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Synopses of Black Belt Projects and Kaizens. Manufacturing, Lean, Freight Reduction, Material Conveyance, Recycling and Process Improvement, Supermarket Takt Time, JIT Kitting,
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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
61818 Toyota Sit Down
03044 Cat Stand-up
13804 Raymond Stand-up
24282 Raymond Stand-up
Kaizen
06095 Raymond Stand-up
02178 Cat Sit
67017 Toyota Sit Down
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
Deliver Parts to RH Side
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
4 Min Transition 0:15
Unload Parts from Train
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
19 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
Deliver Parts to RH Side
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
4 Min Transition 0:15
Unload Parts from Train
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
Opportunity for
consolidation
20 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
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
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
18 Min
17 Min
16 Min
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
13 Min
Load Sheet Metal
1:2512 Min
Select and Load Motor
1:45
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
11 Min
9 Min
Deliver Parts to RH Side
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 from Train
2:45
Pick Stn 420 0:20
Unload Parts 1:15
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
Transition 0:40
Move Train 0:15
Move to Aisle C06
Get Picks from Desk and
Sort
2:30Drive from Supermarket
1:25
Pick Stn 495
3:40
27 Picks
5 Min
4 Min
Transition 0:15
Unload Parts from Train
2:30Load Air End, Separator,
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
Drive from Supermarket
1:30
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
Load Sheet Metal
1:00Unload Parts 0:50
Move Train 0:20
Pull Air-end and Dryer
1:05
Transition 0:10
Pick Station 470
3:00
25 Picks
Move Train 0:20
Unload Parts 2:00
Supermarket Picking - Line Balance
Before: 2 Pickers (1 per Aisle)
After: 1 Picker (picks 2 aisles)
Able to reduce 1
parts picker
immediately.
21 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
Deliver Parts to RH Side
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
4 Min Transition 0:15
Unload Parts from Train
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
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)