Kaizen and WCM in sheet metal processing: 4 real Faspar cases

In the sheet metal processing sector, process efficiency is critical to remain competitive. To achieve this goal, Faspar has developed an organizational model based on World Class Manufacturing (WCM), integrating Kaizen principles into daily operational activities.

What are the Kaizen method and the WCM (World Class Manufacturing) system

The Kaizen method originated in Japan after World War II, developing within the manufacturing sector as a structured approach to eliminate waste and optimize production processes. World Class Manufacturing (WCM) organizes these principles into a system aimed at improving quality, cost, and efficiency.

Within this model, the PDCA cycle (Plan-Do-Check-Act) enables structured management of each intervention: from critical issue analysis to the definition, verification, and standardization of solutions. In parallel, tools such as 5S – based on order, cleanliness, and discipline – contribute to stabilizing standards and improving efficiency.

Application of Kaizen in Faspar processes: real cases on sheet metal plants

At Faspar, Kaizen is applied through targeted technical interventions, documented and replicable on components and subsystems of sheet metal processing lines, with clear measurement of the achieved benefits. The following cases, developed according to PDCA logic, show how technical analysis of critical issues leads to standardized design and production solutions.

1. Design optimization and cradle assembly in coil lines

Within a coil processing line, a critical issue was identified in the cradle translation system, caused by a geometric mismatch between the driven wheel (60 mm) and the rail (50 mm). This difference generated transverse friction and increased component wear. The intervention involved revising design dimensions and technical drawings, with a corrective activity of approximately 20 hours. With a limited investment, the improvement generated economic benefits exceeding 8 times the initial cost, thanks to the reduction of non-value-added activities and wear.

A second area of intervention concerned the assembly of column-mounted coil cradles, made complex by the structural configuration and the high number of required handling operations, as well as the need for special packaging for transport. The introduction of dedicated supports simplified operations, eliminated special packaging, and improved logistics management, with a significant reduction in assembly and handling time.

2. Cost reduction in process tubing

Within a tube processing line, the use of galvanized tubing with a high cost per linear meter was identified. Through a structured technical and market analysis, an alternative solution capable of ensuring the same functional performance was studied. The intervention led to a significant reduction in procurement costs, with economic benefits exceeding 30 times the cost of the initial analysis. The solution was also extended to multiple diameters, with a direct impact on the overall plant BOM (Bill of Materials).

3. Optimization of flange welding on line tubing

In the tubing assembly process, welding between flange and pipe required approximately 12 minutes per operation due to the use of filler rod and joint preparation. The intervention involved modifying the joint geometry and adopting fusion welding, eliminating the need for filler material. This reduced the cycle time to approximately 8 minutes, achieving a 33% reduction. The improvement generated significant annual economic benefits, with an extremely fast payback time.

4. Elimination of machining on leveler and optimization of the coil carousel

In the case of a Posco 420 leveling line, the presence of milling operations on the lower bed was deemed no longer necessary. These had been introduced in a previous design for an oil lubrication system, while the current configuration uses grease lubrication. Technical analysis showed no functional benefit; their removal reduced machining time and simplified the production cycle, generating economic benefits exceeding 60 times the intervention cost.

A similar intervention was applied to the HELAXA 417 coil carousel, where an unnecessary centering milling was identified. Correct positioning was already ensured by the fastening bolts, making the machining operation redundant. Its elimination reduced assembly time by approximately 1 hour and improved production efficiency.

A results-oriented model

The experience gained from individual cases demonstrates how the Kaizen approach, integrated into WCM, allows Faspar to address real design and production issues in a targeted way, with measurable results in cycle times, costs, and quality standards.

The developed solutions do not remain isolated interventions but are standardized and replicated across different systems and projects, contributing to the progressive optimization of the entire production cycle.

From this perspective, continuous improvement is configured as a structured engineering method capable of generating long-term industrial efficiency and strengthening Faspar’s competitive positioning in the design and manufacturing of sheet metal processing lines.