PRODUCTIVITY IMPROVEMENT OF A CERAMICS FACTORY THROUGH APPLICATION OF LEAN MANUFACTURING TECHNIQUE (A Case study of Hawassa Tabor Ceramics Factory)

Abstract

Ethiopia's emerging ceramic manufacturing sector is increasingly under pressure from imported ceramics. One of the leading companies in this industry, Hawassa Tabor Ceramics Factory (HTCF), has seen significant production inefficiencies, particularly in its tableware segment, where the rejection rate of semi-finished and final goods exceeded 5.75% in 2023. This study aims to reduce product waste and boost HTCF's productivity through the use of lean manufacturing practices. Hawassa Tabor Ceramics Factory was founded in 1995 EC aiming to make it the largest ceramics manufacturer in east Africa. The factory goal indicates that the products were to address the local and international markets however there were no products exported till this study A descriptive case study methodology was used, combining quantitative and qualitative methodologies. Primary data was collected using semi-structured interviews, questionnaires, and direct observations; secondary data was extracted from internal production and quality control reports. The study employed Fishbone Diagrams, Pareto Analysis, Root Cause Analysis (RCA), and the Five Whys technique to identify the primary drivers of waste and process inefficiencies. According to the investigation, 14,721 items were rejected throughout the 2023 production year, resulting in a loss of approximately 933,774.6 birr, especially in the division that produces tableware. Breaks, chipping, surface cracks, and deformation was the most common defects found in the analyses performed in this research, together accounting for more than 80% of the waste. Additionally, the questionnaires analysis showed that 60% of shop floor employees had no idea what causes errors in ceramic products. Furthermore the study indicated that, 51.25% of employees did not receive the required training and did not take part in maintenance duties. Low employee motivation and low participation in productivity programs were found to be two other significant contributing factors. To solve these issues, the paper recommends utilizing lean technologies such as 5S (for workplace organization), Kaizen (for continuous improvement), and GEMBA walks (for on-site waste identification). These practices can reduce product defects, boost operational effectiveness, and motivate staff to continuously improve. In conclusion, this study demonstrates that lean manufacturing is a viable and effective technique for decreasing waste and increasing productivity in Ethiopia's ceramic industry. Its success is provisional on personnel training, managerial commitment, and ongoing monitoring of production processes