Embed Size (px)
Citation preview
Achieving Breakthrough Results - Using Lean as a Competitive Weapon
Thomas Castillo
Op Ex Leader
Mueller Company
Hans Sowrey
Operations Leader
Mueller Company
Outline Chart
• Introduction
• Purpose Driven
- Company Vision and project business case
• Chattanooga Plant Overview
• Presentation Body
– Plant Value Stream Steps
– Obstacles
– Transformational Leadership
– Kata Nuts & Bolts with Examples
– Results
– Next Steps
– Questions
• Conclusion
• Next Steps
Thomas (Slides 1-16)
Hans (Slides 17-28)
Purpose-driven Excellence
Company vision:
Mueller Co. will double revenues every 3 to 5 years by delivering flow
and asset management solutions to diagnose, monitor and control
water systems….
Lean vision:
To be a principle driven company where making problems obvious and
spontaneous continuous improvement by every employee is part of
everyday work.
FY16 Top Level X matrix
Strategic Initiative
• Gain Market Share via Enterprise Performance System
Key Deliverable
• Increase Core Water and Canada revenue by $67.4M to
$509.3M through market share, orders growth, and service
levels
FY16 Chatt Plant X matrix
Key Deliverable
• Increase revenue by $37.2M through market
share, orders growth and service levels
• Increase effective lost foam foundry molds
per hour from 31 to 36 (AOP) by 9/30/2016.
Breakthrough equals 40 MPH.
Executive Leadership team views the Chattanooga MPH
improvement as the most important project in the company
Located on 52 acres 500,000 sq. ft. steel/brick buildings 438 employees 23.3K tons of castings poured FY15 362,500 valves for FY15 1,300 up to 1,600 valves per day
Chattanooga Plant Overview
Raw Beads
Foams Patterns
Mold Cleaned
Machine Painted Assembled Shipped
Foundry
Machine Shop/Assembly/Shipping
2” – 16” Lost Foam Process
STRATEGY DEPLOYMENT (SD)
VALUE STREAM MAPPING
VSM - ENTERPRISE WIDE - VALUE STREAM
IMPROVEMENT PLANS (VSIP)
- PROJECT MANAGEMENT
KAIZEN EXECUTION - PLANNING - TRAINING - FACILITATION - REPORT OUT - MENTORING
SUSTAINING - VISUAL MANAGEMENT
SYSTEM - Updated STD WORK and
LSW - KPI’S
RECOGNITION
- TEAM LEADER DEVELOPMENT
- TEAMWORK - DEVELOPING
HOURLY/SALARY - MENTORING
Enterprise Performance System
COMPANY STRATEGY
Lean Deployment Model “The How”
Current State Metrics - Instability
• Unpredictable downtime
• Maintenance and
Operations blame each
other versus fixing
problems
• Team spends more time
in conference room –
gemba time struggles
Obstacle – Org. Complexity
• Individual goals not aligned
• Action plans are “green” but
metrics are not improving
• No clearly defined road map
• Team continues to spend
more time in conference
room – gemba time suffers
No Priority W/O Description/Activity Responsibility Due Date Completion Date
1 1257142 Repair cluster carriers on Drying Oven conveyor Hans/Eric 11/9/15 11/9/2015
2 1275811Install guard to protect the cluster carriers from
rolling carts that are staged next to the line.Maint/Eng 11/25/15
3 1275812
Air hoist on T-rex needs the chain length set to
only the amount necessary. Also, need a
shorter bag installed.
Roger 9/25/15 9/23/2015
4Need to separate the gate oscillator from the
casting conveyor.Terry
5 Eliminate the use of water to cool castings. Terry FY17?
6 ContractorRepair the 180 oscillator to the foundation on
the charge and discharge areas.Roger 10/9/15 11/1/2015
7Need to replace or slow the GK conveyor to a
better operational speed.Hold 2/1/15 ?
