matt hallead - lean projects overview

Matt Hallead

Continuous

Improvement

Coordinator

(Change Agent)

STANADYNE AREA

LEAN KAIZEN

VALUE STREAM MAPPING

(CURRENT STATE)

2

VALUE STREAM MAPPING

(FUTURE STATE)

3

COMMUNICATION BOARD

BEFORE AFTER

• Multiple direction of board content

• Consisted of lists of long-term projects

with little momentum

• Board not viewed as useful/little value

to operators

• Meeting participation low

• Standard format by part number

• Projects have direct impact on operators

• Items are short-term and are

addressed/removed

• Top 3 voted by operators

• Good attendance 4

TSUGAMI PRECISION MACHINING AREA

• Lacked

organization

• No standard

locations for rags,

oil, toolboxes, etc.

• In need of 5S

event and

engrained into

the culture

BEFORE

5


AFTER

• Pumps, reservoirs & hoses off floor • Housekeeping improved –

no rags or other items on

top of feeders

• Machine labeling • Standardized shop

towel holder baskets

on top of all machines

6


AFTER

• Standardized tool

holders and

shelves for inserts,

hardware &

commonly used

tools

7

SUSPECT MATERIAL RACK

• Rack in the aisle – no

designated location

• Parts not dispositioned

daily and accumulating

• No visual management of

defect reason

• Set location for rack

• Daily disposition of

parts

• Parts stored based

on defect type

• “Living Pareto” of

defects - allows for

better visualization

of issues

BEFORE

AFTER

8

TOOLING & MRO RACKS

• Point of use racks not well marked or maintained

• No official location for racks

• “Junk” inside bins

• Min/Max quantities and reorder points not

established

• Machinists walking long distances to get many items

• No centralized stock of MRO items

BEFORE

9

TOOLING & MRO RACKS

• Well laid out and identified

• OEE Improvement

(Increased Performance) –

less machinist motion &

downtime from searching

for MRO items

• Kanban reorder card

system established for

MRO items, including:

