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Success Stories

This can be YOU! 

                   

 
Printing Industry
 

Problem:

Orders were being shipped late. Lead-times were too long. The warehouse was full of finished goods. Over ten percent of the warehoused finished goods were written off each year because of obsolesce. The client would like the ability to right size their finished goods while reducing their lead-times and shipping product on time.  

 

Mission:

  • Utilize Lean / 5-S techniques to identify and quickly eliminate non-value added events to speed up lead times.

  • Reduce overproduction and long lead times by implementing quick changeover techniques allowing lot sizes to be reduced.

  • Create continuous flow by utilizing cellular manufacturing.

 

Approach

  • Map and Measure the Current State Value Stream.

  • Identify and eliminate as many non-value added tasks as possible.

    • Many non-value added tasks such as putting product on shelves and taking product off of shelves occurred in the warehouse. 

    • Non-value added handling and transportation occurred when product was moved from one plant to the other plant and back again.

    • Long non-value added changeovers were causing large lot sizes causing overproduction causing the wrong products to be made first causing shortages. 

  • Map Future State Value Stream and Transition Plan.

    • Chartered and trained three Lean Transformation Teams:

      • Shipping Process Improvement Team

      • Finishing Process Improvement Team

      • Printing Process Improvement Team

 

Lean Techniques Taught and Utilized:

  • Value Stream Mapping

  • 5-S Workplace Organization

  • Quick Changeover

  • Cellular Manufacturing

 

Results Realized:

  • Increased On Time Delivery to > 95%

  • Improved Lead Time

  • Reduced obsolescence costs

  • Less non-value added (“cost added”) events

  • Improved employee morale

 
Warehouse
 

Problem:

The incoming warehouse is holding over $3,000,000 of raw materials. The warehouse consumes over 3,000 square feet of floor space. Three full time material stagers unload, store and deliver the materials to assembly lines as needed.     

 

Mission:

  • Eliminate the need for a warehouse within four months

  • Work with suppliers to design and implement a point of use Kanban Pull System.

  • Decrease the days supply of inventory from 50 to 4.

  • Reduce the raw materials warehouse floor space from 3,000 square feet to zero.

  • Eliminate the need for the three stagers (Reinvest them into value added jobs).

 

Approach

  • Charter a raw materials replenishment team.

  • Provide Kanban Pull System Training.

  • Calculate demand for each item number and establish standard Kanban quantities and containers.

  • Set up Kanban Inventory Locations at the point of use on each assembly line.   

  • Set up blanket orders for each item number with suppliers.

  • Right-size the inventory level for each item by allowing the assembly lines to pull excess materials down to the new maximum inventory level.

  • Begin replenishing to point of use using the new Kanban Pull System.

  • Shut down incoming warehouse.

  • Reinvest three stagers into value added positions. 

  • Present results to the management team. 

 

Lean Techniques Taught and Utilized:

  • Flow (Lean) Manufacturing

  • Kanban Pull Replenishment System

  • 5-S Workplace Organization

  • Visual Factory

 

Results Realized:

  • 3000 square foot of floor space became available for value added activities.

  • Improved On Time Delivery to the assembly lines.

  • Reduced material carrying costs.

  • Reduced indirect labor costs.

Adhesives Industry

 

Problem:

A traditional push manufacturing system is causing excess raw materials and work in process inventories. Therefore costs are high, lead times are long and customer deliveries are not always on time.  

 

Mission:

  • Identify and quickly correct sources of non-value added time. 

  • Design out bottleneck processes. 

  • Create a pull system that replenishes inventory on customer demand.  

  • Increase capacity without increased staffing.

 

 Approach

  • Map and Measure the Current State Value Stream.

  • Identify the bottleneck processes.

    • The production processes could make product faster than finishing and shipping.

  • Map Future State Value Stream and Transition Plan.

  • Charter and train three Lean Transformation Teams:

    • Kanban Implementation Team

    • Production Process Improvement Team

    • Finishing and Shipping Process Improvement Team

 

Lean Techniques Taught and Utilized:

  • Value Stream Mapping

  • Kanban Pull Replenishment System

  • 5-S Workplace Organization

  • Cellular Manufacturing

  • Quick Changeover

 

Results Realized:

  • Increased Capacity > 10%

  • Increased On Time Delivery to > 95%

  • Reduced Waste

  • Improved Lead Time

  • Reduced product costs

  • Reduced Raw and Work in Process Inventories

  • Improved employee morale

 
 
Packaging and Shipping
 

Problem:

Orders were being shipped late. The warehousing, packaging and shipping department was unorganized. A traditional layout was causing many non-value added tasks, extra inventory, extra staffing and extra floor space.     

 

Mission:

  • Utilize employee involvement and teamwork to redesign and streamline the warehousing, packaging and shipping process flow. Free up space and staffing for value added processes.

 

Approach

  • Charter a final processing improvement team.

  • Provide training on the concepts of lean.

  • Video taped current process.

  • Did a Current State Process Flow Chart of the current process.

  • Provide 5S Training.

  • S1: Sorted out and “Red Tagged” all unnecessary items.

  • Provided training on TAKT time and line design (The team divided the weighted average process time by TAKT time and created work stations with work content time equal to TAKT time).

  • Did a Current State Process Flow Chart of the current process .

  • S2: Set in Order (The team set-up and organized each station with the equipment, tooling and supplies required to perform each operation to TAKT time.

