synopses of black belt projects

1

SELECTED PROJECT SYNOPSES

Richard Skiff

Lean Six Sigma Black Belt

2

LTL Freight Reduction

Black Belt Project

3

Improve

(Solutions)

Analyze

(Root Causes)

Define

Opportunities Control

(Sustainability)

Leverage

(Positioning)

Measure

(Baseline)

Campbellsville

Outbound LTL Process

Lo

gis

tics

C’v

ille

Asse

mb

lyL

oa

de

rs

Start

Completes

an assembly

and scans it

with a wand

Status in

MFGPro

changed

from ? to ?

Looks at

screen

(hourly?)

11.5.15 in

MFGPro

Select

appropriate

carrier from

destination

map, enter into

MFGPro

MFGPro

prints Pick

Tag and

Load Sheet

Manually open

both COPES and

HUB to verify that

order is OK to be

shipped

Is

Order on

Hold?

Put order in

“On Hold”

folder

Recheck

folder dailyYes

Put in proper

slot for

carrer

selected

Pull Packet

of Pick Tags/

Load Sheets

Sign out #

of packets

taken

Go find

unit for the

order

Unit

found?

No

Bring packet

to Logistics

Get with

scheduler to

find units

Separate

Pick Tag

from Load

Sheet

Staple Pick

Tag to

Unit; keep

Load

Sheet

Is unit

crated?

Take order

to truck

Scan unit

into

MFGPro

Yes

Load unit

on truck

Turn loadsheets

back into

logistics

To Page

2

Take unit to

be crated

Order

Complete?Yes

No

At about Noon,

Look at All

Orders Status

and Contact

Carriers

Does Optimum

Carrier have enough

resources to support

needed trailers?

Yes

Take out

Orders that

have to ship

today

Reassign to

Non-

Optimum

Carrier

No

No

Are

there orders that

have to ship

today?

Yes

No

Yes

No

This will cause a “Non-

Compliance.” Shipping will

begin to track these on a

spreadsheet so that an

analysis can be made.

Select

appropriate

carrier from

destination

map, enter into

MFGPro

MFGPro

prints Pick

Tag and

Load Sheet

Yes

Does Optimum

Carrier have enough

resources to support

needed trailers?

Baseline:

Spending more than we should

be by not using the optimum

carrier for LTL Freight

Outbound: $39,069

Inbound: $5,313

4

Improve

(Solutions) Define

Opportunities

Measure

(Baseline)

Analyze

(Root Causes)

Control

(Sustainability)

Leverage

(Positioning)

09/03/2008

ME

VTOR

MT

ID

CA

>187 Vitran

NV

>187 CCX

AZ

UT

WY

CO

NM

TX

OK

KS

NE

SD

ND MN

IA

MO

AR

LA

WI

IL

MS AL GA

>567 HOLLAND

NC

<567 AVERITT

KY

IN

MI

OH

WV

VA

NY

PA

MA

NH

CTRI

NJ

DE

MD

AK

HI

H&O USF HOLLAND AVERITT

CONWAY VITRANCampbellsville Outbound

LTL Routing

Los Angeles

FL

WA

>474 HOLLAND

SC

<474 AVERITT

SC

NC

>561 HOLLAND

GA

<561 AVERITT

>196 Vitran

OR

<196 CCX

TN

All Canada Over 500lbs. Via Vitran

All Canada Under 500lbs. Yellow Freight

LTL Outbound: Why do we not always use the Optimum Carrier?

5 W

hy A

na

lysis

Customer

RequirementWHY?

Carrier is

out of

Equipment

Unit Built too

Late to Use

Optimum

Carrier

Exhausted

Carrier’s

Available

Equipment

WHY?

WHY?

WHY?

WHY?

Un-planned

Scheduling

Change

Counter-

Measure

Month End

Push

Contract or

Customer

Preferred

Carrier

Out of Scope

Move Up

Customer

Order per

their

request

Material

Availability

Assembly

Problem

Parts

Shortage

Various

Issues

Out of

Scope

Parts

Quality

Issue

Improve

Schedule

Adherance

Out of

Scope

Not select

proper

Carrier by

Weight

Did not

follow

procedures

Do not Have

Proper

Weight

Current

Weights

Wrong or

Unavailable

Do not have

current

Optimum

Carrier list

by State and

weights

Unknown

Change in

List

Follow-up

from Sender

when

changes

made

Project

Improvement

Action

Review of

shipments by

supervisor

5 WHY analysis

Undated Inbound

and Outbound

Optimum Carrier

maps for shipping

and purchasing use

5

Improve

(Solutions) Define

Opportunities

Measure

(Baseline)

