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Matt Hallead - Lean Projects Overview

The document describes various lean improvements made at Stanadyne and Woodward facilities. It discusses implementing value stream mapping, standardizing boards and visual management tools, conducting 5S events, improving organization and flow, reducing set up times, implementing kanban systems, and level loading production schedules. Metrics like travel distance, lead times, and changes overtime were used to measure improvements. Training on lean principles and culture change was also provided.

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Matt Hallead Continuous Improvement Coordinator (Change Agent) STANADYNE AREA LEAN KAIZEN
VALUE STREAM MAPPING (CURRENT STATE) 2
VALUE STREAM MAPPING (FUTURE STATE) 3
COMMUNICATION BOARD BEFORE AFTER • Multiple direction of board content • Consisted of lists of long-term projects with little momentum • Board not viewed as useful/little value to operators • Meeting participation low • Standard format by part number • Projects have direct impact on operators • Items are short-term and are addressed/removed • Top 3 voted by operators • Good attendance 4
TSUGAMI PRECISION MACHINING AREA • Lacked organization • No standard locations for rags, oil, toolboxes, etc. • In need of 5S event and engrained into the culture BEFORE 5
TSUGAMI PRECISION MACHINING AREA AFTER • Pumps, reservoirs & hoses off floor • Housekeeping improved – no rags or other items on top of feeders • Machine labeling • Standardized shop towel holder baskets on top of all machines 6
TSUGAMI PRECISION MACHINING AREA AFTER • Standardized tool holders and shelves for inserts, hardware & commonly used tools 7
SUSPECT MATERIAL RACK • Rack in the aisle – no designated location • Parts not dispositioned daily and accumulating • No visual management of defect reason • Set location for rack • Daily disposition of parts • Parts stored based on defect type • “Living Pareto” of defects - allows for better visualization of issues BEFORE AFTER 8
TOOLING & MRO RACKS • Point of use racks not well marked or maintained • No official location for racks • “Junk” inside bins • Min/Max quantities and reorder points not established • Machinists walking long distances to get many items • No centralized stock of MRO items BEFORE 9
TOOLING & MRO RACKS • Well laid out and identified • OEE Improvement (Increased Performance) – less machinist motion & downtime from searching for MRO items • Kanban reorder card system established for MRO items, including: gloves, filters, wipes, way oil, mops, hex wrenches • Tooling organized by part number and easily accessible from backside for ease of replenishment, FIFO and fast visual tool shortage review AFTER 10
WASH AREA • Same schedule every week, regardless of demand • No visual indicators for quantity of parts incoming to the area • Significant quantity of parts stacked on weak wire shelves • Area cluttered • Poor in/out pathways • No visual indicators of parts ready for next operations • Fixture and tray locations not labeled BEFORE 11
WASH AREA • Gravity racks realigned to provide FIFO • Area organized and more open • Signage updated • Flow racks with “overflow” in center – centralized for operator • Provided visual indicator of inventory status AFTER 12
WASH AREA • Automated Excel Heijunka schedule for daily quantities and changeovers for Wash – reduction in batching mentality & continuous flow of product • Outgoing locations defined for next operation • Priority cards created if Product Manager needs to alter the level loaded schedule • Updated from weak wire racks to sturdy steel shelves AFTER 13
ECD AREA • Bottleneck operation with same schedule every week, regardless of changes in demand • No visual indicators for quantity of parts incoming to/outgoing from the area • Area cluttered • SMED event needed to reduce changeover time from 15 minutes • Operator motion waste picking up and delivering parts and fixtures BEFORE 14
ECD AREA AFTER • Automated Excel Heijunka schedule for daily quantities and changeovers for ECD – reduction in batching mentality & continuous flow of product • Visual indicators for quantity of parts incoming to/outgoing from the area • Area organized • SMED event succeeded in reducing changeover time to 6 minutes 15
PRODUCTION STATUS Daily Target BEFORE AFTER • Poor to no visual or accurate way to determine daily performance • Significant upgrade to Visual Factory/Management • Machining/Sort/Finished Goods Kanban boards established • Standardized work created and operators trained on how to fill in the board • Provides visual indicator of parts produced to target during Gemba walks • Level loaded schedule drives simple magnet adjustment to all boards • Balanced workload, production smoothing & right-sized inventory 16
• Weekly meetings with action registers stored electronically AREA IMPROVEMENT TEAM • Team votes on Top 3 action items for each item number • Actions and their tasks are transferred to dry erase boards located directly next to machining operations • Machinists update on progress of tasks/issues in real time • Creates cross-team and cross-shift communication mechanism BEFORE AFTER 17
PART STORAGE • Sturdy steel shelves • Well labeled • Costly quality spills avoided BEFORE AFTER • Weak wire racks • Unlabeled • Potential quality spill 18
PACK STATION • Area cluttered • Nothing labeled • Task lighting is poor • Manual ergonomic height adjustment system broken • Area organized – clear bins labeled • Overhead lighting • New electric ergonomic table & workbench • Minimized table space AFTERBEFORE 19
GENERAL HOUSEKEEPING • Much clutter in the area • No assigned locations Defined locations for: • Teamroom supplies • Housekeeping equip. • Lockers for operators • Floor scrubber AFTERBEFORE 20
