eg lean case studies
TRANSCRIPT
The Synergetics East Institute of Lean Development
Visual Case Studies of Lean ProjectsBEFORE BEFORE
BEFORE
AFTER AFTER
AFTER
All Natural Furniture Company
Excessive WIP due to duplication of work stations.
Excessive WIP impedes flow of product & exposes it to damage.
The work environment is full of chaos – tying up thousands of $s.
Department supervisor explains lean principles and goals.
Operators apply Lean principles totheir work areas “to make easy”.
Operators share best practices to create standard work – redesign.
The operators build a “proto-type” workstation for a trial run.
With some modifications, the final workstation is complete & ready for production. A World Class Lean Team!
Case Studies File Kaizen Implementation CCA-01
Kaizen Team Results:
Coaster Company of America
Kaizen Team Objectives
CURRENT STATE(IS)
AREA(Square Footage)
5,531.5 Sq. Ft.
OPERATOR TRAVEL(Per Operator,Miles - Annual)
633’(acs per cycle)
248 POMPY
PRODUCT TRAVEL(Average Case
Scenario - Annual)
1232(13 Workstations)
CYCLE TIME (minutes per unit)
15.75 (mpu)
TARGET OBJECTIVE RESULTS ACHIEVED
WORK-IN-PROCESS
50% Reduction inOperational Space
2765.75 Sq. Ft.
50% Reduction inOperator Travel
316’(acs per cycle)
124 POMPY
50% Reduction inProduct Travel
616WIP
50% Reduction inCycle Time
(mpu)7.875 (mpu)
50% Reduction inWork-In-Proces
1,624Reduction of 3,907.5 Sq. Ft.
237% Improvement
2 POMPY10,000%
Improvement
501’(acs per cycle)
21% Improvement
16(4 Queue x 4 Workstations)
7.718 (mpu)51% Improvement
The All Natural Furniture Company
ABC FENCECOMPANY
Shop is dirty anddisorganized.
Excessive Inventories.
Machines andEquipmenttake up space.
The work areatakes on the look of a dungeonand has poorlighting.
Management andoperators work side by side for a5S Effort.
Operators workwith Maintenanceand engineers.
Operators create best practices for standard work.
After the event, thesame area as thepicture on the upper right.
What a difference.
Signage andother forms ofvisual controlsmake the shopflow very clear.
Coaster Company of America
Kaizen Team Objectives
CURRENT STATE(IS)
AREA(Square Footage)
5,531.5 Sq. Ft.
OPERATOR TRAVEL(Per Operator,Miles - Annual)
633’(acs per cycle)
248 POMPY
PRODUCT TRAVEL(Average Case
Scenario - Annual)
1232(13 Workstations)
CYCLE TIME (minutes per unit)
15.75 (mpu)
TARGET OBJECTIVE RESULTS ACHIEVED
WORK-IN-PROCESS
50% Reduction inOperational Space
2765.75 Sq. Ft.
50% Reduction inOperator Travel
316’(acs per cycle)
124 POMPY
50% Reduction inProduct Travel
616WIP
50% Reduction inCycle Time
(mpu)7.875 (mpu)
50% Reduction inWork-In-Proces
1,624Reduction of 3,907.5 Sq. Ft.
237% Improvement
2 POMPY10,000%
Improvement
501’(acs per cycle)
21% Improvement
16(4 Queue x 4 Workstations)
7.718 (mpu)51% Improvement
ABC FENCE COMPANY
12,800 Sq. Ft. 6,400 Sq. Ft.1,091 Sq. Ft.6,983 Sq. Ft.
Reduction of 5,817 Sq. Ft.41% Reduction in space
341 POMPY 170.5 POMPY89 POMPY
43 %Reduction
2,654’(Per Unit Cycle)
PRODUCT TRAVEL(Per Unit Cycle)
1,327’(Per Unit Cycle)
1,322’(Per Unit Cycle)
50.1% Improvement
638 Units 319 Units66 Units
91% Reduction in Units
CYCLE TIME(Per Unit Cycle)
4.25 Hours(Per Pallet Cycle)
2.125 Hours(Per Pallet Cycle)
1.5 Hours(Per Pallet Cycle)
231% Improvement
50% Reduction inCycle Time
(PPC)
DAILYFRESHJUICE
COMPANY
Warehouse 36 degrees and an ergonomic nightmare.
Operators walk in circle to fill cartswith product, then bend down to fill pallets.
Cleanliness of the department barelymeets FDA requirements.
Management & operators learn and work together to apply Lean Principles.
The team discusses Lean opportunitiesand share ideas to improve the process.
The team begins work on their 5S effort – S3 SHINE!
The floor is power-washed and protected with industrial acrylic.
The operators ideas are implemented &eliminate potential injuries & increase productivity! THE LEAN DREAM TEAM!
Kaizen Team Results:
Page Nine
Case Studies File Kaizen Implementation CDFF-01
Naked Juice
Kaizen Team Objectives
CURRENT STATE(IS)
AREA(Square Footage)
10,084 Sq. Ft.