8 1275814
Remove all system stop switches from each
grinding station. They have a emergency pull
cord.
? Hold ?
9 1274373 Repair #3 and #8 shot wheels - low amps. Maint. 9/14/2015
10 1269804Repair the photo eye that turns shot on and off
at the wheelabrator machine.Maint. 9/2/2015
11 1272263 Repair broken spring bracket on GK conveyor. Maint. 9/8/2015
12Oscillator on deck on the GK conveyor needs
repaired.Maint. ?
13 ProductionShot build up under the GK conveyor needs
cleaned out. This causes the unit to fail.Mike ongoing Closed
14 Production
Metal and sand build up on flasks and gondolas
needs to be addressed nightly on the cleanup
crew.
Dale/Eric 12/4/15 OPEN
15 1275817Repair the ductwork at the dump station
shakeout.Maint. 10/7/2015
16 1275818Repair the ductwork at the accumalator cooling
hood.Maint. 10/7/2015
17
Need to investigate not using the HP grit shot in
the blast cabinet. Albertville uses S-390 steel
shot. Vendor is Metal Tech and Winoa (formerly
Wheelabrator Abrasives).
Mike/Eric 11/4/15 Open
18 1236750Repair all gondola pins and bushings to
eliminate drag.Maint 9/27/2015
191188020
1188006
Replace the position latch and indexer latches
after gondolas have been repaired.Maint 9/30/15 9/30/2015
Project Title:
Process Owner:
Manager:
Supervisor:
Action Plan
Cast Line Review by Benny
Birdwell
Hans
Obstacle – Leadership
• Team struggles with
making problems obvious
• Measuring outputs with very
few input or in process
measures
• Priorities change constantly
• HQ help arrives to continue
to search for “silver bullet”
Transformation Begins
• Created Future State VSM as roadmap for improvement
• Transformation plan created with date, owners and clear
objectives
• Kata teams launched in key individual process inputs
Transformation Meaning
• Lean Thinking then Lean
Doing
• TPS – “Thinking
Production System”
Leadership
“A United States officer is
responsible for everything he
or she does or fails to do”
• Presence is everything
• If you care, you show up
Lean Leader Elements
Lean = Hard Work
If you do not plant seeds (process improvement), how can you
expect a harvest (transformation)?
Visual Mgmt – Simple yet Powerful
• Most productive H X H board
in the company
• Ops – Maintenance –
Reliability – Op Ex meet
everyday at 8:00am and 4:00
pm
• How do I eliminate this
downtime today? – Short and
long term countermeasures
Kata System – Daily Management LF Presses Cluster Cast Line Cleaning Room Paint Machine Shop Assembly Shipping
Coach Eric Birdwell Eric Birdwell Eric Birdwell Eric Birdwell Nick Velk Nick VelkJason Bradley
Matt Sutterfield
Learner Dewayne Campbell Joe Burgess Joe Burgess Mike Morgan Frank Greer Dwight BoltonJames Saldana
Bud Shelton
Champion Hans Sowrey Hans Sowrey Hans Sowrey Hans Sowrey Hans Sowrey Hans Sowrey Hans Sowrey
SupportLes Clark
Thomas Castillo
Darian Patterson
Thomas Castillo
Prod Eng - TBD
Darian Patterson
Thomas Castillo
Prod Eng - TBD
Darian Patterson
Thomas Castillo
Alex Uchida
Mike Owens
Ken Cross
Thomas Castillo
Ian Gilliam
Horace Knight
Thomas Castillo
Jake Simpson
Thomas Castillo
Chris Brackins
Tim Williams
Daily Kata
Approximate Time10:00 - 11:00 AM 10:00 - 11:00 AM
8:00 AM
&
2:00 PM
10:00 - 11:00 AM 3:00 PM 10:00 AM 3:15 PM 9:30 AM
Utilizing Order line managementprocess to drive daily improvement
Kata Deployment – Nuts & Bolts
Process Analysis
Sheets to
establish target
and current
conditions
Hand Written
PDCA cycles log
Process
Obstacles Log
Process Metrics
Kata System – LF Presses
2016 Month PDCA Cycles
Jan 5
Feb 9
Mar 15
Apr 11
May 9
June 16
July 11 JulyJuneMayAprMar FebJanDecNovOctSeptAugJulyJuneMay
8.00%
7.00%
6.00%
5.00%
4.00%
3.00%
2.00%
Month
Ind
ivid
ua
l V
alu
e
_X=4.97%
UCL=7.74%
LCL=2.20%
3.50%
2015-2016 Foam Scrap at Presses
Foam Scrap at the presses averaged
6.41% in May thru Dec of 2015. The Jan
thru July average is 3.21% with a goal
of < 3.5%. Note: The workforce
changed in June.
