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Industrial Solutions, Inc. has trained thousands of people and conducted over 200 Kaizen events in the past six years. We have the knowledge, experience and practical applications to provide your organization with the results presented in this case. For more information, visit our web site or call today. One of our experienced consultants will be happy to ar-range a visit and conduct a ‘no cost’ Lean Assessment. Let us show you exactly how to achieve the results you want within a framework that makes sense for your organization.
Industrial Solutions, Inc.918.280.9051
Industrial Solutions, Inc.5157 E 51st St., Ste 208
Tulsa, OK 74135918.280.9051
1. Conduct time and task studies on all units made in Assembly, and use this data to develop Standard-ized Work. Laminating all the steps required for a particular model onto a single sheet will allow su-pervision or cell personnel to rebalance according to demand, reliability, and attendance. The team’s idea is to use a wax pen to mark the divisions between workstations on the laminated sheet as conditions change.
2. Begin regular TG Assembly Team meetings, at least once per week, to discuss problems and initi-ate the Kaizen (continuous improvement) philoso-phy.
3. Continue cross-training to allow smooth transi-tions when the visual signals on the line indicate a developing bottleneck. New power tools, fixtures, or methods may be needed to insure that all per-sonnel can work at all stations.
4. Design and construct the Finished Goods Super-markets and Kanbans.
5. Build Cover supermarkets on the TG line to initiate Pull production of these covers.
6. Build a Day-By-The-Hour Performance Board for TG Assembly.
7. Build a Heijunka Schedule Board for TG Assembly.
Next Steps
Muncie Power Products
Application of Lean Methods for EventThe team used a previously cleared area to set up an assembly cell for TG products. This required design-ing and constructing new workbenches, Kanban parts zones between stations, sizing the stored quantities and designing point-of-use storage for required components, and locating tools and supplies at needed points in the cell.
Muncie Power Products
June 20 - 24, 2005
“One Piece Flow”Improvement Method
• Observe the current process
• Calculate ‘Takt Time’
• Create operator balance chart
• Re-combine and balance tasks
• Create standard work combination chart
• Design and implement cell
• Measure results
TG (Triple Gear) Cell Kaizen
Project Team: Bruce Beeson, Marcia Bechtol, Marsha Clinton, Rajeana Dennis, Joanne Deromanis, Pamela Hall, Rick Hutton, Dan Krzmarzick, Jerome “KC” Lacey, and Jon Miller.
Lead Time Through Assembly decreased: 84%
Area Used in Assembly decreased: 55%
Productivity increased: 103%
Line Capacity per 8 hr. day increased: 42.6%
Metrics Improved
To increase flow, reduce waste, and decrease lead time by 15% in TG Assembly.
Key Changes1. Constructed a TG Assembly Cell.
2. Organized the Assembly stations and line for better flow.
3. Reduced the number of required work orders.
4. Increased production capacity from 5.7 to 11.6 assemblies per person-hour.
5. Saved about 1850 square feet of floorspace.
Follow-up Activities1. Install ball detents in bearing press tooling.
2. Press fixtures and press for TG Assembly.
3. Establish Standardized Work for every TG as-sembly using a laminated sheet.
4. Lift tables for housings and boxes.
5. Complete the construction of the Finished Goods Supermarket Pull/Kanban system.
Report Prepared by
Jack Reeder
Objective
Muncie Power ProductsKaizen Event SuMMary
Background Information Results of the Kaizen Event
Metric Before After Difference
Lead Time Through Assembly ~125 min ~20 min. ~105 min.
Area Used in Assembly 3370 Sq. Ft. 1520 Sq. Ft. 1850 Sq. Ft.
Productivity 5.7 pieces/hr 11.6 pieces/hr 5.9 pieces/hr
Line Capacity per 8-hour day
305 pieces/day 435 pieces/day 130 pieces/day
Team Members Build Point-Of-Use-Storage
Typical Inventory Conditions Before The Project Week
Typical Batching Before The Project Week Team Members: Pamela, Marcia, KC, Joanne, Rajeana, Marsha, Jon, Dan, Bruce, and Rick
Team Members Work Out the Details of Cellular Flow
Lead Time Through Assembly
~125 min.
Area Used in Assembly
3370 Sq. Ft.
Productivity 5.7 pieces/hr
Line Capacity per 8-hour day
305 pieces/day
Muncie Power Products makes a diverse line of power take-offs for use on commercial trucks and other vehicles at their plant in Tulsa, Okla-homa. After initial “Lean 101” training for most of this group of employees
and previous events in support areas, management selected the TG Assem-bly area for the company’s next major continuous improvement, or “kaizen” blitz target.
Muncie has divided the production of TG units into a high-volume assembly area and a high-variety “short line” for rapid turnaround of small orders. Frequently, assembled units are torn down on this short line to reconfigure them into other versions for shipment. The rapid tunaround of orders, when combined with a traditional batch and queue model in the production areas, has required Muncie to keep large amounts of inventory in finished goods and components. This inven-tory congests areas all over the plant, and is ocassionally found to contain defects. It takes up space, blocks
Conditions Before The Kaizen Event
Inventory congests
areas all over the
plant, and is ocas-
sionally found to
contain defects.
visual communication between func-tions, and causes long travel dis-tances around large storage areas to gather parts to replenish the lines or to change to other models.
The Assembly area for TG’s was reduced considerably. This freed area, about 1850 square feet, can be used as storage for other components or space for manufacturing new products. The inventory reductions and visual signaling will reduce travel to retrieve parts and thus setup time for model changes. Cor-respondingly, parts replenishment times will be reduced during extended model runs because of component storage being adjacent to the assembly area, further reducing waste and increasing capacity. The productivity of assembly personnel will increase as the cell is capable of making about 58 pieces per hour with 5 people compared to 40 per hour using 7 people. At this rate, the current heaviest sales month should be man-ageable without overtime or its increased costs.
