Presented by Roy Vasher, WHIN Education Consultant, Purdue University Steve Dunlop, Managing Director of Dauch Center for DCMME & GSCMI Ananth Iyer, Senior Associate Dean, Purdue University Dr. Angus McLeod, VP of Coaching at AMA Hosted and moderated by Mark Graban This webinar is focused on manufacturing, but will have important lessons related to leadership and supply chain operations -- important issues in any industry these days. Listen to a quick preview: In this webinar, you'll learn: How focusing on Technology, Product, People and Process (TP3)are key to holistic management of pandemics through to the New Normal The role of Agility in keeping ahead of events Why and how communication can create trust or lose trust A psychological and work-culture ethos for opportunity, not threat Why now is the time to shift focus from fire-fighting to strategy How Infection control audit and measures leverage Value Stream Mapping (VSM) to reduce infection threats and helps us focus on efficacy enhancement, not just costs/wastes Why investing in technology is immediately a more affordable and strategic advantage then it was before the pandemic Why our multi-tasking tool helps during the pandemic and helps beyond the New Normal Why re-shoring strategies now make even more sense than they did prior to the pandemic

1. A TP3 Approach to Manage Manufacturing
Competitiveness After the Pandemic
Presented by
Mark Graban
Senior Advisor, KaiNexus
(Host)

2. Introductions
2

3. Ideas to consider
Manufacturing Opportunity
• Product – Supply Chain, Demand
• People – Enabling Change, Communication
• Process – Infection Control, Agility
• Technology – Facilitating Competitiveness.
3

4. Agenda
Manufacturing Recovery
- ? manage to minimize workplace infections
- ? Operate within a supply chain
• A Holistic Approach: T𝑃!
• - Technology, People, Process, Products
• For each element a) Concepts, b) Ideas/Decisions, c) Opportunities
• Summary.
4

5. Products and Operational Stages
Steve Dunlop
5

6. Product - Concept
• The first Stage is to manage productive operations during the pandemic. This applies to ‘essential’ businesses
that are permitted to operate and will have real concerns about virus transmission between employees.
• The second Stage is to manage during a shutdown of operations, while the pandemic-related ‘shelter-in-
place’ rules are in effect.
• The third Stage is a restart of operations, when the pandemic-related rules are relaxed; the situation moves a
little closer to a new normal.
6

7. Product - Ideas/Decisions
• Need to fully understand current and future Supply Chain
• Supply Side
• Business as we know it is going to change
• New product
• Replacement of current products
• New operations – methods, processes (see process section)
• Supplier diversification
• Demand Side
• Customer (demand) focus is changing
• Current and new customers mix
• Demand Forecasting
• How we produce items is changing
7

8. Business - Opportunity
• Introduction of new tactics for product development
• Upskilling of workforce
• Reshoring of production
• Core business changes
• New tool development
• Market Changes
• Capacity Utilization -- Change in produce mix
8

9. People & Communications
Angus McLeod
9

10. Communications, Building Trust
• Manage Communication for staff, families and supply-chain:
• Under promise & over deliver
• Follow-up
• Stay ahead of concerns
• Staff: reliability of infection layer, job-losses, p/time or f/time wages
• Customers/suppliers: keep in front of the news
• Involve families as a new normal
• Communicate, involve, support.
10

11. Likely Changes when back at Work
• More shifts (where not already 24/7)
• More space (where needed, e.g. meat processing)
• More non-ops people working from home, some or all days
• Smaller head-count (in many companies).
11

12. Emergent Needs in the New Normal
• Agile adaptation to infection-control advances
• Up-skilling in technology (dashboards, cobots, AR, VR etc.)
• Crisis Strategy: Learn-review-amend, learn-review-amend
• More multi-tasking to cover unexpected absences…
12

13. Multi-tasking Model
13

14. Upskilling
Byte-sized Learning
14

15. 15

16. Compete and Grow?
• Adopt ‘glass half-full’ ethos; opportunities, not threats
• Move from fire-fighting to strategic competitiveness
• Some operators may work remotely using A/V and controls
• Build an Agile team
• Demonstrably value people
• Training & Development (multi-tasking and new skills)
• Pay and Benefits
• Reward and Recognition.
16

17. VSMI to Mitigate Infection Risks
Roy Vasher
17

18. What is VSMI?
• VSMI is an acronym for Value Stream Mapping plus Infection risk
mitigation.
• The VSM methodology was initially used by Toyota to eliminate waste
and is now a vital tool that is used by Lean practitioners everywhere.
• A VSMI map provides a visual representation across the plant floor to
enable you to identify potential areas of Infection risk
18

