pressure and temperature measurement lean implementation at wic (example – 2.5” ss pressure...

Pressure and Temperature Measurement

Lean Implementation at WICLean Implementation at WIC(example – 2.5” SS Pressure Gauge)


•U.K.

•Iran

•Argentina

•Mexico

•Finnland

•Spain

•Benelux

•France

•Egypt•USA

•Canada

•Italy

•Middle East

•Ukraine

•Singapore

•Austria

•Russia

•Malaysia

•Kazakhstan

•Japan•Korea

•Taiwan

•Australia

•Brazil

•South Africa

•India

•Switzerland •China

•Germany •Poland

•- 9 Manufacturing Facilities•- 30 Sales Organizations

•WIKA Global Snapshot WIKA Global Snapshot (7 yrs ago – today)(7 yrs ago – today)


WIKA USAWIKA USA Lawrenceville, Georgia / Metro Atlanta Lawrenceville, Georgia / Metro Atlanta State-of-the-art manufacturing facilityState-of-the-art manufacturing facility 210,000 Sq. Ft. (110,000-1991; 100,000-1997)210,000 Sq. Ft. (110,000-1991; 100,000-1997) 9,000,000 units produced annually9,000,000 units produced annually

ISO 9001- certified (worldwide) Since 02/2003: ISO 9001:2000ISO 9001- certified (worldwide) Since 02/2003: ISO 9001:2000 600 + employees600 + employees Sales 2005 - $78 Million, 2006 - $92 Million, 2007 -$96 MillionSales 2005 - $78 Million, 2006 - $92 Million, 2007 -$96 Million


What Is LeanSigma What Is LeanSigma Transformation?Transformation?

Focusing on lead-time reduction to improve responsiveness

Achieving simultaneous improvements in quality, cost, and delivery

Leveraging improvements for growth in revenues, earnings, and market share

Building a continuous improvement culture to sustain the gains

Deploying Kaizen Breakthrough Methodology for rapid transformation


CostCost

DeliveryDelivery

QualityQuality12

3

6

9

Strategic Issues For Strategic Issues For Business SystemsBusiness Systems


LeanSigmaLeanSigma®® Principles Principles

Value adding focus

Link processes to create flow

Pace work to customer demand

Reduce process variation

100% customer satisfaction


OrderEntryOrderEntry

ProductionPlanning

ProductionPlanning SuppliersSuppliers ManufacturingManufacturing DistributionDistribution CustomersCustomers Accounts

ReceivableAccounts

Receivable

O-EO-E ProdPlanProdPlan SuppSupp MFGMFG DistDist CustCust A/RA/R

Time

Reducing Operational Lead Time Across Your Value ChainReducing Operational Lead Time Across Your Value Chain

Operational Lead Time

AdminAdmin

Business Process Kaizen Business Process Kaizen

Shop floor Kaizen

Creating Competitive Advantage


10%

Kaizen WasteReduction

MajorImprovement

90%

Improvement

TraditionalManufacturingImprovement

Minor

0.5%

99.5%

Time

TypicalCompany

OriginalLead Time

1%

99%

Value-Adding Activities Non-Value-Adding Activities

Manufacturing Lead TimeManufacturing Lead Time


Kaizen Breakthrough Methodology

Train

Observe, Organize

, & Define

Implement Improve Produce


Kaizen Breakthrough Principles

• Clear objectives

• Team process

• Tight focus on time (one week)

• Creativity before capital

• Quick & simple, not slow & elegant

• Necessary resources immediately available

• Immediate results (new process functioning by end of week)


Achieve Dramatic Improvements In Short – Term Operating Results

Worker Productivity 20 – 30%

WIP (Inventory) 50 – 70%

Floor Space 30 – 40%

Quality (Rejects) 50 – 70%


Cycle TimesCycle Times

Layout and Material FlowLayout and Material Flow

RMRM

FGFG11

2233

44

55 66

Other IssuesOther Issues

Work SequenceWork Sequence

DDAA BB

CCEE

11

2233

44

55 66

RMRM

FGFG

Shopfloor Day 1


Shopfloor Day 1 (Continued)

Collect & Organize Ideas

Kaizen Newspaper

ResultWhenWhoActionProblem

4:30SarahDesign bins / racksParts presentation

Holders installed3:00DanCreate holdersTool pickup

TonightMaint.Relocate rackCooling rack obstructs flow

Finalize Objectives

Productivity – Increase by 75%

Space – Reduce by 50%

WIP – Reduce by 80%

Finalize Scope1 5 6

2

4

3

RM

FG

Optimal Staffing LevelTT = 57"

70"

45"

30" 30"35"

OCT

Operators required = = =

TT 57

AB

C D E


Shopfloor Day 2

B

C

RM3 2 1

FG4 5 6

A


Shopfloor Day 3

Test, Run, Validate, & Improve

Hour-By-Hour Chart

Targe

tAc

tual

Targe

t

Actua

l

Hour Comments / Downtime

Hourly Cumulative

End-of-shift cleanup (2 minutes)

No significant problems

Quality problem at press - line stop (5 minutes)

Workers late returning from lunch (4 minutes)

Wrong parts delivered for new model (8 minutes)

Line change for new model (10 minutes)

Operator #2 over takt time316016309–10

70115233011–12

14920025252:30-3:30

124

17823029303:30-4:30

17527301:30-2:30

97145273012:30–1:30

4785182510–11

15301530 Training new work sequences8–9 Document New Operation


Managing Change• Discuss proposed changes with operators

• Display status updates in production area

• Walk operators through a mock layout

• Explain the new layout before they leave

• Back off-let them try it & talk about it


Kaizen Team Ground Rules• Keep an open mind to change• Maintain a positive attitude• Never leave in a silent disagreement• Create a blameless environment• Practice mutual respect every day• Treat others as you want to be treated• One person, one voice—no position or

rank• There’s no such thing as a dumb

question• Understand the process and Just Do It!