Matt Hallead • Senior Cost Accountant • Continuous Improvement Specialist • Operations Supervisor • Continuous Improvement Manager WOODWARD CONTRIBUTIONS
GREENVILLE, SC: SWOZZLE KAIZEN Balanced Flow in Swozzle Cell • Generate 1-piece flow standard work that could be followed to meet varying takt times • Time studies conducted- Current State: 11 operations totaling 94 minutes of cycle time • Created basic swimlane chart • Needed to alleviate the number of ERP data transactions: time keeping, inventory & quality records • Future state: Savings of 144 minutes for every 36 parts, simply by moving from (12) 3 piece work orders to (1) 36 piece work order and having the members enter their time at the end of each work order/shift, we could save 97.3 minutes 22
GREENVILLE, SC: SWOZZLE KAIZEN • Bar code scanning technology added • Serial number sheet to stamp off operations vs. ERP system • Reduction in manual transactions equates to $4000 yearly savings alone • 1 manual labor transaction/day/member • Utilized material backfilling to issue inventory • Curtain quantities for in-line standard WIP kanbans • Combined some operations (sand, install pins, cmm) • Created a Yamazaki Board, using magnets for each individual process step • Yamazaki Board is helpful in that it can be altered to meet varying takt times • Produced standard work for each member and their movement through the cell 23
GREENVILLE, SC: SWOZZLE KAIZEN Other improvements included: breaks and lunches at a consistent time, standard work for cell startup, permanent FIFO kanban locations on pedestals, utilized second robotic welder (bottleneck process), SMED event for Robotic Weld, removed batching mentality in the FPI line, and standard work for rework parts coming back through the cell. 24
ZEELAND, MI: MIXED MODEL SUB KAIZEN Current State: The Mixed Model Subassembly low volume/high mix processes (100+ items) were spread throughout the South Building. There was very little continuous flow to any of the processes, which were very departmentalized. The processes were so far away from each other that no one understood what the upstream process needed. This led to batching at most operations. X-Ray & FPI Furnaces Braze Assy EB Weld Tips & Valves Precision Machining Material Storage Machine Shop Flow PT Tig Weld Mixed Model Top Assembly Cell 25
ZEELAND, MI: MIXED MODEL SUB KAIZEN Current State: Spaghetti diagrams were created from the highest volume products. This gave a baseline for the major programs to measure changes against. In this example, a CF34-3A support subassembly for Canadair regional jets came in at 1,462 feet from start to finish. 26
ZEELAND, MI: MIXED MODEL SUB KAIZEN Future State: In order to reduce travel, paradigms needed to be shifted. This meant moving away from large vacuum braze furnaces to small inline induction furnaces, moving from film radiography to inline digital x-ray and inline FPI lines. Also moved EB Weld and Braze Assembly inline. Many iterations of potential cell layouts were produced. Each was analyzed for variation to original spaghetti diagram travel distances and continuous product flow. 27
ZEELAND, MI: MIXED MODEL SUB KAIZEN Future State: Purchased (2) inline induction braze furnaces, (1) EB Welder + 2 moved from prior area, (1) digital x-ray, and (1) inline FPI line. The only time parts leave the cell is if a stress relieve is needed. Rearranged all processes for maximum travel reduction and flow. Added FIFO in/out racks for each station and point of use inventory where needed. This created a major reduction in shop floor space consumption, which was becoming a premium at this location. Tips & Valves Precision Machining Mixed Model Subassembly Cell Machining, EB Weld, Braze, PT, X-Ray, FPI, Preflow Mixed Model Top Assembly Cell Stress Relieve 28
ZEELAND, MI: MIXED MODEL SUB KAIZEN Future State: Lean transformation reduced travel distance on the CF34-3A from 1,462 feet to 374 feet, a 74% reduction. Centralized departmental bottlenecks (shared resources) were removed by adding those operations inline, creating continuous flow vs. prior batch processing. In turn, this lead to significant reductions in lead times. Ex. CF34-3A from 18 days to 5. 29
LEADING PERFORMANCE TEAMS Goal: Remove organizational silos and introduce team based CI/problem solving • Manufacturing Teams created to drive each area as a it’s own business, with the team making decisions on how to be successful • Includes: Operations Supervisor, Manufacturing Engineer, Materials Planner, Quality Assurance • These members were previously seated within there internal organizational groups. Ex. All materials planners sat together = silo • Leading Performance Teams are placed directly on the shop floor in a glass cubicle to reduce noise • Allows easy access by direct employees to initiate quick problem solving for daily issues • Collaboration work surface has a large roll of butcher paper that can be used for team problem solving • Glass marker board with clear background 30
LEADING PERFORMANCE BOARDS 31 Safety • Current Safety Incidents (Cell & Plant Level) • OSHA Recordables Trend Quality • Quality Escapes (Cell & Plant Level) • Quality Turnbacks Delivery • OEM On-time Delivery • Daily Production Rate Responsiveness • Overhaul On-time Delivery • Specific Program OH Delivery Trend • CAR Status Report Cost • COPQ % of Sales • Current Scrap & Rework Issues • Days for NCR’s to be Closed CI/Lean • Inventory Lead Time • Member CI Ideas Implemented • CI Improvement Plan • Support Team Photos • Support Team Training Matrix Daily standup meetings at the beginning of each shift give the direct members access to cell performance. Boards used to highlight strengths and weaknesses on daily management walks.