Analyze

(Root Causes)

Control

(Sustainability)

Leverage

(Positioning)

Normalized Outbound savings:

$28,912 average/month

Normalized Inbound savings:

$4,150 average/month

Jan-09

Dec-08

Nov-08

Oct-08

Sep-08

Jun-08

May

-08

Apr-08

Mar-0

8

Feb-08

Jan-08

$ 70,000

$ 60,000

$ 50,000

$ 40,000

$ 30,000

$ 20,000

$ 10,000

Month

Sa

vin

gs O

pp

otu

nit

y

_X=$ 28,623

UCL=$ 48,217

LCL=$ 9,029

Baseline ImprovementBaseline Improvement

Outbound Savings Opportunity - By Month Paid

Baseline = $49,694

p value = .012; Statistically significant difference

Jan-09

Dec-08

Nov-08

Oct-08

Sep-08

Jun-

08

May

-08

Apr-08

Mar-08

Feb-08

Jan-

08

$ 20,000

$ 15,000

$ 10,000

$ 5,000

$ 0

Month

Inb

ou

nd

Op

pro

tun

ity

_X=$ 3,257

UCL=$ 6,350

LCL=$ 165

Baseline ImprovementBaseline Improvement

Inbound Savings Opportunity

Baseline = $7742

p value = 0.010; Statistically significant difference

•Adjusted baseline in March 2009:

Return to lower discount carrier because

“optimum” carrier had poor service and

excessive damage to Texas and Illinois.

Savings will be lower.

6

Material Conveyance

Black Belt Project

7

11/309/146/294/131/2711/118/266/103/251/7

0.09

0.08

0.07

0.06

0.05

0.04

0.03

0.02

0.01

0.00

Week of

Se

ve

re

Im

pa

cts

pe

r E

qu

ipm

en

t O

pe

ra

tin

g H

ou

r

_X=0.00456

UCL=0.01563

Baseline Project StartBaseline Project StartBaseline Project StartBaseline Project StartBaseline Project StartBaseline Project StartBaseline Project StartBaseline Project StartBaseline Project Start

1

Severe Fork Truck Impacts: January 2007 to Date

SAFETY IMPROVEMENT

Reduced Severe

Forklift Impacts

by 75%

2007 2008 2009

Improve

(Solutions) Define

Opportunities

Measure

(Baseline)

Analyze

(Root Causes)

Control

(Sustainability)

Leverage

(Positioning)

8

Campbellsville Powered Material Handling Equipment

2118 17 16

14

13

1110 10

8

2

4 7 7

5

0

5

10

15

20

25

30

35

40

Jan-07 Jan-08 Jul-08 Jan-09 Jun-09

(Projected)

Sit Down Units Stand Up Units Tuggers Reduced Total

Material Handling

Fleet by 25%

Improve

(Solutions) Define

Opportunities

Measure

(Baseline)

Analyze

(Root Causes)

Control

(Sustainability)

Leverage

(Positioning)

9

Total: 5-6 Sit Down Units

4-5 Standup Units

2 Tuggers

Total Material Conveyance Savings

Plus 1 Sit-Down: Line 4 BB Project

Improve

(Solutions) Define

Opportunities

Measure

(Baseline)

Analyze

(Root Causes)

Control

(Sustainability)

Leverage

(Positioning) J

ul-

07

Au

g-0

7

Se

p-0

7

Oc

t-0

7

No

v-0

7

De

c-0

7

Jan

-08

Fe

b-0

8

Mar-

08

Ap

r-0

8

May

-08

Ju

n-0

8

Ju

l-0

8

Au

g-0

8

Se

p-0

8

Oc

t-0

8

No

v-0

8

De

c-0

8

Jan

-09

Fe

b-0

9

Mar-

09

Ap

r-0

9

May

-09

Ju

n-0

9

Ju

l-0

9

Au

g-0

9

Se

p-0

9

Oc

t-0

9

No

v-0

9

De

c-0

9

Jan

-10 In Project

Database

9,288$

14,064$

7,740$

14,064$

5,784$

1,632$

1,480$

5,787$

5,580$

5,580$

14,348$

7,125$

11,931$

104,403$

To Be Removed

Already Removed from Facility

06988 Cat Stand-up

Probable Removal

Possible Removal

01081 Cat Sit Down

02179 Caterpillar Sit Down

149120 Tugger

130619 Tugger

71206 Toyota Sit Down

Phase C: CVL09248

Phase A: CVL06060 Phase B: CVL05982


03044 Cat Stand-up

13804 Raymond Stand-up


Kaizen


02178 Cat Sit


10

“Green” Recycling and

Process Improvement

Black Belt Project

11

Cambellsville Waste Stream “CTQ” Tree

Wa

ste

Str

ea

ms

Boxes

Office PaperOffices, Supermarket.