OPERATOR TRAVEL(Per Operator,Miles - Annual)
341’(acs per cycle)
563 POMPY
PRODUCT TRAVEL(Average Case
Scenario - Annual)
9876 pcs
CYCLE TIME (minutes per unit)
19:03 (mpu)
TARGET OBJECTIVE RESULTS ACHIEVED
WORK-IN-PROCESS
10% Reduction inOperational Space
9,076.5 Sq. Ft.
50% Reduction inOperator Travel
170.5’(acs per cycle)
281.5 POMPY
50% Reduction inProduct Travel
4938 pcs
50% Reduction inCycle Time
(mpu)9:31:05
50% Reduction inWork-In-Proces
9,070 Sq. Ft.
2 POMPY
152’(acs per cycle)
5027 pcs
6:42:00
The Fresh Fruit Juice Company
PERCISION METAL MACHINE SHOPRelatively clean, but very unorganized,chronic problems that affect production.
Poor machine maintenance results indangerous spills and machine failures.
A Bone Yard filled with old, obsolete equipment and wasted space.
The Operator Team committed to makinga difference and improving their process.
Working together they begin to implementthe changes they identified in the classroom.
Visual cues help ensure the gains willbe maintained – involvement - ownership
THE LA SIGN COMPANYProduction areas are riddled with disorganization and clutter.
Poor storage choices causing damageto expensive materials and slow production.
Not only are the work areas disorganizedand unsightly – but dangerous!
The Lean Team of operators and management learn to make improvements.
The operators learn the Lean principles that they will apply to their work areas.
Operators create a new lay-out for their work area – faster cycle time!
The LEAN TEAM!
Coaster Company of America
Kaizen Team Objectives
CURRENT STATE(IS)
AREA(Square Footage)
5,531.5 Sq. Ft.
OPERATOR TRAVEL(Per Operator,Miles - Annual)
633’(acs per cycle)
248 POMPY
PRODUCT TRAVEL(Average Case
Scenario - Annual)
1232(13 Workstations)
CYCLE TIME (minutes per unit)
15.75 (mpu)
TARGET OBJECTIVE RESULTS ACHIEVED
WORK-IN-PROCESS
50% Reduction inOperational Space
2765.75 Sq. Ft.
50% Reduction inOperator Travel
316’(acs per cycle)
124 POMPY
50% Reduction inProduct Travel
616WIP
50% Reduction inCycle Time
(mpu)7.875 (mpu)
50% Reduction inWork-In-Proces
1,624Reduction of 3,907.5 Sq. Ft.
237% Improvement
2 POMPY10,000%
Improvement
501’(acs per cycle)
21% Improvement
16(4 Queue x 4 Workstations)
7.718 (mpu)51% Improvement
The American Sign Company
8,982 Sq. Ft. 4,491 Sq. Ft.1,091 Sq. Ft.1,091 Sq. Ft.
Reduction of 7,891 Sq. Ft.78% Reduction in space
522 POMPY 261 POMPY3.2 POMPY
316 %Improvement
586’(Per Unit Cycle)
PRODUCT TRAVEL(Per Unit Cycle)
293’(Per Unit Cycle)
132’(Per Unit Cycle)
93% Improvement
11 Units143 Parts
6 Units71 Parts
5 Units60 Parts
55% Reduction in Units58% Reduction in Parts
CYCLE TIME(Per Unit Cycle)
3.25 Days(Production Cycle)
1.625 Days(Production Cycle)
1.27 Days(Production Cycle)64% Improvement
PROFESSIONAL OVEN & STOVE MANUFACTURINGThe Team had two primary objectives;the 1st was to eliminate ISO 9000 issues.
Major non-conformances in the area ofdocument control (Out of date Prints).
The other objective was to reduce the800 Sq. Ft Hard Copy File Storage area.
The team was challenged with a verysmall budget, so creativity was critical.
Upper management participated in theteam meetings to show support.
The team came up with a computer based print program – no hard copies!
This idea eliminated out of date prints,engineering would have control over availability.
Scanned prints eliminated the needfor physical (hard copy) storage.
An operator of a Press Brake demonstrates the solution to uppermanagement.!
Electronic Technologies Company
ETC is a manufacture of componentsfor the Ford EV-1, Public De-fibulator Units, and electronic switches for the Space Shuttle program.
The team created a process “IS” map tocapture the sequence of events and how much time was in the process.
A serious bottle-neck was identified during a chemical setting time with asilicone type material.
A newly selected material was discoveredafter a meeting with a silicone materialspecialist brought in by the team – the result is “miraculous” .
The team records the necessary tasksto complete for the Lean Event objectivesto be met – they assign each to a teammember.
Success! Due to proprietary concernsphotos of the process are not available,however a lay-out design has been provided on the next page.
Cell RedevelopmentUsing your process map (SHOULD) take your first step (TASK) and identify physically how much space that function will take. Use the operator to sit and “go through the motions” of producing the product function in thearea identified. The operator, and the process/equipment will dictate how much space will be necessary for each stage/task.
Task Stage List Required Space
1. Solder Cables 30 Inches
2. Deflux/Decontam 24 Inches
3. Primer 24 Inches
4. Assy. Cup 24 Inches
5. Mix Potting 24 Inches
6. De Gas 24 Inches
7. Inject Pot 24 Inches
8. Add Covers 24 Inches
9. Oven Cure 30 Inches
10. Final Trim 24 Inches
Over Head Storage(High usage material only)
CART
CART