This global leader producing a wide variety of cables and
assemblies needed to reduce setup times & WIP (work in
process) inventory. They also struggled with quality consistency
issues that warranted immediate attention. Long product runs were
common, but did not allow sufficient flexibility to reduce
lead-time to market.
Lean Solutions:
We first attended to the setup and changeover functions of
essential equipment and found a number of ways to streamline the
process. These methods were then applied to similar equipment. We
then established KanBans between cable
processing functions that required upstream processes to stop
building product that could not be completed because
resources/equipment were running at capacity. This of course,
forced attention to the upstream (constraining) processes and
equipment. We level-loaded the production via the KanBans
established and the new procedures implemented. As always
5S (Visual Workplace), methods were
used to clean and organize the machines and areas for maximum
efficiency and very quick changes. An improved "1st
article" process was created and adopted to insure that a
product that would eventually be as much as 2000 feet long and
consume a considerable amount of production time and materials
was "near perfect." Staging procedures and preparation
checklists were instituted to maintain quality and process
integrity and follow-through.
Lean Impact/Results:
Immediate gains were realized in machine setups which prior to the Blitz Event
were ranging from 3 to 12 hours, 5 hours on average, (from taking
off the "old job" to successfully testing the "new
job" 1st article). At last check setups averaged under 35
minutes, with many below 17 minutes. This added approximately 5
hours of additional up-time per machine, per day. This number
would be higher but the ease of setups/changeovers allowed for
more flexibility to the product mix a very desirable result,
which consequently, increased changeovers. Quality checks for 1st
articles that could take an hour or more were prioritized and all
staff and equipment were subordinated to their rapid completion.
"Known" products were given a "conditional green
light" to continue production while the 1st article check
was being conducted. This added considerably to the daily
up-time. "Un-known or un-proven products" were required
to pass certain checks before production could continue. Current
equipment was deemed sufficient to meet present demand and
forecasted sales expectations for quite some time. The teamwork
and contributions of those involved in these improvements were
impressive by any standards. These improvements increased the
capacity of this product line by approximately 35%, resulting in
several million dollars of potential additional sales per
year.
