Problems: 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. 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.