WH2, Assy.

Dunnage

Facility Wide;

Cafeteria, Offices

Landfill or Paid

Disposal

Office

Line 1, WH1, WH2. Stores

Supermarket, High Bay, P. Paint

Type

Assy, WH1, WH2.

Supermarket, High Bay, Stores

Assembly Lines

“Y”

OCC

(Cardboard)

Ferrous Metal

Packaging

Sub Type Source

Cap plugs

Assy, WH1, WH2.

Supermarket,

Bottles

Plastic

Racks

Banding

Scrap

Shotblast

Petroleum Drums

Assembly Lines, WH1, WH2.

Stores, Supermarket, High Bay,

Shot Blast, Mtl Prep, Employee

Sale, RGA, Test

Non-Ferrous

Metal

Copper

Brass

Aluminum

Starter Cells, Wiring Locations,

Maintenance, Tubing Cell

Drums

See Ferrous Metals

Fiber

Metal

Powder Paint

RGA/Scrap, Assy Lines,

Tubing Cell

RGA/Scrap,

(See Bottles)

Foam

Process

Packaging

WH1, Matl. Prep, RGA,

Scrap, Assy. Lines.

WH1, WH2, Line 1, High Bay,

Stores, Supermarket

Powder Powder Paint

Areas Covered in

Kaizen

Wood

Packaging

Skids and Scrap

WH2, Supermarket

Facility Wide

Boxes

Office PaperOffices, Supermarket.

WH2, Assy.

Dunnage

Facility Wide;

Cafeteria, Offices

Landfill or Paid

Disposal

Office

Line 1, WH1, WH2. Stores

Supermarket, High Bay, P. Paint

Type

Assy, WH1, WH2.

Supermarket, High Bay, Stores

Assembly Lines

“Y”

OCC

(Cardboard)

Packaging

Sub Type Source

Cap plugs

Assy, WH1, WH2.

Supermarket,

Bottles

Plastic

Fiber Powder Paint

Powder Powder Paint

Areas Covered in

Kaizen

Wood

Packaging

Skids and Scrap

WH2, Supermarket

Facility Wide

FOCUS AREAS FOR KAIZEN

Improve

(Solutions) Define

Opportunities

Measure

(Baseline)

Analyze

(Root Causes)

Control

(Sustainability)

Leverage

(Positioning)

12

Supermarket and both

warehouses

21 lbs.

Line 1,2 and

Bare Mod.

14 lbs.

Waste office paper from

all of shop

80 lbs.

Waste paper from offices

50 lbs.

Results: New Daily Waste Now Being Recycled vs. Landfilled

Improve

(Solutions) Define

Opportunities

Measure

(Baseline)

Analyze

(Root Causes)

Control

(Sustainability)

Leverage

(Positioning)

13

By “Curing” Waste Powder Paint, it can be

landfilled without additional fees, saving about

$6,500/year

20-Jan13-Jan30-Dec17-Dec10-Dec3-Dec24-Nov17-Nov10-Nov3-Nov

5

4

3

2

1

Date

Po

un

ds/

Un

it

_X=2.781

UCL=4.126

LCL=1.435

Baseline Heated PartsBaseline Heated PartsBaseline Heated Parts

11

1

Pounds of Powder Paint Input /Unit Assembled

Baseline = 3.716

P value = 0.00; difference is statistically significant

Process

Optimization:

>25% Reduction in

Powder Paint

Usage

Operating Income (OI)

Savings

Baseline Spend

2008

(Annuallized)

Monthly

Planned

Savings

Annualized

Total

Savings

Powder Paint Waste

Reduction 13,140$ 548$ 6,576$

Powder Paint Purchase

Reduction 372,077$ 4,651$ 55,812$

Trash Reduction8,200$ 205$ 2,460$

Wood Waste Reduction26,910$ 336$ 4,032$

Revenue from Plastic

Recycling -$ 185$ 2,220$

Revenue from Cardboard

Recycling -$

PLANNED HARD

SAVINGS 5,925$ 71,100$

Improve

(Solutions) Define

Opportunities

Measure

(Baseline)

