513-daktronics v3.docx

7/24/2019 513-Daktronics v3.docx

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Implementing LEAN in the non-manufacturing areas of Daktronics will improve oceand manufacturing eciency, empower sta and reduce their stress as well as foster teamwork !Engel, "# $%&$' !(apping ) Dunn, $%%*'# In comple+ manufacturing operations theeciency of the manufacturing process is dependent on the front oce activities !I./I(E "A"E0'# Implementing LEAN management in the non-manufacturing areas atDaktronics will address the waste commonly found in oce operations# (ypical oce wasteincludes waiting, e+cessive motion, over production of paperwork and knowledge waste !ie#underutili1ed sta'!2haneski, $%%3'# A LEAN initiative will address waiting related tocustomer speci4cations, approvals, and 4nancial information and will result in increasedlead time for downstream oce processes !2haneski, $%%3'# 5otion related to walking and

searching will 6e reduced and handos of approvals and other paper work will 6ediminished# A focus on optimi1ing sta7s roles will reduce muda related to knowledgewaste# (he LEAN initiative will reduce stress 6ecause the employees will know where to 4ndthe materials they need, information will 6e availa6le when they need it and they will havea 6etter understanding of their roles and responsi6ilities so will not 6e as stressed in theoce#

Implementing LEAN in Daktronics non-manufacturing areas will 6e more challengingthan the improvements made in the manufacturing aspect of the company for the followingreasons8 visuali1ing the work is more dicult, service and front oce processes arecomple+ with few repeata6le process steps and the company will lose the focus it currentlyhas on improving manufacturing !5organ ) Liker, $%%*'# .hen LEAN initiatives are focusedon production lines the process steps are physically apparent in comparison with oceprocesses where materials are not physical and processes are invisi6le therefore defectsare more dicult to see !(aninec1, 9, n#d#'# :ce processes are more comple+ than


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manufacturing, each process step has a wider degree of varia6ility and typically has longercycle times !;indekrans ) 5agnusson, $%&$'# (aken together these factors result in moredetailed analysis and planning for successful LEAN implementation# Additionally, Daktronicswill need to re-focus it7s resources on improving oce processes which will reduce the timeand energy the leadership has to focus on improving manufacturing#

August-:cto6er

Developa

pro


3/7

todetermine

priorityareas ofopportunity !ie#Lowhangingfruit'

ionmatri+ todetermin

e priorityimprovementinitiatives!ie# Cuick.ins,9ems,Don7tDo7s and5a


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Optimize HiringProcess

e6ruary-April

5ap theprocess

De4neroles ofclerical

staandmanagers in theposting,Interview and

on-6oardin

g

processes

tandardi1e the

interview

6ookingprocess

andinterviewBuestionsfor eachposition#

Developorientation

checklist6y role

(rackcycletime for

theactivities

Developorientation video

for stato watch6eforethey starton their4rst day

Loadlevel 6ytraining

multiplesta tocomplet

easpectsof the

processwhileothers

are away

!eg# (woweek

acation

0educecycle

time from

positingto on-

6oarding

Eliminateredundant activity

(ools8

tandardi1atio

n

2ycle timeanalysis

"lan-Do-tudy2heck cycles

/ei


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annually

tandard

i1e theschedulingprocedure

Esta6lishclear

roles

new sta Buestions andreceive

updates on

progress

inancing

une-August

Developanunderstanding

ofcurrentstate6illingprocedures

2omplete aswimlane

map oftheinvoicingprocess! de4nestepsforcustomer,

operations,4nance,managementetc#'

Includecrossfunctional

mem6ersin theimprovementteam

(heteam willgo the9em6a

ando6servetheprocesses

ounderstanding is

developed from

multipleperspecti

ves

Includecrossfunctional

mem6ers in theimprovementteam

;rainstormsolutions

"D2A Develop asustainment plan

(ools8

Ensurecontinuous

?ow of work

>ai1en

/ei


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CustomerService

August-:cto6er

Developanunderst

andingofcustomer valuefor eachcustomersegment

Identifyperformance

metricsEg#

(imereBuired torespondtoreBuestforsupport

Eg# F ofresolvedreBuests on4rstcontact

tandardtrackingof service

reBueststandardi1etrainingof sta soloadlevelingof workcan occurand

eciencycanincrease

E+aminethe

alue

2hain tocreate

understanding

6etweenmanufac

turingand

customer service

resultingin sharedunderstanding ofcommon

issueswith

products

Identifythe

6ottlene

cks

;rainstorm

solutions

;enchmark

competitors andother

industriesfor

solutions

"rioriti1esolutions

Initiate atest ofchange

@se"D2Acycles

ustainthe

changes

throughon-going

datacollection

andcontinuou

simprovem

ent

(ools8

isuali1ation

2reate adash6oard todisplaymetrics

9o to the9em6a

0eferences

;indekrans, 9# ) 5agnusson, 5# !$%&$'# 2reating a LEAN alue low in .hite 2ollar :rgani1ations#0etrieved from http8GGpu6lications#li6#chalmers#seGrecordsGfullte+tG&3H%J#pdf
http://publications.lib.chalmers.se/records/fulltext/159084.pdfhttp://publications.lib.chalmers.se/records/fulltext/159084.pdf


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2haneski, .## !$%%3, eptem6er'# Lean in the oce- Identifying waste# 5odern 5achine hop K#J JJ,J*

Damrath, # !$%&$' Increasing competitiveness of service companies8 developing conceptual models forimplementing Lean 5anagement in service companies# 0etrieved from http8GGwww#diva-portal#orgGsmashGgetGdiva$833K%JGfullte+t%pdf

Engle, "#2#!$%&$, August'# Lean oceM# Industrial Engineer# JJ# $$

9eorge 5#L# !$%%'# Lean i+ igma for ervice, 5c9raw-/ill#

5organ, # 5#, ) Liker, # ># !$%%*'# (he (oyota product development system# New ork8 "roductivity "ress#

(apping D# ) Dunn, A# !$%%*'# Lean :ce Demysti4ed8 @sing the "ower of the (oyota "roduction ystem inour Administrative Areas
http://www.diva-portal.org/smash/get/diva2:557034/fulltext01.pdfhttp://www.diva-portal.org/smash/get/diva2:557034/fulltext01.pdfhttp://www.diva-portal.org/smash/get/diva2:557034/fulltext01.pdfhttp://www.diva-portal.org/smash/get/diva2:557034/fulltext01.pdf

513-daktronics v3.docx

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