages were communicated through training, boards and posters. However, in the daily work environment, these messages could gradually become routine and lose their impact.During a Gemba observation, existing mirrors in common areas were identified as an opportunity to create a direct and simple visual reminder.Instead of investing in new equipment, the existing mirrors were used as visual management points. Simple, short and changeable stickers were placed on the mirrors, focusing on three key messages: Health & Safety, Quality and Waste Awareness.The approach turns an everyday object into a visual reminder of personal responsibility.The messages used were:Health & Safety: “Safe work is my responsibility.”Quality: “Quality is my responsibility.”Waste Awareness: “Seeing waste is my responsibility.”Because the stickers are replaceable, new messages can be introduced when priorities or needs change.Lean principle:Sometimes the best visual management tool is not something you need to buy—it is something already present in the workplace.

Standardizing the Preparation Stand for Equipment Assembly
Mini#84
Yener Esen
Yener Esen
·General

Standardizing the Preparation Stand for Equipment Assembly

Before equipment assembly, the preparation stand had to be adjusted according to the dimensions of each equipment. This created unnecessary movement, manual adjustments and material handling during the preparation process.Different tables were selected according to equipment size, and the table had to be moved and adjusted manually. The preparation process took approximately 15 minutes, required 2 operators, and involved handling around 30 kg per person.A standardized preparation stand was introduced to accommodate different equipment dimensions.With the new design, one stand can be used for different equipment sizes. Table replacement and manual height adjustment were eliminated, allowing the preparation process to be completed by one operator without physical load handling.The preparation time was reduced from 15 minutes to 1 minute, while the safety risk score was reduced from 15 to 2.Reported gain: ₺44,000Kaizen effect: +₺42,500Lean principle:Standardization is not only about making work consistent; it can also remove unnecessary movement, handling and adjustment from the process.

Improving Safety in Die Handling
Mini#83
Yener Esen
Yener Esen
·General

Improving Safety in Die Handling

During die transportation, the die was lifted and moved by the forklift forks from underneath. This created a risk of the die tipping during transportation.To maintain balance, the transportation process had to be carried out more slowly. This not only created a safety risk but also increased transportation time.As a countermeasure, suitable steel channels were installed on the upper section of the die so that the forklift forks could engage with the die in a more controlled way.This connection improved the stability of the die during transportation and eliminated the risk of tipping. As a result, the transportation process could be performed more quickly and safely.Results:Approximately 1.5 hours/week transportation time savedApproximately 78 hours/year time savingApproximately ₺13,600/year financial benefitLean principle:A small change in how a load is handled can improve both safety and flow at the same time.

Preventing Energy Loss in the Lighting System
Mini#82
Yener Esen
Yener Esen
·General

Preventing Energy Loss in the Lighting System

In the production line, approximately 50 lighting fixtures rated at 250 W each were controlled independently of machine operating conditions. As a result, lights could remain on when the production line was not operating, including during periods when lighting was not required.The lighting control system was redesigned according to the operating condition of the production line.Each machine's operating signal was connected to the lighting control system. Additional lighting fixtures were also installed at the beginning and end of the line to provide sufficient illumination when the entire line was switched off.With this arrangement, lighting is activated when it is needed and automatically controlled according to production conditions.Result: Approximately 217 kWh/year of energy savings were achieved.Lean principle:The best energy-saving opportunity is often not using less energy, but preventing energy from being used when it is not needed.

Streamlining the Customer Process Through Assembly Improvement
Mini#80
Yener Esen
Yener Esen
·General

Streamlining the Customer Process Through Assembly Improvement

In the existing process, industrial panel sockets were fully assembled and packaged before shipment. However, customer feedback and on-site observations showed that some of the assembly work performed by the manufacturer was later removed or repeated by the customer.The process was therefore reviewed together with the customer.Only the components required to be assembled before shipment were retained in the assembly process, while other components were prepared and shipped separately.As a result, the manufacturer's assembly time was reduced from 5 minutes to 2 minutes. The customer's unnecessary disassembly activity, which previously took approximately 2–3 minutes, was also completely eliminated.The improvement created a simpler process for both sides while reducing work that did not add value for the customer.Lean principle:A process becomes leaner when we improve the entire value stream—not just our own operation.