Crystal Award Winner


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Crystal Award Winner

  1. 1. Welcome to the Champion Door Division’s New Culture & Facility Winner of the Most Innovative Small Manufacturing Plant in the US. Plant Manager – Ron Baroni
  2. 2. New Facility & Culture <ul><li>The Company has committed 1 million dollars plus over two year period to help the Door Division increase Capacity and improve Speed thru the Facility thus reducing lead-times . </li></ul><ul><li>The new facility was Developed & Launched to Market Champion Door’s Pride in Manufacturing thru High Quality Products, Speed thru the Facility, Outstanding Housekeeping and New Management Culture. </li></ul><ul><li>The new facility provides Associates to take Ownership of their Work Cell. This Ownership translate into their taking responsibility for “building in “High Quality Work” vs Inspecting it in”, Maintenance of their Equipment, & Conformance to our Responsible Expectancies. </li></ul>
  3. 3. New Facility & Culture <ul><li>The Manufacturing Processes have been developed around the latest Manufacturing Techniques used by some of the most progressive Companies in the United States and Japan. Techniques such as: </li></ul><ul><ul><li>Lean Manufacturing </li></ul></ul><ul><ul><li>Value Stream Planning & Mapping </li></ul></ul><ul><ul><li>5S Program </li></ul></ul><ul><ul><li>Kaizen </li></ul></ul><ul><ul><li>Focused & Visual Factory </li></ul></ul><ul><ul><li>Kanban </li></ul></ul><ul><ul><li>Fool Proofing </li></ul></ul><ul><ul><li>Failure Mode & Effect Analysis (FMEA) </li></ul></ul><ul><ul><li>TPM </li></ul></ul>
  4. 4. New Facility & Culture <ul><li>The New Facility was Designed to: </li></ul><ul><ul><li>Increase Manufacturing space from 22,000 sq ft to 50,000 sqft. </li></ul></ul><ul><ul><li>Produce 50 Orders per day vs 23 Orders on a single shift. </li></ul></ul><ul><ul><li>Provide for a separate Shipping and Receiving dock to facilitate future growth of dedicated Door Trucks for deliveries to Affiliates. </li></ul></ul><ul><ul><li>Improve lighting in the facility from 28 ft candles to 107 ft candles allowing Manufacturing personal to Improve Outgoing Quality. </li></ul></ul><ul><ul><li>Provide for flexible electrical drops to facilitate movement of equipment for future process improvements and cost reductions. </li></ul></ul><ul><ul><li>Provide for Bulk Storage along only the facility perimeter vs in-process for ease of material movement and elimination of in-process aisle ways allowing more space for manufacturing equipment. </li></ul></ul>
  5. 5. New Facility & Culture <ul><li>The New Facility was Designed to (con’t): </li></ul><ul><ul><li>Provide True Cellular Manufacturing Cells coupled with Ergonomic design to promote High Quality, Quick thru-put and Associate Ownership of their Cell. </li></ul></ul><ul><ul><li>Promote Hourly & Salary Associate Pride in Manufacturing by eliminate all supplemental janitorial support and demanding a “pick up after yourself” + “Keep it Clean” environment thru out the facility. </li></ul></ul><ul><ul><li>Eliminate all Bells and Buzzers. Atomic clocks are positioned thru out the facility to ensure all the clocks are at the “same” time. </li></ul></ul><ul><ul><li>To eliminate the need to leave their Cells early & run upfront to the time clock to be first out. All Associates check in (before the shift) and out (after the shift) at the center of the facility. </li></ul></ul><ul><ul><li>Provide additional Assembly Capacity for Single & Multi-panel Orders via additional new equipment. </li></ul></ul>
  6. 6. New Facility & Culture <ul><li>The New Facility was Designed to (con’t): </li></ul><ul><ul><li>Provide a new Coating Process to improve Quality and increase Capacity by 43% on a one shift operation: </li></ul></ul><ul><ul><ul><li>Powered Conveyor System that operates at 7.2 ft per minute to improve productivity. </li></ul></ul></ul><ul><ul><li>Providing a new Coating Process to improve Quality and increase Capacity by 43% on a one shift operation (con’t): </li></ul></ul><ul><ul><ul><li>Fifteen parts carriers to provide easy access on all sides of materials to be coated. </li></ul></ul></ul><ul><ul><ul><li>Enclosed side-downdraft Pressurized Spray Booth to reduce dust on components during Coating and provides a clean environment for coating products vs the old open non pressurized paint booth. </li></ul></ul></ul><ul><ul><ul><li>A 12 color Coating Changer (expandable to 24) that allows us to go to 1 of any 12 colors in about 30 seconds. </li></ul></ul></ul><ul><ul><ul><li>Enclosed and Pressurized flash off tunnel and IR (80- Halogen Emitters) Oven that reduces dust on the parts and fully cures the coating in less than 5 minutes vs 45 minutes to an hour (to the touch) and 72 hours fully cured. </li></ul></ul></ul>