LEADING PERFORMANCE CLINICS 32 Example Only Example Only Leading Performance Board Cell Triage • Microscope • Lighted Magnifier • X-ray Inspection LIght • Measuring Instruments • Computer Nonconforming Parts for Engineer Disposition Nonconformances for Scrap or Rework Final Signature Parts for delivery back into Production Parts Requiring Further Review Start
QUALITY CLINIC Clinic Strategy – Focus on Quality and Customer • Physical room on the manufacturing floor that aids team problem solving • Rapid containment, screening and communication of nonconformances resulting from Customer Returns, Internal Escapes and Supplier Defective Material • Drive relentless root cause analysis and high level mistake proofing on problems that disrupt the value streams • Provide a systemic problem solving approach to identify and track product and process escapes and implement solutions • Drive lessons learned to similar processes and products Subject Headers: Events Status Board → Escape Notification → Steering Team → Project Log In → Problem Definition → Material Trace → Process Walk → Fishbone → 5 Why → Choose Counter Measure → Communicate CM to Customer → Mistake Proofing → Counter Measure Verification (90 days) → Project Closure → Subsequent Lot Verification → Metrics 33
CULTURE INTO ACTION TRAINING Led Culture into Action training for all Woodward Zeeland membership (250+) • Focused on changing the mindset of the membership into one driven by continuous improvement • Philosophical topics included: Why are we here?, listening to your customer (internal/external), understanding stakeholders, using candor with care • Lean topics included: bridge to lean excellence, emotional change curve, learning/fear zone, 5S, 7 deadly wastes, Gemba walk, batch/push vs. pull/flow, level loading, 5 whys, Fishbone diagram, standard work, spaghetti diagrams, A3 problem solving, visual management, theory of constraints 34
CULTURE INTO ACTION TRAINING Culture into Action training also included many activities and simulations • 5S simulation • Simple simulation which helped teach each of the 5S’s (Sort, Set in Order, Shine, Standardize, Sustain) • Members were given a time limit to find number 1-49 in order. After each round, a new S was introduced, making the simulation easier and easier. • Lego simulation • Round 1: Straightforward Lego assembly, which included batching, push, non-value added activities and much waste. • Round 2: Members asked to refine the process based on their class teachings and remove as much waste as possible. Implement 1 piece flow, cross-training & kanban system. 35
LEAN VISION EXAMPLE Phased approach to Lean rollout. Each phase has subset categories that need to be completed. Large format printed and placed in the facility for all members to see. Leads to the ability to measure success in smaller pieces. Next slides show actions to complete each subset. Subsets and actions vary based on facility needs. 36
LEAN VISION: INFRASTRUCTURE 37
LEAN VISION: LEAN FACTORY 38
LEAN VISION: LEAN ENTERPRISE 39
HOSHIN PLANNING MATRIX Led the development of the Zeeland, MI & Greenville, SC facilities Hoshin plan. Focused on creating strategies to fulfill division and corporate goals. 40
ALIGNMENT GRID: LOCATION OBJECTIVES Once the Hoshin plan is created, a responsibility matrix (RACI) is produced to assign those who are responsible & accountable. 41
ALIGNMENT GRID: TARGETS TO IMPROVE Once the RACI is completed, Closest to the X matrix (Key Priorities) is produced to visualize which strategies are most important to the organization, which aids in setting personal priorities. 42
ALIGNMENT GRID: SWIMLANE Swimlane created to show quick visual of alignment of objectives, focus areas and functional groups. 43
GREENFIELD EXERCISE • Offers a team-based approach for corporate downsizing, after all other cost saving initiatives have been exhausted • A goal for cost saving is not discussed, this is an opportunity for management to change their organization to be more efficient and streamlined • Provides grounds to think outside the box and understand amongst the management team, how strengths of team members would be beneficial in other positions/ departments • Perfect time to create Leading Performance Teams • A current state organization chart is created for all salaried members on craft paper with each member having a 4”x6” note card • These cards are the removed and placed on the parking lot board 44
GREENFIELD EXERCISE • A member is then taken from the parking lot and discussed amongst the whole team • Provides a chance for other managers to give their insight on the members strengths and weaknesses • The team, as a whole, decides the future position for the member or if they remain in the parking lot • A new future state organization chart is produced • The parking lot is given to top management and accounting to derive cost savings • If cost savings goal is not realized, the process is repeated or management must provide justification for their new group • Set date and direct managers do layoffs in person with consistent message to all those affected 45
ENTIRE PLANT RELAYOUT EXERCISE 46 • Led team of Managers and Manufacturing Engineers in brainstorming process of potential future state of the facility • Worked through varying ideas of cellular layouts to best utilize process flow • Final plan was continuous flow with receipt of material in North and shipping out of South • Included outside the box thinking of building into the center parking area with second story for offices if needed, as the plant was land locked by another business
