implementing lean in a high mix, low volume shop

IMPLEMENTING LEAN IN A HIGH MIX, LOW
VOLUME SHOP
Victoria McCartney, Exact JobBOSS
History of Lean Manufacturing
• Roots
R t off approach
h – 1900 ti
time and
d motion
ti studies
t di
> Ford’s development of the assembly line production system in early 1920’s
• Toyota Production System – 1970’s
1
Manufacturing Shop Types
E i
Engineer
to
t Order
O d (ETO)
M k to
Make
t Order
O d (MTO)
A
Assemble
bl to
t Order
O d (ATO)
M k to
Make
t Stock
St k (MTS)
No finished parts or subassemblies stocked
No (or few) finished parts
or sub-assemblies stocked
“Pinch point” parts or
sub-assemblies stocked
Most end items stocked in
finished goods inventory
No raw materials and only
common components
stocked
Some raw materials and
sub-components stocked
Usually customer supplied
Significant engineering
required before release to print.
print Minor adjustments
production
to print may be required
All raw materials and sub- All raw materials and subcomponents stocked
components stocked
Engineering complete.
Configuration options
may be available
Engineering complete
Challenges for ETO/MTO Shops Implementing Lean
• Volatility
V l tilit off Ch
Change
> Engineering changes
> Product mix changes
> Customer changing demands
> Revisions to existing orders
• Limited job staff
> Not dedicated to specific machines/operations – float as demand necessitates
• Shifting bottlenecks
> Adjusting capacity requirements
2
DEVELOPING A LONG TERM PLAN
Victoria McCartney, Exact JobBOSS
Assess Current Situation and Desired Goals
3
Assess Core Competancies
• IInternal
t
l FFeedback
db k
• External Feedback
Gain Employee Buy In
4
Research/Network
SUSTAINING A LEAN PROGRAM IN YOUR
SHOP
Victoria McCartney, Exact JobBOSS
5
Alternative to Value Stream Mapping
Develop Part Families
6
Eliminate Unnecessary Parts
Design Your First Lean Cell
7
Shop Design
Real Time Data Collection
8
Strive for Zero Waste
GOING LEAN IN THE FRONT OFFICE
An Important Yet Often Overlooked Aspect of Lean
By Victoria McCartney
9
We are proud of our lean shop, why do we need to focus on the office?
• Processes
P
before
b f
th
the shop
h can b
begin
i
How does this affect my bottom line?
•
•
•
•
Delayed
D
l d projects
j t
Expediting Fees
Burden rate
Payroll costs
10
Challenges With Striving For a Lean Front Office
•
•
•
•
•
Hard to measure ROI
Busy
No benchmark
Change
We do what?
21 GOING LEAN IN THE FRONT OFFICE
TYPICAL CHARACTERISTICS
By Victoria McCartney
22 GOING LEAN IN THE FRONT OFFICE
11
Common Characteristics of Front Offices in Machine Shops
•
•
•
•
•
•
Internal lead
Disconnect
Insanity
Tribal knowledge
Wear many hats
Islands
23 GOING LEAN IN THE FRONT OFFICE
“Everyone does everything around here” – Why is that bad?
•
•
•
•
•
No accountability
Person specific
Fosters redundancy and inefficiency
Strengths
What isn’t getting done?
12
Ways to streamline
•
•
•
•
•
Utilize
Automate
Alerts
Communication visibility
Go Green!
GETTING STARTED
26 GOING LEAN IN THE FRONT OFFICE
13
Next Steps
• Current staff
• Job descriptions
• JobBOSS Business Consultant
27 GOING LEAN IN THE FRONT OFFICE
Summary
•
•
•
•
•
Utilize software
Resource strengths
Avoid delayed projects
Increase bottom line
Call upon the experts
14
FOCUS ON
WHAT’S NEXT.
Victoria McCartney [email protected] 952-841-1430
15

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