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In a client’s millwork shop they had a CNC controlled edgebander with a multi-feed PVC magazine attachment, return conveyer all the bells and whistles. They had one primary operator and two back-up operators.The rolls of PVC were in boxes behind the machine as was the various colors of glue. The tools needed to operate the machine were all in a single drawer.
Laminate strips wereprovided to the operator on a per-job basis by the cabinetmaker in charge ofthe project.
Trash cans were placed strategically around the machine for quick debris removal. They were moved in and away from the machine as needed.
Machine repair and maintenance was done only by the primary operator so the backup operators were not to be concerned. The backups were just button pushers and material handlers that had other “primary” jobs in the shop, but filled-in when needed.
All the operators were trained and memorized the codes for the machine setup depending on what material was to be run. There was a clipboard hanging off the machine full work releases; all work orders were kept there so everyone knew where to find the paper work.
Materials to be banded were delivered and picked-up to the area on loaded dollies.
A 4x8 work bench was located nearby for sanding edges that may be proud or removing the edging that doesn’t want to behave. The operator had his personal toolbox there for the non-company supplied tools he felt he needed.
At first glance youwould think there was not much room for improvement, but after studying theoperation for a short time these were some of the findings:
When a PVC roll had to be reloaded there was a dig-out from thebox storage.
There was sometimes a question as to “which white” color edging the job called for.
Low inventory was a hassle to report and sometimes went unnoticed
The operators were walking around the trash cans all day or… they would walk the length of the machine to retrieve a trash can they had previously dragged there. Or… they just used the floor of course.
When a tool was needed there was a ruffling-type search operation in the tool drawer. If the tool was not there the operation came to a grinding halt until it was located.
If the primary operator took ill, there was no log of adjustments, maintenance or program changes.
The machine would be running during menial tasks (like searchingfor tools) with no materials going through it.
Edge banding widths sometimes had to be trimmed by the operator because of various sheet good thicknesses or material type. That meant leaving the area and personally re-cutting or having a mechanic do the re-cutting.
The operator would go to his box, pull out a heat gun and grab some pliers and other glue-removal- type tools to remove bad edging.
The operation was run “FIFO” (first-in, first-out); this sometimes caused problems and delays for machine setup and the operation“after” the edging.
Paperwork was kept, never thrown away, the clipboard was always full; this created a problem for operators to know if he had new work orders or if a new one was buried under another new one, etc…
Sample Remedies:
Sort – Straighten– Shine - Standardize
An organizational wall unit was designed, built then installed just a few steps away from the bander.
A two tier vertically slotted (like mail slots) cabinet was put in for roll-edging storage. On the face of each slot was a place where a sample of the banding could be permanently put for comparison; and also a little marking area where a job number could be written temporarily.
A small baggy of glue sample was used similarly in the glue storage area.
The operator could check, compare and grab banding quickly. Also, low inventory was easy to determine visually. Inventory signaling was sent back to purchasing through a computer work station.
A piece of plywood was fastened to the wall. A variety of brackets, nails and screws were attached as tool holders. Each tool was outlined with a magic marker.This not only made grabbing an adjustment tool quickly it also prompted the operators to return the tool.
In the center of the wall unit was a place for three ring binders (as well as a three ring hole punch). The operator was required to maintain a service log – daily –weekly – monthly. The backup operators were trained with the know-how of basic lubrication, adjustments, etc…
Designated trash can areas were marked with tape on the floor.The operators always knew they would be there and nothing would be placed for storage in that little area.
At the front of the machine where the buttons are pushed was log of minor program changes that would affect all operators. This was typically reviewed during daily initial machine setup.
A “WIP” area containing three bins was instituted: “On Deck”,“WIP” (work in progress) ,”OUT” . Bar-coded labels were instituted to indicate item and product progress. A touch-screen was installed to check for updates and clarify work orders coming from the office.
A “Slitter” was purchased and mounted on a rolling cart. This enabled the operator to setup a temporary station quickly if he needed to trim edging for any reason.
Drop down extension cords and a drop down holder for the heat gun were installed. The basic tools were laid out similarly to the tools on the plywood. A slotted cart was built to temporarily store the rejects so they could all be transported and worked on at the same time.
Material delivery carts were standardized in size and shape. Areas on the floor near the machine were taped for Incoming – WIP and Outgoing. Rules were created for the employees about how and where to deliver “to be banded” materials.
Sustain:
The floor supervisor instituted an internal quality control program at the end of each shift and at the last of the week. This took only a few minutes each day to walk the various task areas and glance that things were being kept up. He held the operators and area managers accountable, also worked out a reward program for improvements and consistency.
The Results:
Increased productivity without increasing resources! Maximizing square footage of manufacturing areas; reduced down time;more accurate and expended information flow; reduce employee fatigue and increased morale.
Note that the solution was NOT some new software or machinery .. it was about studying the process, evaluating the problems, and applying improvements. That's what the Lean concept is about. You don't have to start with an optimal piece of equipment but you do have to start with a strong desire to make improvements to your business that will solve the regular problems that exist within your organization.
So where to start? Well you could argue that everywhere would be good. In truth though applying the lean approach takes time and effort so it's best to start with your bottle necks or areas where quality control is a problem.
So you say you've been doing this kind of thing all along? Yes, you probably have in one form or another. That's the thing about Lean as a buzz word like it's so often used today to sell software or machinery .. there's nothing new here, it's just the logical continual process of improvement. You could say that the best thing about Lean as a buzz word is that it does at least make you take a second look at the processes that you long ago adapted in your business long ago and look for improvements, and that's a good thing. You see it's the last of 5 S's that is hard .. the "sustain" part.
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