Analyze

(Root Causes)

Control

(Sustainability)

Leverage

(Positioning)

Normalized for

2009 Volume

14

Supermarket Lean

Kaizen Event

15

Accurate and

Timely Delivery

of Kitted Parts

to Assembly

Lines

Parts available

in Plant

Parts available

in Supermarket

Picking

Accuracy

Correct Pick

Lists

Inventory

Accuracy

Timely stocking

of parts

Stock parts in

correct location

Timely delivery

to Supermarket

Pick Lists

generated

accurately

Replenishment

report correct

Correct BOMs

Y X1 X2

“Value” that

Supermarket

delivers to its

customer

Supermarket Operations CTQ Tree

16

Product: Kitted Parts

Process: Supermarket 5/12/08

5/20/08 BUM PCM PCL Foreman

Team: ______________

See process flow diagrams.

Detailed work instructions for supermarket jobs and train delivery to the

supermarket.

New train routes, including parking and storage; cart redesign.

Consolidation of current supermarket small parts.

Set up supermarket for Line 1 and Line 2 kitting.

Situation-At-A-GlanceAs of (date):

Event Date:

Supply, Picking and Delivery of parts from the supermarket and warehouse 2 to

assembly operations.

- Work balance in supermarket

is uneven.

- Tackle boxes not stored efficiently

or replenished effectively.

- Plan for expansion of Kitting to

Lines 1 and 2.

Parts delivery to assembly line takt time.

Correct parts delivered.

Parts stocked in Supermarket on time.

PROCESS DESCRIPTION1

PRODUCTION REQUIREMENT2

PARTS & INFORMATION FLOW3

PRESENT SITUATION & PROBLEMS4

DESIRABLE IMPROVEMENT ITEMS/OPPORTUNITIES5

17

Supermarket Is Setup By

Workstation And Assembly Line

Line-5 Aisle

(Barcode Pick List)

