Many business organizations have started incorporating methodologies of resource wastage minimization, concentration on added value tasks and permanent quality improvement through the use of kaizen philosophy. The concept behind the Kaizen philosophy relies on the distinction between value adding and non value adding activities, and then the focus on improving the productivity level of some problematic work areas with low value adding activities via a series of incremental steps. Following many investigations in the automotive sector, the productivity is proved to be compromised usually in response to newly implemented changes that bring various issues to the production process or the sequence of tasks in the production line. This paper tries to illustrate how Kaizen strategies were adopted in automotive sector, in wiring specifically, to overcome those issues with a concrete case study of a wiring company that knows recurring configuration changes in their product components in response to newly car models launches brought up by carmakers.

Keywords—production improvement; Kaizen; wiring