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Visual Factory


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Example of visual factory improvments implemented while at MBCI.

Published in: Technology, Business

Visual Factory

  1. 1. Visual Factory - Visual Aids: Critical to Quality Aspects, Good and Bad Examples A close up of the visual aid used to assist Visual aid for sink base sticker placement. operators on the proper placement of bumper Examples of acceptable and not acceptable. pads for doors. Note the quot;critical to qualityquot; Hour by hour chart to visually track green diamonds used. These are the same symbols used on the SOS sheets. performance to takt time.
  2. 2. Visual Factory – Visual Aids: Correct Part, Correct Assembly & Installation Characteristics Close up examples of acceptable and A visual aid of each type of rail is installed unacceptable quality related to drawer guide above the line. Good and bad examples of installation. These examples are critical to critical to quality examples are provided to quality call outs on the installer's SOS assist operators on the proper installation. instructions.
  3. 3. Visual Factory – Visual Aids: Proper Hole Drilling Selection. Bumper Pad Location & Quantity Visual colors on drill hole tooling instruct Specials area, trimmer station with operator on which drill guide to use based hardware & critical to quality bumper pad on overlay / cabinet style dummy front. placement visuals that illustrate placement specifications for different door types.
  4. 4. Visual Factory – Visual Controls: Restocking Level Indicators, Broom Board Controls Visual controls used to regulate the restocking inventory of drawer rails and other supplies at Color coded broom & dustpan board the trimmer station. A quot;two bin systemquot; is used controls storage location and picture to signal stockers to replenish screws, fasteners and other hardware components. controls storage methods.
  5. 5. Visual Factory – Visual Controls 5S
  6. 6. Visual Factory – Visual Controls 5S (cont.)
  7. 7. Visual Factory – Problem Solving Tool: Problem solving tool deployed for each supervisor area. Wall line problem solving board. 1) Identify the Specials area problem solving board. First problem 2) Determine root cause 3) Implement corrective action 4) Make it the new standard 5) problem has been identified and root cause Measure your effectiveness. Repeat process. Problems analysis method of 5Why has been chosen. identified from repair area FYI data tracking board.
  8. 8. Visual Factory – Performance at a Glance: Real time data collection used to drive problem solving and continuous improvement activities. Close up of the base line repair area. All known Assembly repair with hourly data tracking & failure modes listed with “write in” categories if instructions in standard SOS format. Data used to needed. Data collection includes all losses against calculate FPY & drive continuous improvement. takt time.
  9. 9. Visual Factory – Performance at a Glance: How are we doing? Where are we going? Plant-wide Score Board. Employee Satisfaction. Huddle board includes information about safety, incentive payout, cabinets per hour, first pass yield, Corrective action plan to improve bottom hpu, 5S, training matrix, last MPS assessment and five employee opinion survey categories. MPS gap analysis.
  10. 10. Visual Factory – Performance at a Glance: How are we doing? Where are we going? Visual Training Matrix (workforce flexibility). Benchmarking Gap Analysis. Training matrix for each area/supervisor, posted in Based on previous MPS assessment, a gap analysis area. Gives a visual interpretations of who is trained was performed in the categories of safety, visual and to what level in each area. Open circle = not workplace, standard work and workforce flexibility trained, 1 quad = in training / needs guidance, 2 needed to achieve an MPS level 4. Actions were quads = meets criteria not at takt, 3 quads = fully assigned and tracked to improve our scoring in trained, 4 quads = can train others. these categories.
  11. 11. One Piece Flow: Value Added at Point of Use (Cutting On-line) View from the lead build table. Wall tops and bottoms Another view from the lead build table, to operators are cut in sequence, at the point of use directly at the left. Wall end panels are cut on an upright saw in build assembly line and roll down to the lead build table to sequence, grooved on a table saw, drilled for shelf clip be assembled. Only 3 cabinets of SWIP needed! Note holes, and end grain painted. Only 12 cabinets of SWIP the 3quot; grid on the build table that is a staple placement needed, 7 of which is needed for end grain paint drying visual guide for the builder. time. Upright panel saw. Specialized saw to cut and notch wall tops & Table saw bottoms. w power feed.