gloves, filters, wipes, way

oil, mops, hex wrenches

• Tooling organized by part

number and easily

accessible from backside

for ease of replenishment,

FIFO and fast visual tool

shortage review

AFTER

10

WASH AREA

• Same schedule every week,

regardless of demand

• No visual indicators for quantity of

parts incoming to the area

• Significant quantity of parts stacked

on weak wire shelves

• Area cluttered

• Poor in/out pathways

• No visual indicators of parts ready for

next operations

• Fixture and tray locations not labeled

BEFORE

11

WASH AREA

• Gravity racks realigned to provide FIFO

• Area organized and more open

• Signage updated

• Flow racks with “overflow” in center –

centralized for operator

• Provided visual indicator of inventory

status

AFTER

12

WASH AREA

• Automated Excel Heijunka schedule

for daily quantities and changeovers

for Wash – reduction in batching

mentality & continuous flow of

product

• Outgoing locations defined for next

operation

• Priority cards created if Product

Manager needs to alter the level

loaded schedule

• Updated from weak wire racks to

sturdy steel shelves

AFTER

13

ECD AREA

• Bottleneck operation with same

schedule every week, regardless of

changes in demand

• No visual indicators for quantity of parts

incoming to/outgoing from the area

• Area cluttered

• SMED event needed to reduce

changeover time from 15 minutes

• Operator motion waste picking up and

delivering parts and fixtures

BEFORE

14

ECD AREA

AFTER • Automated Excel Heijunka schedule for daily

quantities and changeovers for ECD – reduction in

batching mentality & continuous flow of product

• Visual indicators for quantity of parts incoming

to/outgoing from the area

• Area organized

• SMED event succeeded in reducing changeover time

to 6 minutes

15

PRODUCTION STATUS

Daily Target

BEFORE

AFTER • Poor to no visual or accurate way to determine daily performance

• Significant upgrade to Visual Factory/Management

• Machining/Sort/Finished Goods Kanban boards established

• Standardized work created and operators trained on how to fill in the board

• Provides visual indicator of parts produced to target during Gemba walks

• Level loaded schedule drives simple magnet adjustment to all boards

• Balanced workload, production smoothing & right-sized inventory 16

• Weekly meetings with action registers stored

electronically

AREA IMPROVEMENT TEAM

• Team votes on Top 3 action items for each item number

• Actions and their tasks are transferred to dry erase boards located

directly next to machining operations

• Machinists update on progress of tasks/issues in real time

• Creates cross-team and cross-shift communication mechanism

BEFORE

AFTER

17

PART STORAGE

• Sturdy steel shelves

• Well labeled

• Costly quality spills

avoided

BEFORE AFTER

• Weak wire

racks

• Unlabeled

• Potential

quality spill

18

PACK STATION

• Area cluttered

• Nothing labeled

• Task lighting is poor

• Manual ergonomic height

adjustment system broken

• Area organized – clear

bins labeled

• Overhead lighting

• New electric

ergonomic table &

workbench

• Minimized table space

AFTER BEFORE

19

GENERAL HOUSEKEEPING

• Much clutter in the area

• No assigned locations Defined locations for:

• Teamroom supplies

• Housekeeping equip.

• Lockers for operators

• Floor scrubber

AFTER BEFORE

20

Matt Hallead • Senior Cost

Accountant

• Continuous Improvement Specia l ist

• Operat ions Superv isor

• Continuous Improvement Manager

WOODWARD

CONTRIBUTIONS

GREENVILLE, SC: SWOZZLE KAIZEN

Balanced Flow in Swozzle Cell

• Generate 1-piece flow standard

work that could be followed to

meet varying takt times

• Time studies conducted- Current

State: 11 operations totaling 94

minutes of cycle time

• Created basic swimlane chart

• Needed to alleviate the number

of ERP data transactions: time

keeping, inventory & quality

records

• Future state: Savings of 144

minutes for every 36 parts,

simply by moving from (12) 3

piece work orders to (1) 36 piece

work order and having the

members enter their time at the

end of each work order/shift, we

could save 97.3 minutes

22


• Bar code scanning technology added

• Serial number sheet to stamp off

operations vs. ERP system

• Reduction in manual transactions

equates to $4000 yearly savings alone

• 1 manual labor

transaction/day/member

• Utilized material backfilling to issue

inventory

• Curtain quantities for in-line standard WIP

kanbans

• Combined some operations (sand, install

pins, cmm)

• Created a Yamazaki Board, using

magnets for each individual process step

• Yamazaki Board is helpful in that it can

be altered to meet varying takt times

• Produced standard work for each

member and their movement through the

cell

23


Other improvements included: breaks and lunches at a consistent time, standard work for cell

startup, permanent FIFO kanban locations on pedestals, utilized second robotic welder (bottleneck

process), SMED event for Robotic Weld, removed batching mentality in the FPI line, and standard

work for rework parts coming back through the cell.

24

ZEELAND, MI: MIXED MODEL SUB KAIZEN

Current State: The Mixed Model Subassembly low volume/high mix processes (100+ items) were

spread throughout the South Building. There was very little continuous flow to any of the processes,

which were very departmentalized. The processes were so far away from each other that no one

understood what the upstream process needed. This led to batching at most operations.

X-Ray & FPI

Furnaces Braze

Assy

EB

Weld

Tips &

Valves

Pre

cis

ion

Ma

ch

inin

g

Ma

teria

l

Sto

rag

e

Machine

Shop

Flow

PT

Tig Weld

Mixed Model Top Assembly

Cell

25


Current State: Spaghetti diagrams were created from the highest volume products. This gave a

baseline for the major programs to measure changes against. In this example, a CF34-3A support

subassembly for Canadair regional jets came in at 1,462 feet from start to finish.

26


Future State: In order to reduce travel, paradigms needed to be shifted. This meant moving away

from large vacuum braze furnaces to small inline induction furnaces, moving from film radiography

to inline digital x-ray and inline FPI lines. Also moved EB Weld and Braze Assembly inline. Many

iterations of potential cell layouts were produced. Each was analyzed for variation to original

spaghetti diagram travel distances and continuous product flow. 27


Future State: Purchased (2) inline induction braze furnaces, (1) EB Welder + 2 moved from prior

area, (1) digital x-ray, and (1) inline FPI line. The only time parts leave the cell is if a stress relieve is

needed. Rearranged all processes for maximum travel reduction and flow. Added FIFO in/out

racks for each station and point of use inventory where needed. This created a major reduction in

shop floor space consumption, which was becoming a premium at this location.

