How JIT is Practiced at SRG Global

As a former employee at SRG Global I can say that everyone from the engineers,
managers, down to the employees were kept aware of the companies concepts, practices, and
quality. The idea of simplification in JIT manufacturing was practiced routinely as all the
machines were quite simple to operate. This as well adhered to the flexibility of SRG Globals
employees as all operators/workers were trained to operate each machine in their respected
departments (i.e. molding, plating, assembly, quality).
Kaizen, the concept of continuous improvement was also regularly practiced in regards to
quality standard goals, shipping totals, production numbers, and waste/scrap numbers. There
were constant goals of either increase, or decrease in these areas, and everyone was informed of
these quota/goals each day. SRG practices the 5s principal as well, sorting, straightening,
shining, standardizing, sustaining. Everyone was responsible for these concepts in forms of
cleaning, making sure tools were placed back in their homes, making sure parts were put in their
designated crates/boxes, making sure each part was up to SRG quality standards, and finally
keeping these quality/concepts going throughout the day.
Kanban also is a driving force at SRG Global, as they use a card based system that
identifies: part numbers, part names, quantity in crate/box, location (path flow). These cards
would follow the product based on need standards set in kaizen, and other departments,
throughout the facility until reaching the shipping department. Then a temporary card would be
placed onto the crate/box, and the card would return to its original location ready to be reused for
another batch. Level production is a big part of SRGs system; they only create what they need to
fill an order and nothing more. Elimination of waste is the key concept.

Cell manufacturing is also incorporated with advanced parts that require many
pins/hooks/etc, such as some of the Harley Davidson parts. Regularly one or two workers would
man many of these machines in order to increase productivity and the machines would place the
parts, while the operators worked around the machines in order to fill an order of parts.
In regards to quality of JIT, SRGs total quality system consisted of: auditing, minimum
standards for parts to pass inspection, pareto charts, training of the employees of standards, and
regular daily documentation by employees of quality (such as defects, and details of the types of
defects and amount of them). However, at SRG not just the quality department was responsible
for quality, it was everyones responsibility.
Ergonomics at SRG consists of many factors such as: Padded mats for comfort for
standing employees, lotions for dry hands due to sometimes harsh weather conditions and
harshness of materials on hands, heaters for areas near doors/gates in winter months, as well as
regular breaks and information of how to live healthier around the entire facility.
Although SRG is known to pump out a bit of scrap, they do focus on waste elimination
by means of reworking of parts. Some of the less complex reworks could be performed by the
employees by means of simple tools such as: deburring tools, exacto knifes, sandpaper sheets,
cutters, or even Mr. Clean dry erasers. Other parts needed to be sent back to machines to be
either repainted, or reworked.
SMED(Single minute exchange of die), is also practiced at SRG Global in nearly all
departments. An overhead crane was responsible for exchanging dies in the Van Dorn machines
in the molding departments. Moving huge steel molds from machine to machine in a quick and
efficient manner. However, this isnt the only department that focused on SMED. Nearly every

department used it concepts whether it be the plating department, painting department, or

molding department.
In regards to saving space, overhead conveyors were installed in order to move
materials/parts around the facility without having to transport them via crate/box and forklift.
With this overhead system, the parts were simply conveyed to the next department where they
would be serviced as needed. Floor conveyors were also used in the painting department to both
heat the product, and to transport the product from location to location. By using these conveyors
the floor space was opened up drastically.
Flow was quite evident at SRG Global, all materials traveled to the back of the facility
where the shipping department was located. Various delivery parts for input of materials flowed
in from various sides of the plant. For example the plastic pellets for the Van Dorn machines
would arrive in a location in which it was optimal for it to go straight to being melted for the
presses. The materials all flowed in the general direction of the back of the building.
Safety is also a huge deal at SRG. No matter where you are in the building, or what
department you are working. You regularly see the lockout/tag-out system being used on the Van
Dorn machines and the plating machine. Forklifts have a system of honking to inform other
employees of their location. Even at the individual operator/employees level the requirements
are: earplugs, eye protection, and steel toe boots. Other safety materials were available if needed,
such as gloves.