19. VSM Material and Process Flow Map – Logical View
Factory Operations
19
Cycle Time 2 min
Workers 1
Scrap Rate 3%
Data Box
Cycle Time 2 min
Workers 2
Scrap Rate 1%
Data Box
Cycle Time 2 min
Workers 1
Scrap Rate 3%
Data Box
Cycle Time 2 min
Workers 1
Scrap Rate 3%
Data Box
Shipping
INV
Receiving
INV
Cutting Notch Form Weld Buff
NVA
VA
4 hr. 1 day5 min
2 min 2 min2 min 2 min
Types of Waste
• Transportation
• Inventory
• Motion
• Waiting
• Over Production
• Over Processing
• Defects
New Concern
• Infection Risk

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Factory Floor Flow – Aerial View – Prior Mitigation
Aisle
Aisle
Receiving
Shipping
Cutting Notch Form Weld Buff
Steel
Less than 6 Ft
Less than 6 Ft
20
Supervisor
Mobile worker
Two-way aisle way

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Factory Floor Flow – Aerial View – With Mitigation
Aisle
Aisle
Receiving
Shipping
Cutting Notch Form Weld Buff
Steel
Move Worker
21
AisleOne-Way
One-Way
Supervisor
Make aisles
one-way
Wear Sensor
Sensor to
Quarantine
incoming parts

22. Next VSMI Step
• CAD* Software Model
• Use a CAD type software to translate the VSM logical flow into an aerial view
of the factory floor using actual dimensions of floor plan as well as machines
and workstations.
• CAD software can be used to create a 3D view and used to simulate relocation
of machines and workstations
• Also, analyze traffic floor around the factory floor and redesign flow to keep
workers separated by 6 feet when walking around – for example create one-
way routes and either side of the wide aisles.
• Computer Aided Design
22

23. Future Opportunity
•Short-term: Introduction of Infection Mitigation may have a
negative impact on being “Lean” or efficient
•Future: Redesign the factory to not only be safe but more
efficient by strategic adoption of smart technology
23

24. Leveraging Technology
Ananth Iyer
24

25. Technology and Manufacturing Recovery
• Technology Adoption needs to be re-examined
• Economically feasible at lower volumes
• Scalable, Reconfigurable, decentralized choices
• Examples
25

26. Volume
Cost
Technology
Before Pandemic
labor unit cost
A
During/After
Pandemic labor
unit cost
B
Technology
C
Leveraging Technology to Recover from the Pandemic
26

27. Recovery and Technology - Think T𝑃!
• Cleaning Robots
• Assistive Robots
• Sensor based tracking and alerts (Bluetooth, RFID etc)
• Surface and object quarantines
• UV Technology and Virucidal cleaners
• Omnichannel
• Leveraging ML and AI (as appropriate)
• Video Analytics
• Digital Twins
• AR and VR
• Airflow Monitoring
• Remote Learning …….
27

28. Wrap-Up
Ananth Iyer
28

29. Ideas
•T𝑃!
- Technology, Product, People, Process
•Agility
- to adapt to Supply Chain demand and supply
•Glass half full
- has 50% more capacity to fill
29

30. A T𝑃!
Approach to Manage Manufacturing
Competitiveness After the Pandemic
30
Questions?
New Book – Available July 2020

31. Future Webinars
• Better Decision Making: Avoiding the
Conclusion Trap and Other Pitfalls
– July 8, 1 to 2:15 pm ET
– Dan Markovitz, author of The Conclusion Trap
– An interactive virtual workshop
– Register for a chance to win 1 of 3 copies
of his new book
www.KaiNexus.com/webinars

32. Future Webinars
• KaiNexus 2020 Mid-Year Product Update
– June 18, 1 to 2:00 pm ET
– Greg Jacobson, CEO of KaiNexus
– Ryan Rippey, Product Manager
www.KaiNexus.com/webinars

33. Other Resources
www.KaiNexus.com

34. Podcasts
• www.KaiNexus.com/podcasts
• Subscribe via:
– Apple Podcasts
– Google Play
– Stitcher
– Spotify

35. Q&A
• Web:
– www.kainexus.com
– blog.kainexus.com
• Webinars on Demand:
– www.kainexus.com/webinars
• Social Media:
– www.twitter.com/kainexus
– www.linkedin.com/company/kainexus
– www.facebook.com/kainexus Mark Graban
Senior Advisor, KaiNexus
Mark@KaiNexus.com