Supermarket Aligned With Assembly

•Must Staff To Meet Assembly Takt Time

Parts Located In

Workstation

Sequence

17

18 Line 4 Large (1) Line 4 Large (2)

Line 4 CO5 Aisle

Pick

Line 4 CO6 Aise

Pick

Line 4 Train

Delivery

Line 5 Large

Parts Pick

Line 5 Train

Delivery

Line 5 Small

Parts Pick

25 Min

24 Min

Pick Stn 560

3:10

17 Picks

23 Min

22 Min

Transition 0:15

20 Min

19 Min

21 Min

Misc Delays

2:00

Transition 0:15

Pick Stn 542

1:20

8 Picks

Move Train 0:30 Drive to Supermarket

0:45

18 Min

17 Min

16 Min

Pick Stn 522

2:25

24 Picks

Get and Load Small

Parts Trays

2:30

Pull Sheet Metal

1:00

Walk to new Train 0:30

Offload Empty Pans 0:45

Load Parts

0:50

Move Train 0:20 Transition 0:15

Pick Stn 511

2:00

18 Picks

Pick Stn 532

1:20

14 Picks

Stage Parts and Do

Paperwork

11:00

Transition 0:15

15 Min Move Train 0:20

Return to Supermarket

0:30

Pull Sheet Metal,

Sub-base,

and Motor Base

2:00

14 Min

Load Sheet Metal

1:45

Select and Load Motor

1:45

Load Small Motor 0:20

Move Train 0:45

Transition 0:15

Pick Stn 595

2:45

26 Picks

Deliver Parts to RH Side

of Line

2:40

Pull Train into Aisle 0:25 Transition 0:1511 Min

Load Sheet Metal

1:00Unload Parts 0:50

Unload Parts 1:15

Move Train 0:20 Move Train 0:20

Unload Parts 2:00

13 Min

Load Sheet Metal

1:2512 Min

10 Min Move Train to Feeder

Stns 0:40Move Train 0:20

Staging Parts for Train

6:00

Transition 0:10

Load Sheet Metal

1:15

9 Min


of Line

7:35

Move Train 0:20

Pick Stn 550

3:15

20 Picks

Drive to RH of Line

0:35

Select Motor

0:50

Move Train 0:258 Min

Unload Parts 0:40

7 Min

6 Min Transition 0:15

Pick Stn 512

3:35

27 Picks

Stage Parts

5:05

Pick Stn 410

1:45

6 Picks

Unload Parts from Train

2:45

Pick Stn 420 0:20

Transition 0:40

Move Train 0:15

Move to Aisle C06

5 Min



2:30Load Air End, Separator,

and Base Plate

3:25

Pick Stn 450

2:15

18 Picks

Transition 0:10 Get Picks from Desk and

Sort

2:301 Min

Get Picks and Sort 1:00Paperwork

0:50

3 Min

2 Min

Paperwork 0:30

Pick Stn 430 0:30

Drive from Supermarket

1:30Drive from Supermarket

1:25

Pick Stn 495

3:40

27 Picks

Transition 0:10

Pick Station 470

3:00

25 Picks

High Production Takt Time 25 min

Paperwork and Idle

1:40

Load Pans on Train 2:05

Pick Stn 494

3:20

25 Picks

Transition 0:10

Pick Stn 491

3:20

39 Picks

Pull Air-end and Dryer

1:05

Supermarket Picking - Line Balance

Picking tied

to assembly

line Takt

time

Note large

variation in work

content


Line 4 CO5 Aisle

Pick

Line 4 CO6 Aise

Pick

Line 4 Train

Delivery

Line 5 Large

Parts Pick

Line 5 Train

Delivery

Line 5 Small

Parts Pick

25 Min

24 Min

Pick Stn 560

3:10

17 Picks

23 Min

22 Min

Transition 0:15

20 Min

19 Min

21 Min

Misc Delays

2:00

Transition 0:15

Pick Stn 542

1:20

8 Picks


0:45

18 Min

17 Min

16 Min

Pick Stn 522

2:25

24 Picks

Get and Load Small

Parts Trays

2:30

Pull Sheet Metal

1:00



Load Parts

0:50


Pick Stn 511

2:00

18 Picks

Pick Stn 532

1:20

14 Picks

Stage Parts and Do

Paperwork

11:00

Transition 0:15



0:30

Pull Sheet Metal,

Sub-base,

and Motor Base

2:00

14 Min

Load Sheet Metal

1:45


1:45


Move Train 0:45

Transition 0:15

Pick Stn 595

2:45

26 Picks


of Line

2:40


Load Sheet Metal


Unload Parts 1:15


Unload Parts 2:00

13 Min

Load Sheet Metal

1:2512 Min




6:00

Transition 0:10

Load Sheet Metal

1:15

9 Min


of Line

7:35

Move Train 0:20

Pick Stn 550

3:15

20 Picks

Drive to RH of Line

0:35

Select Motor

0:50


Unload Parts 0:40

7 Min


Pick Stn 512

3:35

27 Picks

Stage Parts

5:05

Pick Stn 410

1:45

6 Picks


2:45

Pick Stn 420 0:20

Transition 0:40

Move Train 0:15

Move to Aisle C06

5 Min




and Base Plate

3:25

Pick Stn 450

2:15

18 Picks


Sort

2:301 Min


0:50

3 Min

2 Min

Paperwork 0:30

Pick Stn 430 0:30



