CHUTES International LEAN JOURNEY 2019 - 2020 INTRODUCTION - - PowerPoint PPT Presentation

▶
chutes international
SMART_READER_LITE
LIVE PREVIEW

CHUTES International LEAN JOURNEY 2019 - 2020 INTRODUCTION - - PowerPoint PPT Presentation

May 01, 2023 275 likes •675 views

CHUTES International LEAN JOURNEY 2019 - 2020 INTRODUCTION Compelling Needs For Change Increase output to meet / satisfy customer demand and eliminate delivery issues which could lead to potential loss of customers. Need to organize the

slide-1
SLIDE 1

CHUTES International

LEAN JOURNEY 2019 - 2020

slide-2
SLIDE 2

2 | CHUTES INTERNATIONAL

INTRODUCTION

Compelling Needs For Change

  • Increase output to meet / satisfy customer demand and eliminate delivery issues which could lead

to potential loss of customers.

  • Need to organize the space for each department to identify and free up usable space for future

business.

  • Due to an explosive customer demand increase, CHUTES needs to elevate our processes and

manufacturing systems.

  • Sales is forecasting another demand increase, as a result CHUTES’ infrastructure needs to match

its sales capabilities, allowing the sales team to go after business, rather than rationing business.

slide-3
SLIDE 3

3 | CHUTES INTERNATIONAL

Improved Quality & Ergonomics

slide-4
SLIDE 4

4 | CHUTES INTERNATIONAL

Making Our Team Members Work Easier!

  • Many team members had to lift heavy products multiple times in our

manufacturing processes.

  • Through Video Analysis we worked with our team members to innovate

new ways of working to eliminate these difficult processes. From their input, they helped us implement better and safer practices.

  • The feedback from our team members was they felt more positive about

their work and happier because they didn’t feel as fatigued as before.

slide-5
SLIDE 5

5 | CHUTES INTERNATIONAL

Improving the Work for Welding

  • Our weld team has a

lot of lifting and turning to do of heavy items.

  • The increase in

demand was causing fatigue for employees.

slide-6
SLIDE 6

6 | CHUTES INTERNATIONAL

Improving the Work for Welding

  • We also developed a cart to transport the

floor frames to the paint booth in a more ergonomically friendly fashion.

  • The team helped to design a cart to move

and weld the chute sections and intakes.

slide-7
SLIDE 7

7 | CHUTES INTERNATIONAL

Making Life Easier in The Door Department!

  • Our video analysis showed

how many quality issues were happening in our Door Department that were not being addressed. We began to change from a culture of “making it work” to a culture of Root Cause Analysis, so the problems don’t reappear

slide-8
SLIDE 8

8 | CHUTES INTERNATIONAL

Making Life Easier in The Door Department!

  • As a result, our engineering

team and door department collaborated on a new design to

  • ur door frame to eliminate the

issues with our door trim.

90%

Savings to process step

slide-9
SLIDE 9

9 | CHUTES INTERNATIONAL

Batching vs. One Piece Flow and Reducing Work In Process

slide-10
SLIDE 10

10 | CHUTES INTERNATIONAL

Setting Up our Teams for Success!

  • We previously used to batch types of

product together which meant we wouldn’t complete jobs for days at a

  • time. We now produce one job at a time

taking hours instead of days.

  • We knew we needed to streamline our

processes and set up lines for bumping and the most efficient output in order to meet our customer demand.

slide-11
SLIDE 11

11 | CHUTES INTERNATIONAL

Transitioning from Batching to One-Piece-Flow

  • We knew it was going to be very different for our team members to

understand how One-Piece Flow (OPF) worked and how it is better than

  • ur current method of batching items.
  • We ran multiple experiments and used on the line coaching to help the
  • perators learn and understand the new system.
slide-12
SLIDE 12

12 | CHUTES INTERNATIONAL

Setting Up our Teams for Success!

  • We purchased new racking which allows

us to punch material for one job at a time.

  • Our video analysis lead us to understand

we had a mixed model of items that are fabricated, and the lines needed to be set up to accommodate this.

  • With this new racking and the

implementation of an order traveler we can see where all the work is placed in

  • ne location
slide-13
SLIDE 13

13 | CHUTES INTERNATIONAL

Setting Up our Teams for Success!

  • We use bumping to get

the product through the line in the most efficient manner.

slide-14
SLIDE 14

14 | CHUTES INTERNATIONAL

Setting Up our Teams for Success!

  • Our door department used to

batch types of doors we needed for a week at a time.

  • Most of the time they would only

have some of the parts they needed to complete the job which resulted in a lot of WIP sitting around and doors on the floor.

slide-15
SLIDE 15

15 | CHUTES INTERNATIONAL

Setting Up our Teams for Success!

  • Through our video analysis we

determined typical jobs would take days to complete because

  • f material shortages.
  • The layout of the door line lent

itself to a lot of excess walking from area to area.

  • When all material was available

the labor time to get one door done was 27 minutes.

slide-16
SLIDE 16

16 | CHUTES INTERNATIONAL

Setting Up our Teams for Success!

  • Our video analysis led us to

realize we needed to streamline

  • ur line.
  • We introduced the concept of

bumping to the team.