76 PDCA Cycles completed in 2016
Kata System – LF Cluster
• Implemented slow speed cluster dip into coating for fragile clusters
• Slowed mixer speed to prevent breakage on fragile clusters
• Replaced and cleaned oven racks
• Plastic wrapped foam storage carts
• Changed stacking method of NGV bodies
• Improved gate tab strength and locations
• Clarified dip setup instructions
• Repaired dip fixtures for bonnets
Kata System – LF Cast line • 8 am and 3 pm daily meeting
• Hour by hour board management
• OBC and Reliability improvement
• Developed and implemented new coating to pour faster
• Implemented finer grain sand to reduce burned on sand to reduce cleaning room stops
• Installed LVDT sensors to monitor raingate motion
• Implemented raingate cleaning standards
• Implemented new Clean Up Procedures
0
1
2
3
4
5
6
Downtime Hrs/Day
Kata System – LF Cleaning Room
• Sustain goal of 0 casting in shed
Reliability – Downtime Reduction
Visual Operator Reliability Board (2nd version)
On the right side are the card holders, tags and instructions. The left is the map that corresponds to each numbered check.
Value Stream Focus and Results
Core Objectives
- Improve On Time Shipments to 92% by 02/01/2016
- Improve Assembly Supermarket health to at least 85% by 02/01/2016
- Press 1 & 5 OEE >=
- Effective Molds/Hr >=36 (40 molds/hr & 10% scrap)
July Actuals
Metric Metric Type FY 2016 FY 2015 % PY
OTS Output 97.2% 86.3% 12.7%
International Output 82.9% 55.7% 49.0%
Internal LT Days (Foundry to LF Supermarket)
Output 5 - 7 10 - 14 50%
Net Effective
Molds
Process 39.5 31 27.4%
Press 1 Utilization Input 84.6% 107.4% - 24.5%
Press 5 Utilization Input 71.1% 110.3% - 41.7%
Foam Scrap
(Cluster to Cast) Input 1.5% 6.5% 433%
YOY Manufacturing Performance
The Lost Foam Foundry has produced 13,770 (1,200 molds) more
castings with 1% less pounds of iron YOY
2,737
3,427
2,966
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
440,000
450,000
460,000
470,000
480,000
490,000
500,000
510,000
FY2014 FY2015 FY2016
Op
Hrs
Pcs
YOY LF Foundry Performance pcs vs. Operating Hrs
Op Hrs Pcs
462,352
488,885
502,655
35,000,000
35,500,000
36,000,000
36,500,000
37,000,000
37,500,000
38,000,000
38,500,000
440,000
450,000
460,000
470,000
480,000
490,000
500,000
510,000
FY2014 FY2015 FY2016
lbs
Pcs
YOY LF Foundry Performance pcs vs lbs
Pcs Lbs
Next Steps – MIF Improvement
Next Steps - Takeaway
Thank You!
Your opinion is important to us!
Please take a moment to complete the
survey using the conference mobile app.
Session: WP/36
Achieving Business Results
Using Lean as a Competitive Weapon
Thomas Castillo
Mueller Company
