Business Issue: Maximizing Value; Improved EHS Performance;
Resource Conservation
Kaïzen reduces injuries and builds value at Vaudreuil and Gove

The Kaïzen management approach is aimed at eliminating or reducing activities with no added value. A Kaïzen project generally lasts about a week and always starts with a one-day training session for the team. Under a rigorous methodology, it emphasizes implementing solutions with creativity instead of capital.

At Vaudreuil Works in Quebec, Kaïzen is applied extensively in the production area as well as in environment, health and safety. In 2002, a Kaïzen project zeroed in on musculoskeletal injuries (MSI), which then accounted for 40 percent of injuries in one part of the facility. An eight-member Kaïzen team was given the challenge of defining appropriate postures and motions for safely activating angle valves and identifying corrective action where necessary in order to eliminate these injuries. The improvements have brought about a 45 percent reduction in musculoskeletal risk factors.

In Australia, the Gove alumina plant carried out its first-ever Kaïzen project in August 2002. A team of 12 people representing various sectors of the facility met for six days. The initiative started with the training session involving a Kaïzen specialist. The purpose was to eliminate hydrate leaks on conveyor No. 7, which feeds the calcining furnaces with hydrate in order to produce alumina. The team identified a total of 27 sources of leaks and implemented a number of innovative ideas to significantly increase production output and to reduce dust emissions. Thanks to these solutions, the Gove facility now expects to recover 3,600 tonnes of hydrate per year, compared with the initial target of 2,000 tonnes.

Kaïzen is a very powerful technique that the Bauxite, Alumina and Specialty Chemicals group will continue to use as a way to meet its business objectives of excellence in EHS and Maximizing Value.