1:25

Pick Stn 495

3:40

27 Picks

Transition 0:10

Pick Station 470

3:00

25 Picks


Paperwork and Idle

1:40


Pick Stn 494

3:20

25 Picks

Transition 0:10

Pick Stn 491

3:20

39 Picks


1:05


Opportunity for

consolidation


Line 4 CO5 Aisle

Pick

Line 4 CO6 Aise

Pick

Line 4 Train

Delivery

Line 5 Large

Parts Pick

Line 5 Train

Delivery

Line 5 Small

Parts Pick

25 Min

24 Min

Pick Stn 560

3:10

17 Picks

23 Min

22 Min

Transition 0:15

Transition 0:15

20 Min

19 Min

21 Min

Misc Delays

2:00

Transition 0:15

Pick Stn 542

1:20

8 Picks


0:45

Pick Stn 522

2:25

24 Picks

Get and Load Small

Parts Trays

2:30

Pull Sheet Metal

1:00



Load Parts

0:50


Pick Stn 511

2:00

18 Picks

Pick Stn 532

1:20

14 Picks

Stage Parts and Do

Paperwork

11:00

Transition 0:15



0:30

Pull Sheet Metal,

Sub-base,

and Motor Base

2:00

14 Min

Load Sheet Metal

1:45

18 Min

17 Min

16 Min


Move Train 0:45

Transition 0:15

Pick Stn 595

2:45

26 Picks


of Line

2:40

Pull Train into Aisle 0:25

13 Min

Load Sheet Metal

1:2512 Min


1:45




6:00

Transition 0:10

Load Sheet Metal

1:15

11 Min

9 Min


of Line

7:35

Move Train 0:20

Pick Stn 550

3:15

20 Picks

Drive to RH of Line

0:35

Select Motor

0:50


2:45

Pick Stn 420 0:20

Unload Parts 1:15


Unload Parts 0:40

7 Min


Pick Stn 512

3:35

27 Picks

Stage Parts

5:05

Pick Stn 410

1:45

6 Picks

Transition 0:40

Move Train 0:15

Move to Aisle C06

Get Picks from Desk and

Sort


1:25

Pick Stn 495

3:40

27 Picks

5 Min

4 Min

Transition 0:15



and Base Plate

3:25

Pick Stn 450

2:15

18 Picks

Transition 0:10

1 Min

Get Picks and Sort 1:00

Paperwork

0:50

3 Min

2 Min

Paperwork 0:30

Pick Stn 430 0:30


1:30


Paperwork and Idle

1:40


Pick Stn 494

3:20

25 Picks

Transition 0:10

Pick Stn 491

3:20

39 Picks

Load Sheet Metal


Move Train 0:20


1:05

Transition 0:10

Pick Station 470

3:00

25 Picks

Move Train 0:20

Unload Parts 2:00


Before: 2 Pickers (1 per Aisle)

After: 1 Picker (picks 2 aisles)

Able to reduce 1

parts picker

immediately.


Line 4 CO5 Aisle

Pick

Line 4 CO6 Aise

Pick

Line 4 Train

Delivery

Line 5 Large

Parts Pick

Line 5 Train

Delivery

Line 5 Small

Parts Pick

25 Min

24 Min

Pick Stn 560

3:10

17 Picks

23 Min

22 Min

Transition 0:15

20 Min

19 Min

21 Min

Misc Delays

2:00

Transition 0:15

Pick Stn 542

1:20

8 Picks


0:45

18 Min

17 Min

16 Min

Pick Stn 522

2:25

24 Picks

Get and Load Small

Parts Trays

2:30

Pull Sheet Metal

1:00



Load Parts

0:50


Pick Stn 511

2:00

18 Picks

Pick Stn 532

1:20

14 Picks

Stage Parts and Do

Paperwork

11:00

Transition 0:15



0:30

Pull Sheet Metal,

Sub-base,

and Motor Base

2:00

14 Min

Load Sheet Metal

1:45


1:45


Move Train 0:45

Transition 0:15

Pick Stn 595

2:45

26 Picks


of Line

2:40


Load Sheet Metal


Unload Parts 1:15


Unload Parts 2:00

13 Min

Load Sheet Metal

1:2512 Min




6:00

Transition 0:10

Load Sheet Metal

1:15

9 Min


of Line

7:35

Move Train 0:20

Pick Stn 550

3:15

20 Picks

Drive to RH of Line

0:35

Select Motor

0:50


Unload Parts 0:40

7 Min


Pick Stn 512

3:35

27 Picks

Stage Parts

5:05

Pick Stn 410

1:45

6 Picks


2:45

Pick Stn 420 0:20

Transition 0:40

Move Train 0:15

Move to Aisle C06

5 Min




and Base Plate

3:25

Pick Stn 450

2:15

18 Picks


Sort

2:301 Min


0:50

3 Min

2 Min

Paperwork 0:30

Pick Stn 430 0:30



1:25

Pick Stn 495

3:40

27 Picks

Transition 0:10

Pick Station 470

3:00

25 Picks


Paperwork and Idle

1:40


Pick Stn 494

3:20

25 Picks

Transition 0:10

Pick Stn 491

3:20

39 Picks


1:05


Further

optimization based

on these time

studies allowed

Supermarket to

absorb picking

operations for 3

more lines without

adding associates.

Work balance also

allowed efficient

allocation of

manpower when

product demand

varied.

