Lean Manufacturing Brings Products Back from China

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Lean Manufacturing Brings Products Back from China

  1. 1. Lean Manufacturing Brings Products Back from ChinaA Case Study in Lean Manufacturing & Hidden Costs Presented by Tom Lawton, President ADVENT DESIGN CORPORATION Prepared for the IIE, South Jersey Senior Chapter No. 132 September 20, 2006
  2. 2. Current ParadigmAll Manufacturing Must Move Off Shore tobe profitable or competitiveCurrent country of choice is ChinaMove to China or Die
  3. 3. July 4, 2004: Consultant Urges Firms to Export Jobs!American firms risk extinction if theyhesitate to shift facilities to countries withlower costs.Senior executives conveyed low opinionsof American employees compared withlabor available abroad.Mid-level engineers in lower costcountries tend to be more motivated thanin the West.
  4. 4. Is this Paradigm True?Does this make intuitive sense?What do the hard numbers say?
  5. 5. Intuitive SenseTake your case to an extreme. Where isthe best place to manufacture somethingif I sell to a customer across the street?In my town?In this County?In this region?
  6. 6. Hard NumbersWhat is the most attractive thing about Offshore manufacturing (the present darlingbeing China)? Labor RatesIs this too good to be true?If this is true, how long might this be truefor?Is this enough?
  7. 7. China or USA?Discrepancy in labor rates are significantenough to make this an attractive optionfor many companies in many differentindustries
  8. 8. Case StudyToys in China
  9. 9. Case Study Toy Parts Bagging Lines The Original ChallengeInefficient operation inthe US.Good equipment, poorimplementation and pooroperation.Large manualcomponent in the finalpack out.More and morecomponents beingsourced in China.More and morepackaging beingsourced in China.
  10. 10. The move to ChinaMany locations domestic and overseaswere considered. China offered thegreatest cost savings.Cost savings was two-fold: Labor andcomponents. The inexpensive toycomponents that were used in the retailconstruction toys were best sourced inChina as well as the attractive multi-colored retail packaging.Corporate partner allowed access to theiralready established Chinese networkallowing a more efficient start-up without adifficult learning and break-in period.
  11. 11. China or USA? The current paradigmGoing to China is the future. Improving orshoring up a domestic operation is justputting a band-aide on a dying patient.This is what all the big companies aredoing, so who am I to buck that trend. Myinitial numbers seem very convincing andall these big companies must haveanalyzed this already. This must be theright decision.
  12. 12. China - Is this as good as it gets?Labor differential is already beginning to erode.Fully loaded costs were typically $0.50/hour asrecently as five years ago. Current fully loadedrates vary anywhere from $0.90/hour to$1.50/hour.Chinese Govt. revalued the Renminbi by 2.1% inJuly 2005 to forestall pressure by the U.S. to opentheir currency.Labor laws have been put in place over the last 10years but have been virtually ignored untilrecently and are still largely ignored.Environmental laws are beginning to take effectas China begins to recognize the scale and effectof industrial pollution throughout the country
  13. 13. What to Bring to China Potential Product Lines to bringRetail Products - High Volume, productsdefined well in advance of the selling year.Difficult to predict usage requirements.
  14. 14. Products considered for China continuedPromotional items: Large volumes, needto be very inexpensive, marketingcampaigns planned well in advance; Signoff on art work and final copy not doneuntil the eleventh hour.
  15. 15. Products considered for China continuedEducational Items: Low Volume, HighVariety, High product complexity; Longlead times acceptable.
  16. 16. Plan for China, Plan for USARetail products - all for China, costsavings far to great for USA operation toever compete.Promotional items - all for China, costpressure will dictate a Chinese operation.These are give-aways.Educational Items - all for US. Even ifChina is less, the volume is so low, marginfor error too great to move this componentof the operation to China. Additionally thedomestic operation would provide anemergency back-up the ChineseOperation.
  17. 17. China: The Anti-Lean
  18. 18. Lean ManufacturingFundamental Principle of Lean Manufacturing Any activity or action which does not add value to the product is a form of waste and must be eliminated or minimized.
  19. 19. The EIGHT WastesInventory (more than one piece flow)Overproduction (more or sooner than needed)Correction (inspection and rework)Material MovementWaitingMotionNon-Value Added ProcessingUnderutilized People
  20. 20. China: The Anti-LeanProduction in China is most efficient forlarger unit runs with little to no variety.Every market is moving to shorter runsand greater variety. Average Order sizecontinues to shrink.