Tips &

Valves

Pre

cis

ion

Ma

ch

inin

g

Mixed Model Subassembly Cell

Machining, EB Weld, Braze, PT, X-Ray, FPI,

Preflow

Mixed Model Top Assembly

Cell

Stress

Relieve

28


Future State: Lean transformation reduced travel distance on the CF34-3A from 1,462 feet to 374

feet, a 74% reduction. Centralized departmental bottlenecks (shared resources) were removed by

adding those operations inline, creating continuous flow vs. prior batch processing. In turn, this

lead to significant reductions in lead times. Ex. CF34-3A from 18 days to 5.

29

LEADING PERFORMANCE TEAMS

Goal: Remove organizational silos and

introduce team based CI/problem

solving

• Manufacturing Teams created to

drive each area as a it’s own

business, with the team making

decisions on how to be successful

• Includes: Operations

Supervisor, Manufacturing

Engineer, Materials Planner,

Quality Assurance

• These members were previously seated within

there internal organizational groups. Ex. All

materials planners sat together = silo

• Leading Performance Teams are placed directly on

the shop floor in a glass cubicle to reduce noise

• Allows easy access by direct employees to

initiate quick problem solving for daily issues

• Collaboration work surface has a large roll of butcher

paper that can be used for team problem solving

• Glass marker board with clear background

30

LEADING PERFORMANCE BOARDS

31

Safety

• Current Safety

Incidents

(Cell & Plant Level)

• OSHA Recordables

Trend

Quality

• Quality Escapes

(Cell & Plant Level)

• Quality Turnbacks

Delivery

• OEM On-time

Delivery

• Daily Production

Rate

Responsiveness

• Overhaul On-time

Delivery

• Specific Program

OH Delivery Trend

• CAR Status Report

Cost

• COPQ % of Sales

• Current Scrap &

Rework Issues

• Days for NCR’s to be

Closed

CI/Lean

• Inventory Lead

Time

• Member CI Ideas

Implemented

• CI Improvement

Plan

• Support Team

Photos

• Support Team

Training Matrix

Daily standup meetings at the beginning of each shift give the direct

members access to cell performance. Boards used to highlight

strengths and weaknesses on daily management walks.

LEADING PERFORMANCE CLINICS

32

Example Only Example Only

Leading Performance

Board

Cell Triage

• Microscope

• Lighted Magnifier

• X-ray Inspection LIght

• Measuring Instruments

• Computer

Nonconforming Parts for Engineer Disposition

Nonconformances for

Scrap or Rework Final

Signature

Parts for delivery back

into Production

Parts Requiring Further

Review

Start

QUALITY CLINIC

Clinic Strategy – Focus on Quality and

Customer

• Physical room on the manufacturing

floor that aids team problem solving

• Rapid containment, screening and

communication of nonconformances

resulting from Customer Returns,

Internal Escapes and Supplier

Defective Material

• Drive relentless root cause analysis

and high level mistake proofing on

problems that disrupt the value

streams

• Provide a systemic problem solving

approach to identify and track product

and process escapes and implement

solutions

• Drive lessons learned to similar

processes and products

Subject Headers: Events Status Board → Escape Notification →

Steering Team → Project Log In → Problem Definition →

Material Trace → Process Walk → Fishbone → 5 Why →

Choose Counter Measure → Communicate CM to Customer →

Mistake Proofing → Counter Measure Verification (90 days) →

Project Closure → Subsequent Lot Verification → Metrics

33

CULTURE INTO ACTION TRAINING

Led Culture into Action training for all Woodward Zeeland membership (250+)

• Focused on changing the mindset of the membership into one driven by continuous

improvement

• Philosophical topics included: Why are we here?, listening to your customer (internal/external),

understanding stakeholders, using candor with care

• Lean topics included: bridge to lean excellence, emotional change curve, learning/fear zone, 5S,

7 deadly wastes, Gemba walk, batch/push vs. pull/flow, level loading, 5 whys, Fishbone

diagram, standard work, spaghetti diagrams, A3 problem solving, visual management, theory of

constraints

34

CULTURE INTO ACTION TRAINING

Culture into Action training also included many

activities and simulations

• 5S simulation

• Simple simulation which helped teach

each of the 5S’s (Sort, Set in Order,

Shine, Standardize, Sustain)

• Members were given a time limit to

find number 1-49 in order. After each

round, a new S was introduced, making

the simulation easier and easier.

