Al Tawakol for Electrical Industries

Al Tawakol for Electrical Industries... Lean manufacturing changes the features of work at the factory

  • Increasing the return on investment to EGP 38 per EGP
  • Saving 15 daily working hours.. increase productivity by 100%.. Saving 149 meters of wasted space... and making the best use of waste.

After its tangible achievements that directly affected the rise in production rates, "Al Tawakol for Electrical Industries" Company organized a celebration at the beginning of this year to present the most important achievements of the "Lean Manufacturing" project, which was implemented in cooperation with IMC, leaving a great impact on reducing the cost of production, reducing losses and saving time, in addition to changing the company’s employees’ culture and establishing a waste management policy.


What is the “Lean Manufacturing Program”?

Lean Manufacturing is one of the most important global approaches in the field of productivity improvement and cost reduction, and is based on three basic principles: eliminating residuals, waste and eliminating valueless activities. Over the course of more than fifty years since the launch of Lean Manufacturing at the Japanese car manufacturer Toyota, the Lean Manufacturing approach or TBS system has transformed over time from just an idea to improve production, to become the most famous advanced manufacturing system in the world adopted by industrial institutions to ensure continuous production improvement.



 
 
 

 
 
 

The story of the “Lean Manufacturing program” within IMC:

The importance that the world's major industrial countries attach to the Lean Manufacturing Program is not different from its value for the Egyptian industry. Lean manufacturing is one of the most important productivity improvement program services that IMC provides to its clients. The number of companies benefiting from the project reached 134 companies and industrial establishments, all of which were able to improve their products’ potential, raise profit rates and reduce the percentage of waste from manufacturing. The value of return on investment in the last three years reached about 17.6 pounds, with a total value of 5,775, 432 Egyptian pounds, while the value of return on projects exceeded 101,667,754 Egyptian pounds.

The Tawakol Company: Success of the “Lean Manufacturing” service changes the features of work and production rates in the company

The Tawakol Group was established in 1996 as a company specialized in the production of electrical tools, and soon opened its first factory in Obour City two years after its establishment. Over the course of twenty-five years, the group expanded to include six factories specialized in the production of everything related to electrical tools and installations, starting from cable management systems Electrical tools and lighting units of all kinds, electrical stress-reducing panels, and an iron galvanizing factory, all the way to a factory for the production of street and road lighting poles.



 
 
 

 
 
 

During the years of development the Group has witnessed, IMC played a major role in the success journey of the Tawakol Group for Electrical Tools. Cooperation between them began in the year 2019, and over the course of two years, IMC succeeded in implementing a set of programs and services in the areas of productivity improvement, ISO certificates, and human resources. On top of these services, the service of the basics of Lean Manufacturing, which completely changed the policy of work within the company, in addition to the clear differences in company ROI, and the high performance indicators of the company in general.


 
 
 

 
 
 

 
 
 

 
 
 

 
 
 

How did the Lean Manufacturing service contribute to raising the performance indicators of the Tawakol Company?

The results of service implementation were positive, according to the report, as the service was reflected positively on the company's performance indicators, bringing the return on investment to 38 Egyptian pounds per pound.

Poles section

After reviewing the current situation of the company and studying time, movement and productivity of the department, efforts were focused on improving work conditions and production inputs, which led to raising the total productivity of the poles factory to 60%, which contributed to increasing the company's sales

This was achieved by improving the movement of materials and redistributing the machines within the department, which led to reducing residuals (movement of materials, workers and time), which effectively contributed to raising worker’s productivity by 32%, and reducing machine breakdowns by 25%, and this directly contributed to saving the number of overtime working hours, which used to record 15,482 hours per year.

CNC Department

In addition to the above, the project also contributed to the provision of an area of 30 square meters at the production hall of the CNC factory, which helped the company to add a new machine inside the department, as well as raising the efficiency of balance on production lines by 30%, in addition to reducing the movement of materials and workers inside the factory by 80%, which led to an increase in the department's total productivity by 25.5% over the previous period.

Paints Department

As for the paints factory, the service contributed to saving approximately 360 kg of “Waste Powder” waste, in addition to 149 square meters of wasted storage space in warehouses, and reducing the percentage of “breakdowns” by 40%.

The project also contributed to developing supply chain management and improving the role of planning department (sales/purchasing/production planning), which in turn led to raising the percentage of fulfillment delivery of customer orders from 69.5% to 94.5%, improving warehouse management performance, improving space utilization, inventorying and classifying products, determining priorities and clarifying the limit Minimum order for materials and maximum storage to keep products.