  • S3: Shine (The team shined and cleaned the rest of the department and continued to “red tag” anything that was not needed for the new flow line.  

  • S4 Standardize (The team identified “best practices” and created standardized work procedures.

  • S5 Sustain (The team established ways to measure and sustain their improvements).

  • The team presented their results to management and suggested ways to make more improvements.

 

Lean Techniques Taught and Utilized:

  • Lean (eight wastes)

  • 5-S Workplace Organization

  • Kanban ‘Pull Replenishment System”

  • Statistical Line Design

 

Results Realized:

  • Reduced total process time by 50%

  • Reduced staffing by 50%

  • Increased On Time Delivery to > 95%

  • Reduced finished goods inventory by 80%

  • Reduced required floor space by 90%

  • Improved employee morale

 
Final Processing and Shipping
 

Problem:

Customers were upset because the wrong products were being shipped to them. Final processing is very unorganized with no standardization causing products to become mixed.     

 

Mission:

  • Map out the final processing process

  • Organize and standardize the work flow utilizing “best practices” 

  • Mistake proof the process flow to permanently correct the mixing of product

 

 Approach

  • Charter a final processing lean team.

  • Provide lean training.

  • Create a current state process video.

  • Develop a current state layout.

  • Map and Measure the Current Value Stream.

  • Identify the non-value added tasks.

  • Map the future state.

  • Redesign the process utilizing the 5S principles.

  • Create a new process video.

  • Present the results to the lean steering team. 

 

Lean Techniques Taught and Utilized:

  • Lean Manufacturing

  • Value Stream Process Mapping

  • 5-S Workplace Organization

  • Visual Factory

  • Kanban Pull Replenishment System

 

Results Realized:

  • Control of product

  • Tour ready every day

  • Increased Capacity

  • Increased On Time Delivery

Customer Service
 

Problem:

The demand for orders was forecasted to increase by over 20% within three months. Pre-Production lead times were too long. Many non-value added tasks occurred in the administrative areas before the order went to the floor. The manufacturing order information was not always correct or complete. 

 

Mission:

  • Map out current customer service process and identify and quickly eliminate sources of non-value added time.

  • Organize and standardize the work flow utilizing the “best practices”.

  • Increase customer service capacity by 20% without any additional office area or staffing.

 

 Approach

  • Charter a customer service lean team.

  • Provide lean training.

  • Create a current state process video.

  • Map and Measure the Current Value Stream.

  • Identify the non-value added tasks within the customer service processes.

  • Redesign the process utilizing the 5S principals.

 

Lean Techniques Taught and Utilized:

  • Lean Office

  • Value Stream mapping

  • 5-S Workplace Organization

  • Kanban Pull Replenishment System

  • Office Cell Design

 

Results Realized:

  • Increased Capacity > 20%

  • Increased On Time Delivery to > 95%

  • Improved Information Quality

  • Improved Administrative Lead Time

  • Prevented the need to hire more resources

  • Prevented the need for more office space

 
Wire Mesh Industry
 

Problem:

Labor costs were increasing for the warehousing, cutting and shipping processes because of lack of workplace organization. 

 

Mission:

  • Identify and quickly correct sources of non-value added time. 

  • Train employees, implement and sustain Lean/5-S principals.                      

 

Approach: 

  • Provided Lean Introductory Training to all employees.

  • Charter and Train a 5-S implementation Team.

  • Implement S1 Sort.

  • Implement S2 Set in Order.

  • Implement S3 Shine.

  • Implement S4 Standardize.

  • Implement S5 Sustain.

  • Present 5S results and recommendations to management.

 

Lean Techniques Taught and Utilized:

  • Lean Introduction (the eight wastes)

  • 5-S Workplace Organization

 

Results Realized:

  • Increased Capacity 

  • Reduced labor costs

  • Safer work environment

  • Tour ready every day

  • Improved employee morale 

 
Food Industry
 

Problem:

The projected weekly customer demand for finished goods was 25% greater than the plant's current 24-7 capacity. The client had three months to create the extra capacity for the upcoming peak period. 

 

Mission:

  • Identify and quickly correct bottleneck processes so that the plant can meet/exceed customer demand. 

  • Increase total plant capacity by 50% without adding any brick and mortar or additional staffing.

  • Reduce overtime and related expenses by eliminating the need to run the plant on Sundays.                      

 

Approach

  • Charter and Train a Lean Steering Team.

  • Map and Measure the Value Stream.

  • Create Customer Focused KPIs.

  • Identify the bottleneck processes.

    • The mixing processes were supplying product faster than the packaging and shipping departments could process them.

  • Redesign the bottleneck departments.

    • Charter and train two Lean Transformation Teams:

      • Packaging Process Improvement Team

      • Shipping Finishing Process Improvement Team

  

Lean Techniques Taught and Utilized:

  • Value Stream Mapping

  • 5-S Workplace Organization

  • Quick Changeover 

  • Lean Office         

  • Root Cause Analysis and Corrective Action Plan

  • Total Productive Maintenance

 

Results Realized:

  • Increased Capacity > 50%. (From 107,000 Daily Rate to 166,000 Daily Rate). 

  • Eliminated Sunday overtime and related costs.

  • Reduced product costs

  • Increased Sales potential > 20%

  • Improved employee morale

 

Go-Lean-Six - Success Stories