At D.S. Techno Rubber, continuous improvement is not just a principle — it’s a practiced mindset. With a growing focus on process optimization, our organization recently undertook a transformative Kaizen initiative designed to tackle one of our most critical production bottlenecks.
Over a 36-week period, our strategic team — formed with active involvement from shop-floor operators — worked closely to identify inefficiencies, reduce process time, and increase daily output. What followed was a textbook case of how structured problem-solving and team collaboration can drive real business value.
Structured Weekly Kaizen: Data-Driven, Team-Led
The team met weekly for 1 hour, using a disciplined PDCA (Plan-Do-Check-Act) framework to drive progress. Every session was structured, with timelines framed in advance and measurable goals outlined. Each week, we moved forward based on real-time observations and data collected from the shop floor.
Diagnosing the Problem: A Deep Dive into the Process
The team began by identifying key issues affecting output and delivery. These were ranked using weightage-based analysis, followed by a Pareto chart to isolate the most critical contributors. Once the top issues were identified, we applied tools like the Fishbone diagram and Value Stream Mapping (VSM) to observe time spent at every stage of the process.
This exercise allowed us to trace delays to their root causes, backed by 5-Why analysis and collaborative brainstorming sessions. The results were eye-opening: time-consuming manual steps, ergonomic issues, and inconsistent setups were significantly affecting throughput.
Innovating the Solution: Testing, Failing, Succeeding
The team proposed multiple solutions to reduce time in the process, all assessed for technical feasibility and practical impact. Some ideas were filtered out due to complexity or low ROI, while others faced challenges like ergonomic concerns, which required further design iterations.
We conducted multiple trials, adjusting tooling layouts, workstations, and task distribution. These changes weren’t always successful at first—but we treated every setback as a learning opportunity.
Eventually, a winning combination of process realignment, ergonomic enhancements, and operator feedback led to a significant breakthrough.
The Results: From 1400 to 3920 Units per Day
Before the Kaizen initiative, the process yielded 1,400 units per day. After implementing the new solutions, we scaled up to 3,920 units per day — a nearly threefold increase in output. More importantly, the process became more stable, ergonomic, and repeatable.
This improvement directly enabled us to meet customer requirements without compromise, ensuring better delivery timelines and sustained product quality.
Conclusion: Continuous Improvement as a Culture
This Kaizen journey reflects how D.S. Techno Rubber blends technical expertise with team empowerment. By involving our operators, using industry-standard analysis tools, and focusing on data-driven results, we not only solved a bottleneck — we proved that innovation is most powerful when it’s shared.
For our partners and clients, this is our commitment: consistent performance, process reliability, and a team that never stops improving.