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A brief summary of what Lean has done for us in the past 8 years…….
2003 and our upcoming challenges...
Throughput was flat
Price reduction demands of 5% annual
Inventory turns 10% (4.5 turns )
WIP ( inventory ) 36%
Profit margin 3%
Sales 9%
Where we started
Knowledge
Skill Desire
Knowledge
Reading Material
The Goal ( Goldratt )
Lean Thinking ( Womack & Jones )
Skill
Hired Our Lean Consultant
Lead our Kaizens
Created a team atmosphere
Start learning by doing
Desire
Get Everyone Involved
Reward programs
Reader board
Newsletters
Weekly meetings
5S
Before
A Visual Work Place
After
Before
5S A Visual Work Place
After
After
5S A Visual Work Place
•Virtually all the tools were un necessary
•Visual
•Cleaned easily
•All lathes have the same standardized bench
5S A Visual Work Place
After Before
How we Sustain •Monthly internal audit
•Monthly meetings with managers
•Weekly meetings with 5S team members
•10 minute clean up period at the end of every shift
•Project Boards for ideas and status
5S A Visual Work Place
Single Minute Exchange of Dies
•Improve Capacity
•Better Machine Utilization
•Reduce Complexity of Setups
•Improve throughput
SMED
•Identify internal and external setups
•Convert the internal to external
•Improve all aspects of the setup operation to abolish set up
Where to start
SMED
Jaws that required assembly and measurement for each set up
The Old Way
SMED
The New Way
Plug and Play
SMED
Simplify Set Ups
•Color coded washers for torque requirements
•Poka-Yoke to prevent misloading
•1/4 turn clamping
•Stations remain full at tear down
SMED
•Standing height
•Standard carts
•Less motion to install
•Color Coded
SMED Simplify Set Ups
•Color Coded flags
•Standard carts
•Prepped for Machinist
SMED Simplify Set Ups
Results So Far…..
•Set Up times 90%
•Quality is at 99.75%
•Spindle utilization time is at 85%
SMED
Balancing Work
•Jobs were processed differently every time
•Quality varied by the person
•Large lot sizes that took days to process
•Cycle times varied
•Confusion as to the process requirements
Balancing Work
•One person does the job
•Takes an entire shift to move parts onto next seq
•Quality suffers
•Poor visability
Balancing Work
•Determine our Takt Time
•Balance work to achieve Takt Time
•Standardized instruction
Available Time Customer Demand
Takt =
Balancing Work
•Cycle time is 70%
•Throughput is 90%
Balancing Work
•Achieve 1pc flow
•Visable stage of deburring
•A completed part every 3 minutes
•Errors are caught in process
•Eliminates “confusion”
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Where we are today……
•Sales 112%
•Employee count 34%
•Sales per employee 60%
•Inventory turns 71%
•WIP 20%
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MacKay Capabilities
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