The Explosives Manufacturing Unit: The Problem

This work was undertaken with a manufacturer of explosives. In the unit concerned a division existed between the process and engineering structures. There was a large number of supervisory levels, the process was divided artificially and jobs were specialised at the operational level. Downtime and maintenance costs were excessive, the IR climate was tense and, critically, the market for the product was shrinking.

Application

Analysis of the process showed a single basic transformation (of the paper into a shell). Two parallel 'whole' task teams (one of 19 and the other of 13) were created, each fully responsible for shell manufacture and all related activities, including routine maintenance. Planned maintenance was 'bought in' from the Central Engineering Workshops.

Two team leaders were appointed. They instituted regular morning meetings with their respective teams. In the spiral winding team a target system (people could go home when they had achieved their targets) was set up, whilst in the shell house the existing team-based bonus system was retained.

The team leaders, as qualified artisans, carry out the more complicated engineering work themselves. However, small adjustments and changeovers were delegated to team members. The various specialised jobs were amalgamated into two generic operator positions, with some of the previous supervisory tasks, e.g. procurement of raw materials, built into them. The jobs were reappraised resulting in the upgrading of some operators. Flexible working and multi-skilling was a consequence of this. Plans are afoot to transfer additional functions such as stocktaking, production planning and training, to the team.

Benefits

Significant improvements were achieved. On the spiral winding section, output more than doubled from 11 to 25 bundles of shells a day. Cases produced per employee rose by 65%. And maintenance productivity (at constant volume) improved by 57%. In all there was an improvement of 38% in fixed operating costs.

Changes in the IR climate were also significant. When the target has been achieved on the spiral winding section, operators often come across to assist in the shell house. Operators regularly work through formal tea-breaks, covering for each other as necessary. If time off is granted for personal business, the team works it in as unpaid overtime. When the team leader went on leave, the team ran the unit independently, only calling on help for the authorisation of clearances.