MEMBER REVIEWS Measured on: Job Knowledge & Skills, Ethics & Integrity, Quality & Six Sigma, Communication Skills & Teamwork, Dependability, Performance Based Results • Proponent of thorough performance reviews • Nothing should ever be a surprise in the review - take care of the problem when you see it and congratulate wins on the spot • Bi-weekly 1-on-1’s allow for open dialogue with employees 47
Matt Hallead • Continuous Improvement Manager CI ESSENTIALS
LEAN TOOLS - CAPACITY PLANNING Created spreadsheets for every area of the plant, with download data from MRP system, which drove near precision capacity planning data. • Member input data: Member names, job position, shift, hours/day, work area, historical sick/bereavement/vacation • Available time input data (hours): Normal shift & overtime, less: shift overlap, break, planned downtime, productivity & business days per month • Forecasted time input data: part number, monthly demand, hrs/piece historical data by individual routing operation • Output data by job description/area/machine: members needed, forecasted hours needed, available vs. forecast variance for members and hours 49
LEAN TOOLS - QUEUEING THEORY • Mathematical equations used to analysis queues, or parts waiting in line. • Used to make theoretical predictions, based on multiple inputs: • Process time • Number of operators • Arrival times • Arrival quantities • Throughput • Law of diminishing returns used to set goals 50
LEAN TOOLS – 5S • Cornerstone of any Lean Enterprise – starting point for any lean transformation • 5S is a structured approach to getting a workplace cleaned up, organized, standardized -- eliminating waste materials and wasteful practices, and then sustaining the improvements that were made • The most cost effective lean technique • The result is that more time is spent productively and less time is wasted finding needed tools and materials 51
LEAN TOOLS – POINT OF USE INVENTORY • Storing inventory at the point where it will be used • Reduction in warehouse space or secondary location • Allows for a quick visual of inventory quantities • Visual management also lends to a better understanding of ordering too much or too little • Drives down inventory costs, because there is less space to hold inventory and is therefore more scrutinized • Having secondary locations and warehouses creates a need for whole new processes. Someone has to manage the location, replenish the line, build twice the racking and shelving, and update additional labels or kanban cards with each change. 52
LEAN TOOLS – VISUALS AIDS 53 • High quality vinyl signs applied to corrugated plastic • Overhead signs for each cell and every entrance to the cells • Overhead signs for each Leading Performance Team • Signs for Part/Engine/Plane – informing employees about what they’re producing
LEAN TOOLS – VISUALS AIDS 54 • Marking all pipes and lines, so there is no second guessing during maintenance activities • FIFO racks for quick visual of inventory and setting priorities • Indicators on gages show instantly if machines are running in good condition • Overhead operation signage for part/ people movement
LEAN TOOLS – VISUALS AIDS 55 • Touch screen television placed at centralized locations within each cell. • Automatically updated every hour with pull from ERP database • Includes: • Level loaded schedule and attainment by operation • Cost – inventory metrics • Safety – charts and incident reports • Quality – charts and alerts • Delivery – metrics and schedules • Responsiveness – Overhaul metrics • Productivity – cost savings initiatives
LEAN TOOLS - PROJECT REPORT OUTS 18”x24” printed Project Report Outs, placed in multiple areas of the facility, showing the use of Lean Six Sigma toolbox. Helps members understand the use of the tools and engrains Continuous Improvement in the culture of the organization. 56
LEAN TOOLS – WORK STATIONS All Metal Designs, Inc. • Ergonomic work stations • Operator Adjustability • Manual hand crank • Electric • Modular Design • Heavy Duty Construction • Completely preassembled • Ability to add many features, including: • Casters • Tilt table top • Steel, maple or laminate table top • Overhead lighting • Tool balancer & trolley • Bin rails • Whiteboards & corkboards • Drawers • Shelves • Swivel arms • Computer & monitor stands 57
LEAN TOOLS – FIFO RACKS Unex Span-track • High visibility and accessibility for SKUs of varying shapes and sizes • Organized and condensed inventory • Less travel time on the pick line • Maximum space utilization • Features: • Full width roller lanes for better surface contact and even weight distribution • Optimized product flow • Eliminates hang-ups • Comes in various widths/heights • Many varieties of track: roller, hex hub & skatewheel 58
5S TOOLS – VINYL SIGNMAKER Visual Workplace Inc. for making signs • Signs on demand • Signs of all sizes • Signs inexpensively • Many colors of sign board and vinyl 59
5S TOOLS – LABEL MAKER Brady BBP31 Label Maker • Labels on demand • From ½” to 4” label stock • Stand alone operation, no PC needed • Simple to use with little training needed • Walk up and print ease of use, helps everything that needs labeling actually gets labeled • 8 ribbon colors • 13 different label materials in 16 different colors 60
5S TOOLS - LIGHTBOX PlaSteel Lightbox for creating plastic tooling trays. • Simple 1,2,3 system: take picture of tools in lightbox, send digital file to PlaSteel, receive tool trays • No more handcutting foam • Every tray is custom made • Short lead time • System is mobile – can be brought to the area • Up to 29x39 ID, but can combine multiple photos • A PLACE FOR EVERYTHING AND EVERYTHING IN ITS PLACE 61

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Matt Hallead - Lean Projects Overview

  • 1.
  • 2.
  • 3.
  • 4.
