Machining operations did not permit multi-tasking and product flow requiredmultiple moves due to poor flow

The correction of the product flow wouldtake time and would be done in steps.

The first steps would be to consolidate CNC machines so that the operator couldrun two machines. We would also removean old CNC that was obsolete and used for parts.

The next phase would be to purchase anew CNC machine that would be 4 timesfaster and would give us capacity to movesingle person machining operations to theCNC

Machining EvolutionDepartment 40

Before Lean Initiative clutter and poor flow impacted

quality and performance

After the first Lean Initiative, combining machine centers

doubled thru-put withoutadding cost

Elimination of manual machiningincreased thru-put three

fold over manual operations

Machining area now open and moved to thenew location to improveproduction flow and reduce materialHandling. This createsmore assembly space

The new location is closer to the die castarea and to the toolroom which conducts most set-ups

An additional benefit isthat the VF-3 can bemade available torepair molds.

We have modified two molds to date withgreatly improved molds

Originally this plate required a person to counter-sink 6 holes on a manual drill, with4 holes being one size and 2 holes being a different size

This fixture now allows one set-up to do all 6 holes in half the time, producing a more consistent counter-sink in the holes.

This fixture now permits us to cut 6 cam shellsper cycle on the CNC, whereas before we werecutting a single in manual operations

The result is a process that is a high quality partmade 4 times faster than the manual operationsthis method replaced,

Both of the tapping operations above, werein the old machining area, almost half a plant away.

These tapping operations are performedon parts that are die cast and now are no more than 50 feet from their origin

This drill operation wasin an independent operationin the machining area.

We moved this operation to be aninternal operation to the casting operation, reducing cost and foot print in machining

As we reduced the foot print required formachining by increasing load on the CNCequipment, we also worked in parallel tomove other machining operations closerto eliminate the amount of transport timeand frequency of moves.

This allows for a closer bonds and ownershipin the work force, as well as faster feed backin regards to quality.

It also permits a highly visual approach toinventory as the group works together andpull parts to the next operation creating anawareness of what is on-hand.

This in turn allows the team to visually see need to either work extended hours or drivethe need for creative solutions for productivity.