“Quick and crude is better than slow and elegant”

Take no action and nothing will happenTake no action and nothing will happen(not seeing is not knowing)(not seeing is not knowing)

First, try it with the knowledge available

Improve upon the results

Base analysis on the facts (data)

The germ of the next action (kaizen) will sprout from it

This leads to quick and

elegant solutions


OLD LAYOUT


Total Dist. Traveled = 170 ft

LEAD TIME = 3 WEEKS(1 Week Business, 2 Weeks Mfg.)

23X.5X.2.5" SS


Metrics Before KaizenLine Name: 23X.5X 2.5" SS

Improvement MeasurementBefore Kaizen

# of operators / day (all shifts) 13

Total operator cycle time

Output (units / day)

Productivity (units / hr / operator) 8.27

Work in process inventory 9,055 pcs

Floor space 1,940

Setup time 75 sec

Quality (# of rejects / day)

Lead time 3 weeks

Safety

Ergonomics


Video 1 (Before Kaizen)


Wastes in Manufacturing

• Defective

products

• Overproduction

• Inventories

• Excess motion

• Processing

• Transportation

• WaitingLead time reduction is achieved by identifying and eliminating waste.


Work Station Design/Material Resupply


U-Shaped Cell with Supermarket

AisleE D C B AI H G F

A B C D

E

F

GHI

Waterspider


CNC OFFICE

NEW LAYOUT


Total Dist. Traveled = 16 ft

LEAD TIME = 8 HRS with MTO

4 days otherwise


Video 2 (After Kaizen & MTO)


Kaizen Results Achieved


Actual Achieveme

% Improvement

# of operators / day (all shifts) 13 7+Setup+WS+Supervisor = 10

Total operator cycle time

Output (units / day)

Productivity (units / hr / operator) 8.27 11.89 +44%**

Work in process inventory 9,055 pcs 100 -99%

Floor space 1,940 1,359 -30%

Setup time 75 sec 0 -100%

Quality (# of rejects / day)

Lead time 3 weeks 8 hrs -94%

Safety

Ergonomics

Line Name: 23X.5X 2.5" SS


23X.5X.2.5" SS Productivity

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

Month

Pcs/M

an

Hr

pcs/hour

avg. pcs/hour

13% 27%


Kaizen Event – Order Entry1/14 – 1/18


Scope

From order receipt through order shipment for orders received by the

distribution group.


Goals and Objectives • Tasks 80 %

• Decisions 50 %

• Delays 30 %

• Inventory 80 %

• Non Value Added 50 %


Old Layout & Workstation(s)


Takt - Time

= Available Time per Day / Customer Demand

per Year per Qtr per DayOrders 33,276 8,319 133Lines 138,056 34,514 550Avg. Lines / Order 4.15

Customer Service operates currently from 7.30 through 6.30 = 11 h

11 h x 60 min/h x 60sec/min = 39600 sec. available per day

39,600 sec /day 550 lines / day

Takt-Time = = 72 sec./ line


•Takt Time vs. Cycle TimeBar Chart

0 sec.

50 sec.

100 sec.

150 sec.

200 sec.

250 sec.

300 sec.

Standard

Order - Stock

Available

(58%)

Rush Order -

Stock

Available (5%)

Standard -

Config. Order

(14%)

Rush - Config

Order (2%)

Standard -

Spcl Pricing

found (1%)

Standard -

Spcl Pricing

not found (1%)

Standard -

w/out

Inventory

(14%)

Rush - w/out

Inventory (2%)

Standard - w/o

Item#/only

desc. (3%)

Takt Time


Old Process Map


•Old Process Map Summary


StandardKaizen

ObjectiveActual

Achivement%

ImprovementComments

Tasks 28 80%

Decisions 16 30%

Delays 5 50%

Inventory 2 50%

Value Added 25 sec

Non Value Added 35 sec 50%


New Process Flow

FaxStandard

order

Fax RushOrder

Enter OrDistribute

Open orderMaintiance

FixProblem

Enter Po#

EnterCustomer

#

Distribution

IndenifyCorrectShip to

Ship toaddress

ClickOk

CheckShip Via

andUPS

Account

EnterSpecial

Information

Open LineMaintiance

Identify Part# ,Customer#,Descriptio

n

EnterPart #

CIX-ref Add to

Database

ConfigItem

Special Only.30 sec type

rangeconnection

DoesItem

config

Is it aproblem

" C"Enter

Quantity

253328

710

IncorrectPrice"x"

131518

9Enter

anoter lineyes/no

ctrl-Lauto fax

filecustomer

Po31

34

34

24 4

1416

622

Enter newship to


New Process Layout


Kaizen Results Summary

Improvement Measurement

Before Kaizen

Standard

Kaizen Objective

Actual Achivement

% Improvement

Tasks 28 80% 16 43%

Decisions 16 30% 5 69%

Delays 5 50% 1 80%

Inventory 2 50% 1 50%

Value Added 25 sec

Non Value Added 35 sec 50% 8 72%

To be determined over next 30 days


Q & AQ & A

Thank YouThank You

pressure and temperature measurement lean implementation at wic (example – 2.5” ss pressure...

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