    COMMUNICATION BOARD BEFORE AFTER •Multiple direction of board content • Consisted of lists of long-term projects with little momentum • Board not viewed as useful/little value to operators • Meeting participation low • Standard format by part number • Projects have direct impact on operators • Items are short-term and are addressed/removed • Top 3 voted by operators • Good attendance 4
  • 5.
    TSUGAMI PRECISION MACHININGAREA • Lacked organization • No standard locations for rags, oil, toolboxes, etc. • In need of 5S event and engrained into the culture BEFORE 5
  • 6.
    TSUGAMI PRECISION MACHININGAREA AFTER • Pumps, reservoirs & hoses off floor • Housekeeping improved – no rags or other items on top of feeders • Machine labeling • Standardized shop towel holder baskets on top of all machines 6
  • 7.
    TSUGAMI PRECISION MACHININGAREA AFTER • Standardized tool holders and shelves for inserts, hardware & commonly used tools 7
  • 8.
    SUSPECT MATERIAL RACK •Rack in the aisle – no designated location • Parts not dispositioned daily and accumulating • No visual management of defect reason • Set location for rack • Daily disposition of parts • Parts stored based on defect type • “Living Pareto” of defects - allows for better visualization of issues BEFORE AFTER 8
  • 9.
    TOOLING & MRORACKS • Point of use racks not well marked or maintained • No official location for racks • “Junk” inside bins • Min/Max quantities and reorder points not established • Machinists walking long distances to get many items • No centralized stock of MRO items BEFORE 9
  • 10.
    TOOLING & MRORACKS • Well laid out and identified • OEE Improvement (Increased Performance) – less machinist motion & downtime from searching for MRO items • Kanban reorder card system established for MRO items, including: gloves, filters, wipes, way oil, mops, hex wrenches • Tooling organized by part number and easily accessible from backside for ease of replenishment, FIFO and fast visual tool shortage review AFTER 10
  • 11.
    WASH AREA • Sameschedule every week, regardless of demand • No visual indicators for quantity of parts incoming to the area • Significant quantity of parts stacked on weak wire shelves • Area cluttered • Poor in/out pathways • No visual indicators of parts ready for next operations • Fixture and tray locations not labeled BEFORE 11
  • 12.
    WASH AREA • Gravityracks realigned to provide FIFO • Area organized and more open • Signage updated • Flow racks with “overflow” in center – centralized for operator • Provided visual indicator of inventory status AFTER 12
  • 13.
    WASH AREA • AutomatedExcel Heijunka schedule for daily quantities and changeovers for Wash – reduction in batching mentality & continuous flow of product • Outgoing locations defined for next operation • Priority cards created if Product Manager needs to alter the level loaded schedule • Updated from weak wire racks to sturdy steel shelves AFTER 13
  • 14.
    ECD AREA • Bottleneckoperation with same schedule every week, regardless of changes in demand • No visual indicators for quantity of parts incoming to/outgoing from the area • Area cluttered • SMED event needed to reduce changeover time from 15 minutes • Operator motion waste picking up and delivering parts and fixtures BEFORE 14
  • 15.
    ECD AREA AFTER •Automated Excel Heijunka schedule for daily quantities and changeovers for ECD – reduction in batching mentality & continuous flow of product • Visual indicators for quantity of parts incoming to/outgoing from the area • Area organized • SMED event succeeded in reducing changeover time to 6 minutes 15
  • 16.
    PRODUCTION STATUS Daily Target BEFORE AFTER •Poor to no visual or accurate way to determine daily performance • Significant upgrade to Visual Factory/Management • Machining/Sort/Finished Goods Kanban boards established • Standardized work created and operators trained on how to fill in the board • Provides visual indicator of parts produced to target during Gemba walks • Level loaded schedule drives simple magnet adjustment to all boards • Balanced workload, production smoothing & right-sized inventory 16
  • 17.
    • Weekly meetingswith action registers stored electronically AREA IMPROVEMENT TEAM • Team votes on Top 3 action items for each item number • Actions and their tasks are transferred to dry erase boards located directly next to machining operations • Machinists update on progress of tasks/issues in real time • Creates cross-team and cross-shift communication mechanism BEFORE AFTER 17
  • 18.
    PART STORAGE • Sturdysteel shelves • Well labeled • Costly quality spills avoided BEFORE AFTER • Weak wire racks • Unlabeled • Potential quality spill 18
  • 19.
    PACK STATION • Areacluttered • Nothing labeled • Task lighting is poor • Manual ergonomic height adjustment system broken • Area organized – clear bins labeled • Overhead lighting • New electric ergonomic table & workbench • Minimized table space AFTERBEFORE 19
  • 20.
    GENERAL HOUSEKEEPING • Muchclutter in the area • No assigned locations Defined locations for: • Teamroom supplies • Housekeeping equip. • Lockers for operators • Floor scrubber AFTERBEFORE 20
  • 21.
    Matt Hallead • SeniorCost Accountant • Continuous Improvement Specialist • Operations Supervisor • Continuous Improvement Manager WOODWARD CONTRIBUTIONS
  • 22.