  • We now have our labor time

down to 12 minutes per door and we are continuing to reduce that through current and future engineering improvements.

slide-17
SLIDE 17

17 | CHUTES INTERNATIONAL

Setting Up our Teams for Success!

The door department’s new motto is “No Doors on the Floor!”

slide-18
SLIDE 18

18 | CHUTES INTERNATIONAL

New Management System

slide-19
SLIDE 19

19 | CHUTES INTERNATIONAL

Managing the New System

  • Our supervisors are now “Supervising” the departments as opposed to putting out

fires all day.

  • We now have QDIP boards in each department which allows supervisors and

management to meet and discuss potential issues as they happen.

  • Through video analysis we developed standard work for the team members as well

as leader standard work for the department supervisors.

  • It was determined that a water spider was needed in our weld department in order to

increase the value-added work from our weld team.

slide-20
SLIDE 20

20 | CHUTES INTERNATIONAL

Managing the New System

  • The team developed scheduling boards to enable our team members to clearly see

which jobs needed to be completed.

  • The use of QDIP boards allows for supervisors and management to have a daily

meeting to discuss and tackle any issues that arise.

slide-21
SLIDE 21

21 | CHUTES INTERNATIONAL

Managing the New System

  • Our area supervisors now perform

standard work audits to ensure the team members are working to the standards created.

  • Leader standard work was also developed to

give the supervisors a framework each day about what needed to be accomplished

slide-22
SLIDE 22

22 | CHUTES INTERNATIONAL

Managing the New System

  • A cross training matrix was

developed with the supervisors to determine each team member’s skill level.

  • The matrix is a visible tool for

ensuring team members are being trained in various areas as needed.

slide-23
SLIDE 23

23 | CHUTES INTERNATIONAL

Managing the New System

  • It was determined after

performing PDCA that a water spider was needed in the weld department.

  • The water spider effectively

removes all the non-value added activity from the welders. The removal of the waste from the build sequence has allowed us to increase our output.

slide-24
SLIDE 24

24 | CHUTES INTERNATIONAL

A Mindset Shift

slide-25
SLIDE 25

25 | CHUTES INTERNATIONAL

Changing our Mindset

slide-26
SLIDE 26

26 | CHUTES INTERNATIONAL

Changing our Mindset

slide-27
SLIDE 27

27 | CHUTES INTERNATIONAL

Changing our Mindset

slide-28
SLIDE 28

28 | CHUTES INTERNATIONAL

Changing our Mindset

slide-29
SLIDE 29

29 | CHUTES INTERNATIONAL

Changing our Mindset

  • Lean training was essential. Learning

the BASICS™ method was critical for everyone involved to understand the road we needed to go down.

slide-30
SLIDE 30

30 | CHUTES INTERNATIONAL

Changing our Mindset

  • Communication with team

members, vendors and management lead to breakthroughs.

  • We had a live chat with a vendor

regarding a nonvalue added activity we were performing. The vendor is now doing this for us before the material arrives in

  • ur plant.

Before: We had to cut

  • ut a notch in our

insulation to accommodate a part. After: We have our vendor making the cut in the insulation.

slide-31
SLIDE 31

31 | CHUTES INTERNATIONAL

Changing our Mindset

  • Communication from our team members to

the supervisors regarding quality issues or problems was few and far between.

  • We talked with team members and installed

an Andon light so they can notify the supervisor immediately when problems arise.

  • We learned that our employees had a

different interpretation of our motto, “whatever it takes”.

slide-32
SLIDE 32

32 | CHUTES INTERNATIONAL

Changing our Mindset

  • We encourage team members to submit

ideas for improvements in their department.

  • Golden Hammer Award is born!

“I’d like a light to go off when we have a problem” My supervisor would know when I have a problem

Gina March 2, 2020

Andon light installed at production line with switch for operators Alvin

March 2, 2020

When I have a problem I want to make sure we can address it Quickly

Example of card given by team member

slide-33
SLIDE 33

33 | CHUTES INTERNATIONAL

Our Takeaways and Lessons Learned Thus Far

slide-34
SLIDE 34

34 | CHUTES INTERNATIONAL

Lessons Learned

  • We realized soon after embarkation on the journey that we had a LOT of boiled frogs in our

company.

  • Our video analysis shed light on exactly how much nonvalue added activity was being

done.

  • We now believe in creativity before capital. This has helped us have growth through

ingenuity.

  • This has been a very exciting time of learning and growth for CHUTES.
  • We couldn’t do what we have done so far without the dedication from our upper

management and help from Business Improvement Group.

slide-35
SLIDE 35

35 | CHUTES INTERNATIONAL

Project Results

  • In the Door Department we gained an

additional 858 sq. ft. of usable space for future business and equipment.

  • In the Weld Department we gained an

additional 960 sq. ft. of usable space for future business and equipment.

slide-36
SLIDE 36

36 | CHUTES INTERNATIONAL

Our AWESOME Teams!

  • Our Door Team
slide-37
SLIDE 37

37 | CHUTES INTERNATIONAL

Our AWESOME Teams!

  • Our Weld Team
slide-38
SLIDE 38

38 | CHUTES INTERNATIONAL

The Road Ahead....

  • We still have a

long way to go but we are extremely proud

  • f what we have

accomplished in the past seven months.

slide-39
SLIDE 39

39 | CHUTES INTERNATIONAL

ANY QUESTIONS?