22

GOAL RESULT

Reduce parts pickers from 6 to 5 (on 14 units/day)Adding Lines 1 and 2 Picking with no additional

personnel

Reduce number of Carts in Trains by 2 carts total 2 Carts removed from Lines 2 and 3 Carts

Set up Supermarket for Lines 1 and 2

Supermarket "Spotted" for Line 2

30 Day Homework:

Finish Line 2

Install Line 1

DELIVERABLES RESULTS

Time studies, Pile charts, and detailed work

instructions for Supermarket jobs and train delivery to

assembly lines

Time studies, Pile Charts, Work Balance complete.

30 Day homework to write detailed work instructions

New Train Routes for all lines, parking and storage,

new cart design

Revised Line 2,3 Route to Include Line 1 Delivery

Redesign of Line 3 Carts

Consolidation of current Supermarket parts

Identified 59 "Dead" parts in Supermarket (Plus

additional 31 "Decals")

30 Day Homework to Remove

Decal removal (3rd Qtr) will free up 4 to 5 rack

sections)

Set up Supermarket for Lines 1 and 2, Pans located

and Labeled

All Line 1 and 2 parts will fit in current Supermarket

Line 2 "Spotted", needs completion

Line 1 area determined, needs completion

Create new area for tackle boxes - all linesNew tackle box area located; Lines 4 and 5 set up;

Lines 1 and 2 to follow

Kaizen Results

23

JIT Kitting Reciprocating Product

Kaizen Event

24

Results needed from kaizen

1 Method parts are supplied

* small parts

* large parts

2 How many parts at takt (2 min. 1 hr. lineside or less)

* small parts

* large parts

3 Future Footprint

* lineside

* supermarket

* warehouse

* stores

4 Future # of pickers/material handlers and method of delivery

* picker

* delivery (manuf)

* delivery (stores)

5 Scheduling

* hiejunka vs. batches

After kaizen results

25

Tugger Cart Contents & Drop Offs

H

C ar #4 C ar #4

S top # 4 S top # 4

L ine #2 L ine #2

Drop C ar Drop C ar

4 Motors 4 Motors

H

C ar #4 C ar #4

S top # 4 S top # 4

L ine #2 L ine #2

Drop C ar Drop C ar

4 Motors 4 Motors

H

C ar #6 C ar #6

S top # 4 S top # 4

L ine #2 L ine #2

Drop C ar Drop C ar

S heet Metal + S heet Metal +

C ooler + G uards C ooler + G uards

Sta

tion

#4

Sta

tion

#5

02 L ine L ayout

Sta

tion

#1

Sta

tion

#2

Sta

tion

#3

26

Pilot Support pole moved

3 ft overnight to

make room for train

27

LSS Tools Used

KAIZEN NEWSPAPER/GEMBA BOARD (large kaizen event planning)

PROCESS FLOW CHART (demonstrates waste, and process variations)

5 WHYS (problem solving worksheet)

5S WORK PLANNING SHEET (for 5S Kaizen Events)

PFMEA (Process Failure Mode Effect Analysis)

PARETO CHART (demonstrates issues visually)

PIE CHART (demonstrates issues visually)

7 DESIGNS/7 WAYS SCORING (ideas and designs to improve process with

scoring for best ideas)

FISHBONE/CAUSE AND EFFECT DIAGRAM (problem solving tool)

KAIZEN ARTICLES (illustres problems, drawing, text, pictures, before and after

event)

CHANGE OVER OBSERVATION SHEET (SMED)

CYCLE TIME/PILE CHART (before and after. NVA vs. VA work content)

STANDARD WORK CAPACITY SHEET (work content in SOE with set-up times)

STANDARD WORK LAYOUT (Work area and path of travel with safety and

quality hightlights)STANDARD WORK COMBINATION SHEET (work content times and step

visually)

CHECK THE LEAN TOOLS USED DURING THIS KAIZEN

X SPAGHETTI CHART (distance and area traveled)

TIME STUDY OBSERVATION SHEET (video tape and time observations)X

X

X

X

X

X

X

28

Improvements Line side inventory footprint

Currently 361 sq. ft.…. 154 sq. ft. (or 57%)

5S Scores

15-20% improvement

Productivity Improvement

Estimated 15-25% improvement

(based on past history)

Fork Lift Travel, Large Parts (not tanks)

Fork Lift Elimination, Utilize Line 3 Tugger

Fork Lift Driver Reassignment

Line side inventory

Large Parts 8 hrs to 30 min. & Small parts 2.5 days to .5 day

(For batch of 8) 4232 ft. to Zero Ft.

Train Travel Zero to 2147 ft. (50% Reduction)

synopses of black belt projects

Business