    GREENVILLE, SC: SWOZZLEKAIZEN Balanced Flow in Swozzle Cell • Generate 1-piece flow standard work that could be followed to meet varying takt times • Time studies conducted- Current State: 11 operations totaling 94 minutes of cycle time • Created basic swimlane chart • Needed to alleviate the number of ERP data transactions: time keeping, inventory & quality records • Future state: Savings of 144 minutes for every 36 parts, simply by moving from (12) 3 piece work orders to (1) 36 piece work order and having the members enter their time at the end of each work order/shift, we could save 97.3 minutes 22
  • 23.
    GREENVILLE, SC: SWOZZLEKAIZEN • Bar code scanning technology added • Serial number sheet to stamp off operations vs. ERP system • Reduction in manual transactions equates to $4000 yearly savings alone • 1 manual labor transaction/day/member • Utilized material backfilling to issue inventory • Curtain quantities for in-line standard WIP kanbans • Combined some operations (sand, install pins, cmm) • Created a Yamazaki Board, using magnets for each individual process step • Yamazaki Board is helpful in that it can be altered to meet varying takt times • Produced standard work for each member and their movement through the cell 23
  • 24.
    GREENVILLE, SC: SWOZZLEKAIZEN Other improvements included: breaks and lunches at a consistent time, standard work for cell startup, permanent FIFO kanban locations on pedestals, utilized second robotic welder (bottleneck process), SMED event for Robotic Weld, removed batching mentality in the FPI line, and standard work for rework parts coming back through the cell. 24
  • 25.
    ZEELAND, MI: MIXEDMODEL SUB KAIZEN Current State: The Mixed Model Subassembly low volume/high mix processes (100+ items) were spread throughout the South Building. There was very little continuous flow to any of the processes, which were very departmentalized. The processes were so far away from each other that no one understood what the upstream process needed. This led to batching at most operations. X-Ray & FPI Furnaces Braze Assy EB Weld Tips & Valves Precision Machining Material Storage Machine Shop Flow PT Tig Weld Mixed Model Top Assembly Cell 25
  • 26.
    ZEELAND, MI: MIXEDMODEL SUB KAIZEN Current State: Spaghetti diagrams were created from the highest volume products. This gave a baseline for the major programs to measure changes against. In this example, a CF34-3A support subassembly for Canadair regional jets came in at 1,462 feet from start to finish. 26
  • 27.
    ZEELAND, MI: MIXEDMODEL SUB KAIZEN Future State: In order to reduce travel, paradigms needed to be shifted. This meant moving away from large vacuum braze furnaces to small inline induction furnaces, moving from film radiography to inline digital x-ray and inline FPI lines. Also moved EB Weld and Braze Assembly inline. Many iterations of potential cell layouts were produced. Each was analyzed for variation to original spaghetti diagram travel distances and continuous product flow. 27
  • 28.
    ZEELAND, MI: MIXEDMODEL SUB KAIZEN Future State: Purchased (2) inline induction braze furnaces, (1) EB Welder + 2 moved from prior area, (1) digital x-ray, and (1) inline FPI line. The only time parts leave the cell is if a stress relieve is needed. Rearranged all processes for maximum travel reduction and flow. Added FIFO in/out racks for each station and point of use inventory where needed. This created a major reduction in shop floor space consumption, which was becoming a premium at this location. Tips & Valves Precision Machining Mixed Model Subassembly Cell Machining, EB Weld, Braze, PT, X-Ray, FPI, Preflow Mixed Model Top Assembly Cell Stress Relieve 28
  • 29.
    ZEELAND, MI: MIXEDMODEL SUB KAIZEN Future State: Lean transformation reduced travel distance on the CF34-3A from 1,462 feet to 374 feet, a 74% reduction. Centralized departmental bottlenecks (shared resources) were removed by adding those operations inline, creating continuous flow vs. prior batch processing. In turn, this lead to significant reductions in lead times. Ex. CF34-3A from 18 days to 5. 29
  • 30.
    LEADING PERFORMANCE TEAMS Goal:Remove organizational silos and introduce team based CI/problem solving • Manufacturing Teams created to drive each area as a it’s own business, with the team making decisions on how to be successful • Includes: Operations Supervisor, Manufacturing Engineer, Materials Planner, Quality Assurance • These members were previously seated within there internal organizational groups. Ex. All materials planners sat together = silo • Leading Performance Teams are placed directly on the shop floor in a glass cubicle to reduce noise • Allows easy access by direct employees to initiate quick problem solving for daily issues • Collaboration work surface has a large roll of butcher paper that can be used for team problem solving • Glass marker board with clear background 30
  • 31.
    LEADING PERFORMANCE BOARDS 31 Safety •Current Safety Incidents (Cell & Plant Level) • OSHA Recordables Trend Quality • Quality Escapes (Cell & Plant Level) • Quality Turnbacks Delivery • OEM On-time Delivery • Daily Production Rate Responsiveness • Overhaul On-time Delivery • Specific Program OH Delivery Trend • CAR Status Report Cost • COPQ % of Sales • Current Scrap & Rework Issues • Days for NCR’s to be Closed CI/Lean • Inventory Lead Time • Member CI Ideas Implemented • CI Improvement Plan • Support Team Photos • Support Team Training Matrix Daily standup meetings at the beginning of each shift give the direct members access to cell performance. Boards used to highlight strengths and weaknesses on daily management walks.