  7. 7. New Facility & Culture <ul><li>The New Facility was Designed to (con’t): </li></ul><ul><ul><ul><li>Enclosed Coating Kitchen: </li></ul></ul></ul><ul><ul><ul><ul><li>12 Colored Coatings purchased in 5 gal vs 1 gal containers providing a Cost reduction on Coating materials. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>White Coating purchased in 55 gal drums vs 5 gal pails providing Cost Reductions. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Continuous mixing, on demand availability of 13 colors for Spraying vs selecting each gal, mixing it, spraying, cleanup & put away of the coating materials. </li></ul></ul></ul></ul><ul><ul><ul><li>Provides a coating surface that is extremely hard preventing most scratching during the Assembly Process and during transportation / Customer Installation. </li></ul></ul></ul>
  8. 8. 3-5 Year Vision <ul><li>To provide Six-Sigma Quality, 100% on-time delivery and More “Value” for less for Champion Doors Door Assemblies, Manufactured within a Quick Response, Toyota Production System Culture Supported by Competent Salary Professionals and a highly motivated Self Directed Hourly Workforce. </li></ul>
  9. 9. The Planning Process The Toyota Production System – House Value Stream Planning & Mapping Microsoft Project Planning Tools
  10. 10. The Toyota Production System House The Foundation
  11. 11. Tools - Value Steam Mapping & Planning
  12. 12. The New Facility, Culture & Processes Flat Organizational Structure – two Layers between Hourly & CEO Coaching/Mentoring Management Style Performance Driven vs Seniority Driven Expecting Nothing less than Quantum Leap Improvements in Quality, Delivery, Cost Performance & Associate Morale. Weekly Individual & Monthly Department Rewards to Promote the Behavior we want to see. Americanized Toyota Production System. Clear Requirements – Visual & Written
  13. 13. Clear Process Requirements (Most Cells) Visual & Written Work Instructions (Sample of one Cell)
  14. 14. Visual - Safety Supplies & Cell Supplies Gloves & Glasses (A variety of Glove Types)
  15. 15. Packaging Supplies Metal Clips Banding Strapping
  16. 16. Proper Labeling Practices
  17. 17. Written - Final Packaging Process <ul><li>Final Box Single, Double & Transom Orders after Approval Sticker is Placed on the Unit (con’t): </li></ul><ul><ul><li>Final Box Singles (con't): </li></ul></ul><ul><ul><ul><li>Tape the Order Below the Fragile Label. </li></ul></ul></ul><ul><ul><ul><li>Write the Order Number And City on the top of the Fragile Label. </li></ul></ul></ul><ul><ul><ul><li>Place the Printed Box on Top of the Door with the Champion Name at the Top Portion of the Door. </li></ul></ul></ul><ul><ul><ul><li>Place a Strap across the middle of the Box, apply a Metal Clip and Pull Tightly on the Strapping to eliminate any slack. </li></ul></ul></ul><ul><ul><ul><li>Place the Box with the Label Side Out in the Singles Finish Goods Rack. </li></ul></ul></ul>
  18. 18. The New Facility & Processes One Piece, Inline, Repetitive Pull Process Flow Ergonomically Designed Cells “ Quality at the Source Process” - Pride in Manufacturing Visual Factory Associate Take Ownership of their Cell Tour Ready 24/7
  19. 19. Overview of New Facility
  20. 20. Organized Bulk Storage on 16’ High Racks & Wide Aisle to Safely Handle Large Items Neat & Well Organized
  21. 21. Ergonomic Designed Saw Cell – Visual Aids Circular Flow around Workbench for Raw Materials & Equipment to Minimize Walking with Antifatigue Mats Surrounding Bench
  22. 22. Ergonomic Designed Router Cell Neat and Organized Slabs Stored in the Cell for easy Retrieval.
  23. 23. “ State of the Art” Load & Unload Conveyor Driven Coating System Fifteen Single Carriers Designed to each Handle All Shapes & Sizes for the Order.
  24. 24. “ State of the Art” Coating Kitchen & IR Oven Plumbers Nightmare!! But Neat & Clean after two Years with and only 4 hours of unplanned Equipment Downtime. 80 Halogen Lamps Baking At 165 degrees F with Metal Racks Cool To the Touch.
