Rittal C S M Ltd

Background

Rittal-CSM is a manufacturing subsidiary of the Rittal Group which is itself a part of the Friedhelm Loh Group. Rittal is the largest manufacturer of industrial and data communication enclosures worldwide. More than 8,000 products are available worldwide, from standardised large enclosures to customised individual solutions.

Scope

Rittal-CSM had been developing its internal Six-Sigma capability, in addition to its Lean Manufacturing and Supply Chain initiatives. These three areas are interlinked and the reduction of variability within the processes is key to improving quality and reducing costs.

Two Rittal Employees, Gary Allbutt and Adrian Smith, attended this Six-Sigma Greenbelt Programme and chose a project that not only yielded some impressive results but also showed the valuable link between the Lean and Six-Sigma Toolboxes.

SWMAS ran a Six-Sigma Greenbelt Programme which consisted of three sets of three day sessions detailing Six-Sigma tools and techniques, followed by three project review days and a final certification day. The total programme lasted about six months, allowing lots of time for project work between each monthly session.

Selected project: Improve slave door / access panel fitment to rack.

Method

The Team defined the current state of the process and found:

• The concern was identified as one of the top quality issues. (Project teams were already working on the top 2 issues)
• Incorrect punch profile affects assembly operation.
• There were several different profile suppliers.

Project Goals: Reduce rework to less than 1%

The process mapping tool identified potential areas which would need investigating through performance measurement. Data was gathered on punched hole location for all profiles. Current process performance was analysed using box plots and summary stats which indicated that a Left hand profile had a large amount of variation in punched hole position. This operation was carried out in house and a go and see quickly identified a damaged sensor on the machine. The sensor was fixed but a subsequent CPK capability analysis showed that the process was still not capable of producing parts in line with customer expectations. The Ishikawa cause and effect tool was used to identify additional possible causes for the poor quality. Several issues were identified including out of specification profiles from supplier and equipment related concerns. Team based activities identified and tested possible solutions.

Options and Recommendations

• Sensor changed and included in TPM plan
• Control plan implemented by supplier to ensure quality profiles.
• Punch machine guard changed for clear perspex
• Visual signal indicator to show position of profile against stop.
• Implementation of quality management inspection plan
• Train operators in quality plan.
• Implement and train standard operating procedures
• Implement total preventative maintenance system.
• Install cell visual information board.

Results

• Rejected racks reduced from 4% to 1 %
• Improved morale
• Enhanced productivity
• Reduced cost
• Resolved potential H+S issues
• Comprehensive TPM activity

Further Actions

Continue to apply 6 sigma methodologies in the resolution of subsequent quality issues.

Customer Feedback

"Six-Sigma is a disciplined systematic approach used for quality improvements and problem solving. The use of performance measurement ensures that valuable resources are only used on the top quality issues within the company. Using Six-Sigma methodologies (gateway reviews) means the top quality issues are completed and don't recur."