  • 32.
    LEADING PERFORMANCE CLINICS 32 ExampleOnly Example Only Leading Performance Board Cell Triage • Microscope • Lighted Magnifier • X-ray Inspection LIght • Measuring Instruments • Computer Nonconforming Parts for Engineer Disposition Nonconformances for Scrap or Rework Final Signature Parts for delivery back into Production Parts Requiring Further Review Start
  • 33.
    QUALITY CLINIC Clinic Strategy– Focus on Quality and Customer • Physical room on the manufacturing floor that aids team problem solving • Rapid containment, screening and communication of nonconformances resulting from Customer Returns, Internal Escapes and Supplier Defective Material • Drive relentless root cause analysis and high level mistake proofing on problems that disrupt the value streams • Provide a systemic problem solving approach to identify and track product and process escapes and implement solutions • Drive lessons learned to similar processes and products Subject Headers: Events Status Board → Escape Notification → Steering Team → Project Log In → Problem Definition → Material Trace → Process Walk → Fishbone → 5 Why → Choose Counter Measure → Communicate CM to Customer → Mistake Proofing → Counter Measure Verification (90 days) → Project Closure → Subsequent Lot Verification → Metrics 33
  • 34.
    CULTURE INTO ACTIONTRAINING Led Culture into Action training for all Woodward Zeeland membership (250+) • Focused on changing the mindset of the membership into one driven by continuous improvement • Philosophical topics included: Why are we here?, listening to your customer (internal/external), understanding stakeholders, using candor with care • Lean topics included: bridge to lean excellence, emotional change curve, learning/fear zone, 5S, 7 deadly wastes, Gemba walk, batch/push vs. pull/flow, level loading, 5 whys, Fishbone diagram, standard work, spaghetti diagrams, A3 problem solving, visual management, theory of constraints 34
  • 35.
    CULTURE INTO ACTIONTRAINING Culture into Action training also included many activities and simulations • 5S simulation • Simple simulation which helped teach each of the 5S’s (Sort, Set in Order, Shine, Standardize, Sustain) • Members were given a time limit to find number 1-49 in order. After each round, a new S was introduced, making the simulation easier and easier. • Lego simulation • Round 1: Straightforward Lego assembly, which included batching, push, non-value added activities and much waste. • Round 2: Members asked to refine the process based on their class teachings and remove as much waste as possible. Implement 1 piece flow, cross-training & kanban system. 35
  • 36.
    LEAN VISION EXAMPLE Phasedapproach to Lean rollout. Each phase has subset categories that need to be completed. Large format printed and placed in the facility for all members to see. Leads to the ability to measure success in smaller pieces. Next slides show actions to complete each subset. Subsets and actions vary based on facility needs. 36
  • 37.
  • 38.
  • 39.
    LEAN VISION: LEANENTERPRISE 39
  • 40.
    HOSHIN PLANNING MATRIX Ledthe development of the Zeeland, MI & Greenville, SC facilities Hoshin plan. Focused on creating strategies to fulfill division and corporate goals. 40
  • 41.
    ALIGNMENT GRID: LOCATIONOBJECTIVES Once the Hoshin plan is created, a responsibility matrix (RACI) is produced to assign those who are responsible & accountable. 41
  • 42.
    ALIGNMENT GRID: TARGETSTO IMPROVE Once the RACI is completed, Closest to the X matrix (Key Priorities) is produced to visualize which strategies are most important to the organization, which aids in setting personal priorities. 42
  • 43.
    ALIGNMENT GRID: SWIMLANE Swimlanecreated to show quick visual of alignment of objectives, focus areas and functional groups. 43
  • 44.
    GREENFIELD EXERCISE • Offersa team-based approach for corporate downsizing, after all other cost saving initiatives have been exhausted • A goal for cost saving is not discussed, this is an opportunity for management to change their organization to be more efficient and streamlined • Provides grounds to think outside the box and understand amongst the management team, how strengths of team members would be beneficial in other positions/ departments • Perfect time to create Leading Performance Teams • A current state organization chart is created for all salaried members on craft paper with each member having a 4”x6” note card • These cards are the removed and placed on the parking lot board 44
  • 45.
    GREENFIELD EXERCISE • Amember is then taken from the parking lot and discussed amongst the whole team • Provides a chance for other managers to give their insight on the members strengths and weaknesses • The team, as a whole, decides the future position for the member or if they remain in the parking lot • A new future state organization chart is produced • The parking lot is given to top management and accounting to derive cost savings • If cost savings goal is not realized, the process is repeated or management must provide justification for their new group • Set date and direct managers do layoffs in person with consistent message to all those affected 45
  • 46.
    ENTIRE PLANT RELAYOUTEXERCISE 46 • Led team of Managers and Manufacturing Engineers in brainstorming process of potential future state of the facility • Worked through varying ideas of cellular layouts to best utilize process flow • Final plan was continuous flow with receipt of material in North and shipping out of South • Included outside the box thinking of building into the center parking area with second story for offices if needed, as the plant was land locked by another business
  • 47.