  21. 21. China: The Anti-LeanChina works best with long lead timesManufacturers, distributors, and retailerswant increasingly shorter lead times. Thetop item on every sales managers wishlist is either shorter lead times or lowercosts, preferably both. Shorter lead timestend to mean more efficient operationsand lower costs.Lean operations continue to shorten leadtimes. Transportation from Chinamandates long lead times.
  22. 22. China: The Anti-LeanWe have built in a long, unresponsive leadtime in taking production to ChinaThis long lead time requires working to aforecast rather than building to customerorder. Operating in China is a return tothe past. A lean operation builds to order.
  23. 23. The EIGHT WastesInventory (more than one piece flow)Overproduction (more or sooner than needed)Correction (inspection and rework)Material MovementWaitingMotionNon-Value Added ProcessingUnderutilized People China: The Anti-Lean response to manufacturing in the early 21st Century
  24. 24. Worst candidates for a China MoveNew manufacturing operations for newcompanies.Seemingly the most enticing prospects -we have not yet set-up, there is nothing tomove. Let’s start-out in the optimalmanufacturing environment.
  25. 25. Death Knell for New VentureSetting up remote manufacturingoperations is difficult enough forestablished companies. Adding theburden of setting up a new company,introducing a new product, with new salesand distribution is a recipe for failure.Evolution of this new product as theneeds of the marketplace are betterunderstood will require tremendousflexibility. Flexibility that China can notoffer.
  26. 26. Candidates for relocating to ChinaEstablished Manufacturing Operationswith mature companiesCosts are well understood and theproducts are well understood. Largestproduct lines can be moved with greatsuccess. Cost benefits seem to be a slamdunk.
  27. 27. Or are they?Have we looked at all of the costsand have we considered the entire operation?
  28. 28. Issues with initial planTrying to create a viable (profitable) USoperation out of the lowest volume, lowestmargin product line was virtuallyimpossible. Running the lines better, andleaner eventually made these linesprofitable in and of themselves, but an initialbusiness plan based only on these lineswas not viable.One set of bulk retail products with noChinese components was carved out tosupplement this operation and make theoperation viable. Cost justification was theinsurance this domestic operation provided.
  29. 29. Challenges for the domestic operationCreate a leaner more efficient operation thatcan compete with China across the board inall product lines.
  30. 30. Approach to creating this competitive operationImprove the domestic operationUnderstand the true costs of operating inChina and the unique opportunities affordeda local, flexible manufacturing operation asopposed to an inflexible, but highly efficientcompetitor in China.
  31. 31. Putting our house in order Value Stream Map Lean Automation Quality Systems
  32. 32. Lean Manufacturing Concepts & Techniques UsedValue Stream Map *Flow: Setup Reduction, CellularManufacturing, Batch Size Reduction,Visual Workplace, Layout *Pull: Kanban Systems, Supply Chain Management, Point of Use *Others: Quality Improvement & Analysis *, Total ProductiveMaintenance, Training * * Used most frequently prior to Automation
  33. 33. Lean Techniques Used Before AutomationProcess Flow DiagramsSetup Time ReductionCycle Time Reduction to Produce SmallerOrdersQuality improvementVisual Workplace
  34. 34. SETUP TIME REDUCTION SETUP TIME REDUCTION TEAM MEETINGPROPOSED SETUP REDUCTION STEPS1. Separate the work that must be done while the press is stopped (Internal Functions) from the work that can be done while the press is running (External Functions)2. Create operating tables for external functions3. Pre-arrange dies, jigs, tools, fixtures, materials, etc.4. Pre-stage dies, jigs, tools, fixtures, materials, etc.5. Perform parallel operations – have more than one person working on the setup at the same time.6. Maintain dies in good operating order7. Maintain a clean, well-organized storage for detached dies and fixtures8. Standardize dies to eliminate adjustments9. Revolving car concept – Use a die cart with a turntable to unload the used die from the press then rotate the table to load the new die.10. Use fewer fasteners to attach the die to the press.11. Use quick-type fasteners to attach the die to the press.12. Do methods and time analysis on all elements of the setup. Then review for possible element elimination, combining or shortening.13. Standardize external setup functions. Operations for preparing dies, tool and materials should be made into routines and documented as procedures.14. Standardize internal setup functions. Operations for removing and installing dies, as well as making machine adjustments should be made into routines and documented as procedures.15. Keep records and use them. For every setup records should be kept, by machine number and die number, of any irregularities in the process and the timing. These records should then be reviewed by the team to determine if a change should be made to the standard procedures.
