WISCON Products TPI Experience for Manufacturing Matters! 2021

WISCON Products Introduction

TORBEN CHRISTENSEN President/CEO Wiscon Products Inc.Torben was born and raised in in a screw machine shop, and over the last 20 years he has transformed WISCON Products from a small screw machine shop to a state-of-the-art precision machine shop. With a focus on automation and unmanned production, WISCON specializes in complex engineered components in high volumes supplied worldwide.

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Vision: The #1 choice for complex turned components, hands down!

Challenges

• Wiscon wants to continue to hit its profitability targets and improving performance through defining a direction, improving productivity and meeting customer quality expectations. Machining and value-added assembly are the core manufacturing operations at Wiscon.

• Based on the assessment, key areas to focus on are:§ Creating and deploying strategies for growth and improvement§ Developing Lean Business Transformation for Operational

excellence§ Improved Quality Performance and effective corrective action

system• Wiscon has experienced improved financial performance and

has a strong willingness to improve and grow in the custom machining market.

• Wiscon has started its Lean journey and has some good practices in place.

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Solutions

• TPI lean transformation with steering team model• Value Stream Mapping• Strategy Execution• Leadership development• DiSC Personality assessments• General business advisor• Financial Analysis for Profit Improvement (FAPI) & Increasing

Cash Flow• ISO & IATF quality systems

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WISCON TPI Success StoryNAICS 332721 – Precision CNC Parts, $10-$25M Size

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Situation: Wiscon struggled with effectively managing overall organizational performance, operational execution, and productivity due to challenges with structure, stable processes, engagement and visibility.

Solutions:• Strategic Objectives & KPI Scorecard• Leadership Development• Lean Transformation & Steering Team• Value Stream Mapping• 5 Year Automation Plan

Results - Productivity Improvements:ü Sales/Employee: Increased by 93% in 2 yrsü Value-Add Revenue: Increased by over 100%ü Monthly Breakeven: Reduced by 30%ü Set Up Hours/Week: Reduced from 60 to 30 hrs/wkü Scrap % of Sales: Reduced from 4.5% to 1.5%

Situation: WISCON struggled with delivery and quality issues in the Multi-Spindle process due to long lead times, high set up times, large variation in process control, lack of accountability and participation, poor “housekeeping”, safety concerns, and communication issues.

Results - Implemented:ü Lean Steering Teamü Communication Planü MDI Daily Stand-Up Meetingsü Training & Implementation ofü Lean, 5S, SPC, SMEDü Supervisor Coachingü DiSC Personality Assessment

Metric Current State Goal ActualLead Time 8.4 days 5 days 3 daysFirst Pass Yield (FPY) 89.70% 95% 99%Distance 998 ft 500 ft 270 ftProcess Time 287 sec 90 sec 21 secWIP Inventory $11,000 $2,646

WISCON TPI Lean Transformation Steering TeamValue Stream Map Results of CNC Bar Stock-Pin

Summary

Lessons Learned• Reach out for outside help/expertise, be coachable

and apply learnings• Develop leadership & other team members for

multiplier effect throughout organization

Next Steps• Drive efficiencies with Automation, Software &

Systems• Conduct Continuous Improvement training, focus on

set up reduction, machine downtime in H1 ‘2021• Develop Training Program with Career Pathways for

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