Innovative Consulting Solutions for Connek Consulting

Background

The customer wanted to double production over the next 6 months. This company had never run this high of a production rate before. While the company needed to reduce touch labor time (Value Added) to make it more competitive. To address this, a Value Stream Mapping (VSM) event was conducted to assess the current state and identify opportunities for improvement through the kaizen burst on the Value Stream Map. This involved analyzing the seven types of waste and developing a future state to outline the necessary changes to meet the company’s objectives. The future state value stream identified a lead-time reduction goal from 42 days to 8 days. 

Process

The kaizen burst from the VSM event led to the initiation of numerous Kaizen events aimed at optimizing the new layout and reviewing processes. Initially, the company faced capacity issues with their press, which was identified as a shared resource.

1. Pressing      Operation Kaizen Event
   • Objective: Resolve       capacity constraints and optimize the pressing operation.
   • Approach: A       cross-functional team including operators, engineers, and management       observed the process on the shop floor, asked insightful questions, and       identified key issues.
   • Outcome: The team       discovered that the processing method was limiting capacity. By       redesigning the pressing method, relocating some processing steps off the       press, and establishing standard work procedures, the team successfully       met the takt time required to satisfy customer demand. Additionally, a       Kanban system was implemented to manage materials more effectively.

1. Press Total Productive      Maintenance (TPM) 
   • Objective: Improve       uptime, improve safety, capacity constraints and optimize the pressing       operation.
   • Approach: A       cross-functional team including operators, engineers, and management.       Clean and identify breakdown causes with current equipment and fix, 5s       the area, recognize safety problems, and long led spare parts and create       checklist and PM schedules.
   • Outcome: The team improved       up-time and created daily walk arounds and PM schedules so production       available time was improved 

1. Metal Prepping      Area Kaizen Event
   • Objective: Achieve       continuous flow in the metal prepping area.
   • Approach: The team       brainstormed and analyzed the process to identify necessary changes. The       area was set up with the 5s standard, and new tooling was developed to       facilitate smooth flow.
   • Outcome: Continuous       flow lines were set up and implemented; standard work procedures were implemented       to improve efficiency.

1. Assembly and      Finishing Process Kaizen Event
   • Objective: Streamline       the assembly and finishing processes, including the oven operation.       Implement a flow line.
   • Approach: The team set       up flow through the assembly area, created bus stops, and defined times       and parts to maintain consistent flow. The oven was scheduled to operate       four times per day to ensure optimal flow.
   • Outcome: Continuous Flow       line was set-up; standard work was established to maintained effectively       throughout the process.

Results

The Kaizen activities led to significant improvements:

• Lead Time: Reduced from      42 days to 13 days. (Had to include small buffers)
• Touch Labor      Time: Reduced from 213 hours to 99 hours.
• Daily      Production Rate: Increased from 12 parts per day to 24 parts per day.
• Headcount: No manpower has      been added to the flow line
• Work-in-Progress      (WIP): Reduced by 70%.
• Cost Savings: Achieved over      $1 million annually.

These changes resulted in a more efficient production process, meeting the increased demand, and achieving substantial cost savings. The customer was so happy with the achievements that they asked if they would take an additional program from another supplier.