  35. 35. Moving Product Back From China The New ChallengeProduct cost less thandelivered cost fromChinaLogistical problems ofproduction in ChinaLead time issuesInventory problems
  36. 36. Hidden CostsVulnerability of the supply chain. SARS;Longshoremans strike; political volatilityMarket place reaction time - soft cost -what is this worth?Ability to make design changes
  37. 37. Hidden CostsManagement trips to China. If meetingsare once a quarter this is one month out ofthe officeTypically the manager does not travelalone.Illness resulting from travel
  38. 38. Hidden CostsQuality issues caught sooner in USA andare significantly less expensive to react to.More stateside overhead needs to beallocated to China operation.Loading and Unloading of hand stackedcontainers.Allocation of State Side “Back-up” SystemCosts (Operational or Air Freight) vs. Costof Lost Sales
  39. 39. New Cost ComparisonsEducational Products. Profitable to run inthe USA. Lead times have been reducedconsiderably. Costs per unit are down foreducational items compared to previousdomestic operation and initial set-up atAdvent.
  40. 40. New Cost ComparisonsPromotional Items. This was the firstsuccess story. The more efficient baggingoperation could compete with China,especially when transportation was addedinto the equation. Domestic was notalways the least expensive option but thecosts were very close. More importantly,China was never able to meet theschedules demanded by the promotionalcustomers.
  41. 41. New Cost ComparisonsRetail Products. This took longer.Operations were improved. Qualitysystems installed, overhauled, re-evaluated and overhauled again.Equipment upgraded to meet tighteroperational demands. Using only hardcosts only the domestic operation wasable to get to within 10 to 15% of China onmost products. Using soft costs, the firsttwo large retail items were awarded to thedomestic facility over China earlier thisyear.
  42. 42. Where Do We Go From Here? Establishing a cycle of continuous improvement Automated bag counting and weighing Reducing lead times and quality errors The challenge for the future is to better identify and quantify the soft costs and compete across the board on all products.
  43. 43. Where Do You Go From Here? Develop a Financial Model that incorporates all of the hard costs and as many of the “soft” costs as possible Determine the cost of “insurance”.
  44. 44. March 2005: Outsourcing study of Senior Manufacturing ExecutivesAt one year into their China outsourcingprogram 4% of companies rated themselves as“very satisfied”.For those that continued to invest in their Chinaoperation the satisfaction rate increased to only9% of companies after 5 years.Only those investing for longer than the 5 yearsfinally showed a satisfaction survey of 23%.Needless to say, the cost savings were not whatwas expected for the first 5 years, and for mosteven after that time the savings were far lessthan expected.
  45. 45. Questions to Ask as you develop your model? Do we need to be even or just within 10%? 15%? 20%? What is the cost of Supply Chain interruption? What is the cost of lost sales? How many more sales could be made with shorter lead times? What is the cost of excess inventory (too much of the wrong thing and not enough of the right thing)? Where and when does Automation fit into my plan? How do I grow from here? How does the Snapper/Wal-Mart story fit my company?
  46. 46. Most Important Question to Answer as you try to determine where best to manufacture your product….. Which path gives the greatest potential for long term viability and success, not just short term profit? Like any good teacher - answer yourself with a question - or better yet, two questions…. Where is the product used? Where can I control the product features and the product quality the best?
  47. 47. Q&A Tom Lawton, President Advent Design Corp. Canal Street & Jefferson Ave. Bristol, PA 19007Advent Design 800-959-0310 Corporation tom.lawton@adventdesign.com
  48. 48. Bill Chesterson CEO Automation & Product Design Advent Design 215 781 0500 Ext: 203 Corporation bill.chesterson@adventdesign.com 925 Canal Street Tom Lawton President Bristol PA, 19007 Contract Manufacturing 215 781 0500 Ext: 202 (P) 215 781 0500 (F) 215 781 0508 tom.lawton@adventdesign.comwww.adventdesign.com Frank Garcia Director Planning & Productivity 215 781 0500 Ext: 207 frank.garcia@adventdesign.com

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