• Lego simulation

• Round 1: Straightforward Lego

assembly, which included batching,

push, non-value added activities and

much waste.

• Round 2: Members asked to refine the

process based on their class teachings

and remove as much waste as

possible. Implement 1 piece flow,

cross-training & kanban system.

35

LEAN VISION EXAMPLE

Phased approach to Lean rollout. Each phase has subset categories that need to

be completed. Large format printed and placed in the facility for all members to

see. Leads to the ability to measure success in smaller pieces. Next slides show

actions to complete each subset. Subsets and actions vary based on facility needs. 36

LEAN VISION: INFRASTRUCTURE

37

LEAN VISION: LEAN FACTORY

38

LEAN VISION: LEAN ENTERPRISE

39

HOSHIN PLANNING MATRIX

Led the development of the Zeeland, MI & Greenville, SC

facilities Hoshin plan. Focused on creating strategies to fulfill

division and corporate goals.

40

ALIGNMENT GRID: LOCATION OBJECTIVES

Once the Hoshin plan is created, a responsibility matrix (RACI) is

produced to assign those who are responsible & accountable.

41

ALIGNMENT GRID: TARGETS TO IMPROVE

Once the RACI is completed, Closest to the X matrix (Key

Priorities) is produced to visualize which strategies are most

important to the organization, which aids in setting personal

priorities.

42

ALIGNMENT GRID: SWIMLANE

Swimlane created to show quick visual

of alignment of objectives, focus areas

and functional groups.

43

GREENFIELD EXERCISE

• Offers a team-based approach for

corporate downsizing, after all other cost

saving initiatives have been exhausted

• A goal for cost saving is not discussed, this

is an opportunity for management to

change their organization to be more

efficient and streamlined

• Provides grounds to think outside the box

and understand amongst the management

team, how strengths of team members

would be beneficial in other positions/

departments

• Perfect time to create Leading

Performance Teams

• A current state organization chart is

created for all salaried members on craft

paper with each member having a 4”x6”

note card

• These cards are the removed and placed on

the parking lot board

44

GREENFIELD EXERCISE

• A member is then taken from the

parking lot and discussed amongst

the whole team

• Provides a chance for other

managers to give their insight on the

members strengths and weaknesses

• The team, as a whole, decides the

future position for the member or if

they remain in the parking lot

• A new future state organization chart

is produced

• The parking lot is given to top

management and accounting to

derive cost savings

• If cost savings goal is not realized,

the process is repeated or

management must provide

justification for their new group

• Set date and direct managers do

layoffs in person with consistent

message to all those affected

45

ENTIRE PLANT RELAYOUT EXERCISE

46

• Led team of Managers

and Manufacturing

Engineers in

brainstorming process of

potential future state of

the facility

• Worked through varying

ideas of cellular layouts to

best utilize process flow

• Final plan was continuous

flow with receipt of

material in North and

shipping out of South

• Included outside the box

thinking of building into

the center parking area

with second story for

offices if needed, as the

plant was land locked by

another business

MEMBER REVIEWS

Measured on: Job Knowledge

& Skills, Ethics & Integrity,

Quality & Six Sigma,

Communication Skills &

Teamwork, Dependability,

Performance Based Results

• Proponent of thorough

performance reviews

• Nothing should ever be a

surprise in the review - take

care of the problem when

you see it and congratulate

wins on the spot

• Bi-weekly 1-on-1’s allow for

open dialogue with

employees

47

Matt Hallead

• Continuous

Improvement

Manager

CI ESSENTIALS

LEAN TOOLS - CAPACITY PLANNING

Created spreadsheets for every area of the plant, with download data from MRP system, which

drove near precision capacity planning data.

• Member input data: Member names, job position, shift, hours/day, work area, historical

sick/bereavement/vacation

• Available time input data (hours): Normal shift & overtime, less: shift overlap, break, planned

downtime, productivity & business days per month

• Forecasted time input data: part number, monthly demand, hrs/piece historical data by

individual routing operation

• Output data by job description/area/machine: members needed, forecasted hours needed,

available vs. forecast variance for members and hours

49

LEAN TOOLS - QUEUEING THEORY

• Mathematical equations used to analysis

queues, or parts waiting in line.

