2. Planning Tools
Fourth Shift software was unable to support our Lean Initiatitve. The screen-shot shown above is
from a custom program of my own design called “Cal Plan” which allowed planners to manage
individual customer orders though various manufacturing processes.
After implementation of this tool, orders were tracked, before implementation they were “hunted down”
4. Outside Processing
After offering to help with Outside Processing, responsibility for control of
this process transferred from Purchasing to the Materials Department.
We instituted a number of changes to the process which decreased past
due orders and turnaround time.
5. Customer Service Levels
February through July was a struggle to gain visibility and control. We
finally gained traction in July/August after fixing enough of the problems
to begin seeing the impact.
Poway Service Levels
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
Line items shipping by Req Date
6. My Favorite Story:
It was during my third month at Poway that I was able to gather enough data to identify the
Fabrication Department as the major constraint. Investigation showed that there were a large
number of late work orders in this department. The conversation went something like this:
Tim: Just how many late work orders are there?
Response: Let me show you.
Tim: There’s 58 pages of late work orders here! What are we doing about this?
Response: But,Tim. There’s 58 pages. What can we do!
Before:
Late LateLateLate
7. Late Work Orders
It took several iterations of reconciliation, a redesign of the work center into
U-shaped cells and a reorganization of fabrication production staff, but we eventually
eliminated the 58 pages of late orders. The dispatch list shown above was my creation
which pulled data from Fourth Shift and organized into a readable format.
After:
8. Looking in the Wrong Places
The table shown above indicates workload at various stages in terms of sales dollars.
The major barrier in gaining traction was a mis-diagnosis of the true constraint. When I arrived, the
focus was on Assembly and Kitting. None of the data shown above existed. It wasn’t until I created
this overview that the real picture was visible and our focus redirected to Fabrication.
$486,000 Vs. $94,000
Perceived ProblemReal Problem
9. Production Planning
Setting goals and expectations had a tremendous impact.
Note the effect of the visibility by comparing the first few days of implementation with later
production rates.
10. Department Restructure
Before After
Positions Eliminated
•Flattened the Department structure.
•Shifted Parts Pulling to the Assembly areas eliminating the need for Stockroom Supervisors
•Pulled Outplant Processing into the Materials Organization
•Began work on dedicated “Plan for Every Part” and “Make Materials Flow” initiatives
11. Introduction of Lot Control
• Implemented, from scratch, a lot control and traceability system eliminating a barrier to
entering medical and military markets. I designed and led this implementation
