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A brief summary of what Lean has done for us in the past 8 years…….

2003 and our upcoming challenges...

Throughput was flat

Price reduction demands of 5% annual

Inventory turns 10% (4.5 turns )

WIP ( inventory ) 36%

Profit margin 3%

Sales 9%

Where we started

Knowledge

Skill Desire

Knowledge

Reading Material

The Goal ( Goldratt )

Lean Thinking ( Womack & Jones )

Skill

Hired Our Lean Consultant

Lead our Kaizens

Created a team atmosphere

Start learning by doing

Desire

Get Everyone Involved

Reward programs

Reader board

Newsletters

Weekly meetings

5S

Before

A Visual Work Place

After

Before

5S A Visual Work Place

After

After

5S A Visual Work Place

•Virtually all the tools were un necessary

•Visual

•Cleaned easily

•All lathes have the same standardized bench

5S A Visual Work Place

After Before

How we Sustain •Monthly internal audit

•Monthly meetings with managers

•Weekly meetings with 5S team members

•10 minute clean up period at the end of every shift

•Project Boards for ideas and status

5S A Visual Work Place

Single Minute Exchange of Dies

•Improve Capacity

•Better Machine Utilization

•Reduce Complexity of Setups

•Improve throughput

SMED

•Identify internal and external setups

•Convert the internal to external

•Improve all aspects of the setup operation to abolish set up

Where to start

SMED

Jaws that required assembly and measurement for each set up

The Old Way

SMED

The New Way

Plug and Play

SMED

Simplify Set Ups

•Color coded washers for torque requirements

•Poka-Yoke to prevent misloading

•1/4 turn clamping

•Stations remain full at tear down

SMED

•Standing height

•Standard carts

•Less motion to install

•Color Coded

SMED Simplify Set Ups

•Color Coded flags

•Standard carts

•Prepped for Machinist

SMED Simplify Set Ups

Results So Far…..

•Set Up times 90%

•Quality is at 99.75%

•Spindle utilization time is at 85%

SMED

Balancing Work

•Jobs were processed differently every time

•Quality varied by the person

•Large lot sizes that took days to process

•Cycle times varied

•Confusion as to the process requirements

Balancing Work

•One person does the job

•Takes an entire shift to move parts onto next seq

•Quality suffers

•Poor visability

Balancing Work

•Determine our Takt Time

•Balance work to achieve Takt Time

•Standardized instruction

Available Time Customer Demand

Takt =

Balancing Work

•Cycle time is 70%

•Throughput is 90%

Balancing Work

•Achieve 1pc flow

•Visable stage of deburring

•A completed part every 3 minutes

•Errors are caught in process

•Eliminates “confusion”

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Where we are today……

•Sales 112%

•Employee count 34%

•Sales per employee 60%

•Inventory turns 71%

•WIP 20%

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MacKay Capabilities

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