Cedar Works Companywide Lean Manufacturing Development Details
The document provides insights into Cedar Works' journey towards lean manufacturing, focusing on the challenges they faced, their training programs, and the objectives they aimed to achieve. It highlights their commitment to embracing lean principles to enhance production systems and meet the demands of a competitive market.
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Phase VI Companywide Development By: Damion Shine Damion Shine/Phase VI: 371-381 1
Nearing the End Lean implementation support for West Union ended in February 1996 Cedar Works was laying planning for significant growth with new products and expanding customer base within 12-18 months Cedar Works Production System was a major commitment to embrace lean manufacturing Damion Shine/Phase VI: 371-381 2
Companywide Lean Manufacturing Training Subject focus Standardized work/Job instruction training Target audience Supervisors, Team leaders, Management team, Group size of 66 people, All three shifts, Peebles & West Union plants Class size 12-17 participants with four training groups Damion Shine/Phase VI: 371-381 3
Company Lean Manufacturing Training Cont. Training window February to mid-April 1997 Training exposure Sessions held one per week for each group, average three hours per session, all four groups trained back-to-back over two days Objectives Develop working knowledge of standardized work and job instruction training through hands on practice & develop in house training resources for Cedar Works through a train-the-trainer approach Damion Shine/Phase VI: 371-381 4
The Cedar Works Challenge Cedar Works is in a very competitive business They emphasize the need for changing by reviewing the challenges they face The goal is to change into a new production system A few of their challenges are: Fewer suppliers, New products, Rapid delivery, Lower costs, increasing competition, & Consistent quality Damion Shine/Phase VI: 371-381 5
Cedar Works Production System Customers are consolidating suppliers who experience lower costs, rapid delivery, consistent quality, and a stream of new products Examples of some competitors would be: Walmart, Lowes, and Home Depot Low cost, high quality, and on time delivery = customer satisfaction First-time quality/standardize work = Continuous improvement People/Safety and Ergonomics = Elimination of waste Just-in-time/inventory control = Visual control Damion Shine/Phase VI: 371-381 6
The Training Focus Training focused on participants practicing with tools learned John O Meara was the lead consultant & a Toyota Alumnus The scheme served three purposes: 1. Provide participants with hands-on practice 2. Implement lean tools in the four areas of business 3. Exposed hourly workers to new ideas Damion Shine/Phase VI: 371-381 7
The Training Focus Cont. The fundamental tools and concepts for standardized work remained the same as the Gazebo line training Those eight-line training steps included: 1. Identify & eliminate 7 types of waste 2. Standardized work sheet 3. Work combination table 4. Job analysis data sheet 5. Cycle balance table 6. Takt time vs Cycle time 7. Work sequence 8. Standard in process stock Damion Shine/Phase VI: 371-381 8
Waste and Takt Time Pocket Reminder Card Takt time Amount of production time per shift divided by number of products needed by the customer per shift equals amount of time to produce one product 7 Types of Waste Over Production, Waiting, Conveyance, Processing, Inventory, Motion, Correction Damion Shine/Phase VI: 371-381 9
Job Instruction Pocket Reminder Card 1. Have a planning timetable 2. Break down the job 3. Have everything ready 4. Have the workplace properly arranged Step 1: Prepare team member Step 2: Present operation Step 3: Try out performance Step 4: Follow up Damion Shine/Phase VI: 371-381 10