  25. 25. Stain Storage Carts – Ergonomic Designed 360 degree Rotating Stain Cart Neat & Organized Stain Material Hand Staining using a Ergonomically Designed Stain Carrier
  26. 26. Loaded Stain Carts Before Stain & After
  27. 27. Stain Spray Booth & IR Oven
  28. 28. Organized Glass & Lite Frame Cell Well Organized Lite Frames By Style Role Model Cross Training Associates Role Model Cross Training Associates in Glass Assembly
  29. 29. Final Ass’y Doubles
  30. 30. Raw Material Storage & Clear Labeling
  31. 31. Neat & Clean Outside Docks
  32. 32. Adding Hourly Associate Value & Pride to the Process Ownership of Their Cell: Pride in High Quality Work, & Team Work Morning Huddle to Discuss Events, Issues & Today’s Plan. Promotion from within the Hourly Ranks to Salary Positions. Neat & Clean Breakroom & Outside Patio Room – Associate Pride Monthly Department Success - Celebration Lunches
  33. 33. Final Assembly Singles – Pride Label Every Order Gets a Personalized Pride Label signed by the Assembler
  34. 34. Morning Team Huddle Area
  35. 35. Promotions to Customer Service & Engineering from the Hourly Ranks
  36. 36. Clean & Neat Associates Breakroom
  37. 37. Clean & Neat Outside Patio Room
  38. 38. Celebration Lunch – Most Orders Shipped in a Month - April 2008
  39. 39. Window and Door Magazine Article
  40. 40. Window & Door has announced its 2008 Crystal Achievement Award winners. <ul><li>September 15, 2008 </li></ul><ul><li>Window & Door has announced its 2008 Crystal Achievement Award winners. Selected by a panel of judges representing all segments of the industry, the awards recognize significant innovations and achievements in window and door technology, manufacturing, and marketing. </li></ul><ul><li>&quot;When so many headlines are gloomy, it's a real pleasure to put the focus on new products and technologies that highlight creativity and ingenuity and the growth potential of our industry. Our Crystal Achievement Award winners this year are delivering some real new options to homeowners,&quot; says John Swanson, editor/associate publisher. </li></ul><ul><li>&quot;This year's winners also reflect the industry's willingness - and enthusiasm - to step up to the plate to meet the demands of the green building movement,&quot; notes Christina Lewellen, senior editor and coordinator of the award program. </li></ul>
  41. 41. Magazine Article <ul><li>Entry Doors In its entry door business, the reengineering process started five years ago impacted sales, installation, customer service, manufacturing and finance. It involved cultural and process changes coupled with moving into a renovated 50,000 square foot facility. Big gains in sales (+121 percent), quality (+39 percent), output (+89.4 percent), reduced labor costs (-9.6 percent) and improved delivery performance (+220 percent) were realized over 4 years. </li></ul><ul><li>Keys to the improvement were empowerment of the direct labor associates with the introduction of the Toyota Production System coupled with the addition of a state-of-the-art &quot;green-friendly&quot; infrared oven. </li></ul><ul><li>New coating equipment in the door plant helped improve quality and efficiency, as well as make the operation more environmentally friendly. Champion also implemented process improvements to improve organization and flow in the facility. With a transition from a classic form of management to a coaching/mentoring management style, Champion has worked to break down the layers of communication. Each hourly associate has been transitioned into a manufacturing professional with total ownership of their quality, safety, housekeeping, and attendance. This ownership is encouraged and rewarded. The door division has adopted the philosophy of &quot;building the quality in&quot; versus &quot;inspecting it in,&quot; along with a &quot;quality at the source&quot; process, which requires each cell to be a supplier to the next operation and a customer of the cell preceding them. Each cell has the right of rejection if the material does not meet specifications. </li></ul>
  42. 42. <ul><li>The company uses a pull-type manufacturing process with one piece, repetitive flow between 11 in-line manufacturing cells. Value stream planning and mapping developed the flow for the facility, with each cell then ergonomically designed to minimize all types of waste. The plant is completely visual (Visual Factory). Hourly associates use these indicators and move from cell to cell making each associate more productive. </li></ul><ul><li>The other key to improvements are the two conveyor-driven coating/stain infared ovens Champion invested in. These systems are electric and use no natural gas. They shut down immediately and fire up in a matter of minutes, using less energy than gas-fired systems with longer start up and shut down cycles. The curing time for coating on doors has also gone from 72 hours to less than 5 minutes, providing a hard surface that is more user friendly during final assembly and installation. </li></ul><ul><li>The coating booth has excellent ventilation and one spray gun for white and one gun on a color changer that can change between any one of 12 water-based, environmentally friendly colors in less than 30 seconds. This process has eliminated the need for setup and aligned the booth for one piece flow. </li></ul><ul><li>A second stain infared oven replicates the coating system but on a smaller scale. The company has reduced the hand-staining time by about 80 percent due to a new carrier that is ergonomically designed to be at the optimum position for the associate, thus increasing their dexterity during the shift, translating into higher quality. </li></ul>Magazine Article (con’t)
  43. 43. <ul><li>These new systems were installed in under four weeks and came up to speed quickly. Downtime on the system has been limited to four hours over a two year period. This was accomplished by using the kaizen principles and failure mode and effect analysis. FMEA breaks the system down by area and anticipates what can go wrong. The team then designs their way around it. This process brought together the equipment supplier, management and the hourly associates, bringing out the best each had to offer. It also transferred the responsibility of this equipment from the supplier directly to the work force. Thus, when the equipment was installed the hourly associates were right there to take ownership. </li></ul><ul><li>Although Champion invested in new equipment as part of the overhaul of its three operations, once again, our winner for Most Innovative Plant reflects the importance of people and processes in manufacturing. </li></ul>Magazine Article (con’t)
  44. 44. Thank You for Visiting our Door Division!!!! From: the Door Hourly Associates A special Thank You to all the Hourly & Salary Associates for their hard Work & Dedication for Making Champion Door a Division to be Proud of by Providing one of the Highest Level of Manufacturing & Customer Support Processes in the Industry.