    MEMBER REVIEWS Measured on:Job Knowledge & Skills, Ethics & Integrity, Quality & Six Sigma, Communication Skills & Teamwork, Dependability, Performance Based Results • Proponent of thorough performance reviews • Nothing should ever be a surprise in the review - take care of the problem when you see it and congratulate wins on the spot • Bi-weekly 1-on-1’s allow for open dialogue with employees 47
  • 48.
  • 49.
    LEAN TOOLS -CAPACITY PLANNING Created spreadsheets for every area of the plant, with download data from MRP system, which drove near precision capacity planning data. • Member input data: Member names, job position, shift, hours/day, work area, historical sick/bereavement/vacation • Available time input data (hours): Normal shift & overtime, less: shift overlap, break, planned downtime, productivity & business days per month • Forecasted time input data: part number, monthly demand, hrs/piece historical data by individual routing operation • Output data by job description/area/machine: members needed, forecasted hours needed, available vs. forecast variance for members and hours 49
  • 50.
    LEAN TOOLS -QUEUEING THEORY • Mathematical equations used to analysis queues, or parts waiting in line. • Used to make theoretical predictions, based on multiple inputs: • Process time • Number of operators • Arrival times • Arrival quantities • Throughput • Law of diminishing returns used to set goals 50
  • 51.
    LEAN TOOLS –5S • Cornerstone of any Lean Enterprise – starting point for any lean transformation • 5S is a structured approach to getting a workplace cleaned up, organized, standardized -- eliminating waste materials and wasteful practices, and then sustaining the improvements that were made • The most cost effective lean technique • The result is that more time is spent productively and less time is wasted finding needed tools and materials 51
  • 52.
    LEAN TOOLS –POINT OF USE INVENTORY • Storing inventory at the point where it will be used • Reduction in warehouse space or secondary location • Allows for a quick visual of inventory quantities • Visual management also lends to a better understanding of ordering too much or too little • Drives down inventory costs, because there is less space to hold inventory and is therefore more scrutinized • Having secondary locations and warehouses creates a need for whole new processes. Someone has to manage the location, replenish the line, build twice the racking and shelving, and update additional labels or kanban cards with each change. 52
  • 53.
    LEAN TOOLS –VISUALS AIDS 53 • High quality vinyl signs applied to corrugated plastic • Overhead signs for each cell and every entrance to the cells • Overhead signs for each Leading Performance Team • Signs for Part/Engine/Plane – informing employees about what they’re producing
  • 54.
    LEAN TOOLS –VISUALS AIDS 54 • Marking all pipes and lines, so there is no second guessing during maintenance activities • FIFO racks for quick visual of inventory and setting priorities • Indicators on gages show instantly if machines are running in good condition • Overhead operation signage for part/ people movement
  • 55.
    LEAN TOOLS –VISUALS AIDS 55 • Touch screen television placed at centralized locations within each cell. • Automatically updated every hour with pull from ERP database • Includes: • Level loaded schedule and attainment by operation • Cost – inventory metrics • Safety – charts and incident reports • Quality – charts and alerts • Delivery – metrics and schedules • Responsiveness – Overhaul metrics • Productivity – cost savings initiatives
  • 56.
    LEAN TOOLS -PROJECT REPORT OUTS 18”x24” printed Project Report Outs, placed in multiple areas of the facility, showing the use of Lean Six Sigma toolbox. Helps members understand the use of the tools and engrains Continuous Improvement in the culture of the organization. 56
  • 57.
    LEAN TOOLS –WORK STATIONS All Metal Designs, Inc. • Ergonomic work stations • Operator Adjustability • Manual hand crank • Electric • Modular Design • Heavy Duty Construction • Completely preassembled • Ability to add many features, including: • Casters • Tilt table top • Steel, maple or laminate table top • Overhead lighting • Tool balancer & trolley • Bin rails • Whiteboards & corkboards • Drawers • Shelves • Swivel arms • Computer & monitor stands 57
  • 58.
    LEAN TOOLS –FIFO RACKS Unex Span-track • High visibility and accessibility for SKUs of varying shapes and sizes • Organized and condensed inventory • Less travel time on the pick line • Maximum space utilization • Features: • Full width roller lanes for better surface contact and even weight distribution • Optimized product flow • Eliminates hang-ups • Comes in various widths/heights • Many varieties of track: roller, hex hub & skatewheel 58
  • 59.
    5S TOOLS –VINYL SIGNMAKER Visual Workplace Inc. for making signs • Signs on demand • Signs of all sizes • Signs inexpensively • Many colors of sign board and vinyl 59
  • 60.
    5S TOOLS –LABEL MAKER Brady BBP31 Label Maker • Labels on demand • From ½” to 4” label stock • Stand alone operation, no PC needed • Simple to use with little training needed • Walk up and print ease of use, helps everything that needs labeling actually gets labeled • 8 ribbon colors • 13 different label materials in 16 different colors 60
  • 61.
    5S TOOLS -LIGHTBOX PlaSteel Lightbox for creating plastic tooling trays. • Simple 1,2,3 system: take picture of tools in lightbox, send digital file to PlaSteel, receive tool trays • No more handcutting foam • Every tray is custom made • Short lead time • System is mobile – can be brought to the area • Up to 29x39 ID, but can combine multiple photos • A PLACE FOR EVERYTHING AND EVERYTHING IN ITS PLACE 61