  12. 12. One Piece Flow, Value Added at Point of Use (Cutting On-line) Wall line door hinger machines positioned directly on the assembly line at the point of use. Finished Wall line shelves are cut to length directly at the doors are removed from the cart and hinged right assembly line before the cabinet is packed using this before they are installed on the cabinet as it travels portable shelf saw. down the assembly line.
  13. 13. One Piece Flow, Value Added at Point of Use (Cutting On-line) Base line toe boards are cut to length directly on the Base line door hinge machine located directly on assembly line at the point of use, one at a time, in the assembly line. Doors are hinged in sequence sequence. This saw is portable has quick disconnect within takt time for each cabinet, 33 seconds at this electrical and dust collection capability and will also time. Note orange strip on the conveyor belt. This cut base shelves also. is the spacing used to quot;pacequot; the line to takt time.
  14. 14. Mistake Proofing & Problem Solving Results Poka-yokes used in hinge selection & visuals to As part of the problem solving process quot;Make it the new ensure proper hinge is stocked correctly. Boxes standardquot; visuals were added to the actual machine to open and close depending on overlay selection instruct technicians of change in tooling diameter needed to by the hinger machine. keep doors from cracking due to low moisture content.
  15. 15. Mistake Proofing & Problem Solving Results: Customer Complaint, Front of Wine Cube Drawer Front Had “Drill Through” Wine cube drawer box. Gauges and Wine cube Bottom of front attachment fixtures. front. gauge show evidence that we have drilled through these fronts on more than one Illustration of how the wine cube occasion. front, drawer box, and gauge are installed into the fixture.
  16. 16. Mistake Proofing & Problem Solving Results: Customer Complaint, Front of Wine Cube Drawer Front Had “Drill Through” (Cont.) Before After Build in stop is a poka-yoke This picture illustrates what will happen if the drill bit device to ensure stop collar were to slip and proper depth drill through the front of the every time. wine cube front. PN - 1560017 Collar would not stay tight! Causing to drill too deep! Drill hole placement fixture Drilling beyond this Wine cube front. Front is drilled to red line would the correct dept cause us to scrap 100% of the time this front. without generating scrap Front attachment for drill through. fixture. Another problem with this tooling was This picture illustrates how the newly there was not documentation to instruct developed drill bit (pn1560017) with the operator how deep to adjust the stop built in stop poka-yokes the process collar. and prevents the operator from drilling too deep and generating scrap.
  17. 17. Standard Work: Standard Operating Sheets (SOS) for Every Operator Individual SOS sheets for each operator. Daily Another example of posted SOS instructions, audits performed to ensure compliance to SOS. lockout requirements for the position, recent Also postings for quality alerts by operator as audit sheets and a list of authorized operators well as 5S audit and corrective tasks by operator. for this equipment.
  18. 18. Standard Work: Standard Operating Sheets (SOS) for Every Operator Standard operating sheets cover every Many times visual aids are included to aspect of an operators job including TPM complement the standard operating procedures, LOTO procedures, and quality sheets such as this visual to help requirements of the position. control proper packaging tape length.
  19. 19. Complete “Critical to Quality” Visual: Documented Quality Responsibilities Built into the Process Through Standard Operating Sheets. Quality Diamond Cabinet is a visual illustration of critical to quality specifications required for each person on the assembly line. The task number (i.e.. B2, B3...etc) refers to individual steps in each operator's SOS. These are the points in each operators process that check for a specific quality condition, or ensure a critical quality related task is completed. Each operator is color coded to show where and what each operator is required to check on an actual cabinet, pictures below.
  20. 20. Complete “Critical to Quality” Visual: Documented Quality Responsibilities Built into the Process Through Standard Operating Sheets. Quality Diamond Cabinet illustrates exactly where on the cabinet, by whom, and what step within each operator's SOS, a specific quality related task should be performed or checked to ensure cabinet meets specifications. This visual helps anyone wishing to know whom is responsible for a certain quality defect and to ensure quality is quot;built intoquot; the assembly process.
  21. 21. Shipping Strategy – Brent Cole Recent Successes “Packline Removal” BEFORE AFTER KINSTON OPERATIONS REVIEW