• Used to make theoretical predictions, based

on multiple inputs:

• Process time

• Number of operators

• Arrival times

• Arrival quantities

• Throughput

• Law of diminishing returns used to set goals

50

LEAN TOOLS – 5S

• Cornerstone of any Lean Enterprise – starting point for

any lean transformation

• 5S is a structured approach to getting a workplace

cleaned up, organized, standardized -- eliminating

waste materials and wasteful practices, and then

sustaining the improvements that were made

• The most cost effective lean technique

• The result is that more time is spent productively and

less time is wasted finding needed tools and

materials

51

LEAN TOOLS – POINT OF USE INVENTORY

• Storing inventory at the point where it will

be used

• Reduction in warehouse space or

secondary location

• Allows for a quick visual of inventory

quantities

• Visual management also lends to a better

understanding of ordering too much or

too little

• Drives down inventory costs, because

there is less space to hold inventory and

is therefore more scrutinized

• Having secondary locations and

warehouses creates a need for whole

new processes. Someone has to manage

the location, replenish the line, build

twice the racking and shelving, and

update additional labels or kanban cards

with each change.

52

LEAN TOOLS – VISUALS AIDS

53

• High quality vinyl signs applied to corrugated plastic

• Overhead signs for each cell and every entrance to

the cells

• Overhead signs for each Leading Performance Team

• Signs for Part/Engine/Plane – informing employees

about what they’re producing


54

• Marking all pipes

and lines, so there is

no second guessing

during maintenance

activities

• FIFO racks for quick

visual of inventory

and setting priorities

• Indicators on gages

show instantly if

machines are

running in good

condition

• Overhead operation

signage for part/

people movement


55

• Touch screen television placed

at centralized locations within

each cell.

• Automatically updated every

hour with pull from ERP

database

• Includes:

• Level loaded schedule and

attainment by operation

• Cost – inventory metrics

• Safety – charts and

incident reports

• Quality – charts and alerts

• Delivery – metrics and

schedules

• Responsiveness –

Overhaul metrics

• Productivity – cost savings

initiatives

LEAN TOOLS - PROJECT REPORT OUTS

18”x24” printed Project Report Outs, placed in multiple areas of the facility, showing the use of

Lean Six Sigma toolbox. Helps members understand the use of the tools and engrains Continuous

Improvement in the culture of the organization. 56

LEAN TOOLS – WORK STATIONS

All Metal Designs, Inc.

• Ergonomic work stations

• Operator Adjustability

• Manual hand crank

• Electric

• Modular Design

• Heavy Duty Construction

• Completely preassembled

• Ability to add many features, including:

• Casters

• Tilt table top

• Steel, maple or laminate table top

• Overhead lighting

• Tool balancer & trolley

• Bin rails

• Whiteboards & corkboards

• Drawers

• Shelves

• Swivel arms

• Computer & monitor stands

57

LEAN TOOLS – FIFO RACKS

Unex Span-track

• High visibility and accessibility for SKUs of

varying shapes and sizes

• Organized and condensed inventory

• Less travel time on the pick line

• Maximum space utilization

• Features:

• Full width roller lanes for better

surface contact and even weight

distribution

• Optimized product flow

• Eliminates hang-ups

• Comes in various widths/heights

• Many varieties of track: roller, hex

hub & skatewheel

58

5S TOOLS – VINYL SIGNMAKER

Visual Workplace Inc. for

making signs

• Signs on demand

• Signs of all sizes

• Signs inexpensively

• Many colors of sign board

and vinyl

59

5S TOOLS – LABEL MAKER

Brady BBP31 Label Maker

• Labels on demand

• From ½” to 4” label stock

• Stand alone operation, no

PC needed

• Simple to use with little

training needed

• Walk up and print ease of

use, helps everything that

needs labeling actually gets

labeled

• 8 ribbon colors

• 13 different label materials

in 16 different colors

60

5S TOOLS - LIGHTBOX

PlaSteel Lightbox for creating

plastic tooling trays.

• Simple 1,2,3 system: take

picture of tools in lightbox,

send digital file to PlaSteel,

receive tool trays

• No more handcutting foam

• Every tray is custom made

• Short lead time

• System is mobile – can be

brought to the area

• Up to 29x39 ID, but can

combine multiple photos

• A PLACE FOR EVERYTHING

AND EVERYTHING IN ITS

PLACE

61

matt hallead - lean projects overview

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