Page 288 - How To Implement Lean Manufacturing

Using the Pr escription—Thr ee Case Studies 265

managing the inventories of both finished goods and WIP, as well as reducing transpor-
tation steps and distances.
Kaizen Opportunities Related to Flow
The following were kaizen opportunities we could exploit that were related to the pro-
cess flow improvements.

• The process of updating orders currently had a two-day delay at the home
office. This was for accounting purposes only. Consequently, we would have
the customer copy us on the electronic updates to avoid the two-day delay.
• Lace and press used nine operators, and at a cycle time of less than 4 minutes
indicated there was a lot of waiting. The press operation was about 2.5 minutes,
regardless of stator size so we decided to transfer the press operation to the
subsequent operation of Hipot for better balance and flow. The Hipot/Press
station would now have a six minute cycle time, consisting of 3.5 minutes of
Hipot and 2.5 minutes to press. Lacing alone would now be 33.5 minutes for
large stators and 23.5 for small stators. Consequently we could staff the lacing
operation with only five operators and still have an average cycle time of
5.7 minutes, comfortably below takt.
• Since many tests and inspections that had been done at final test, were no longer
necessary, we could eliminate them and combine final test with packing.
• No motors were allowed to “break the flow” and could only be placed in WIP
locations at workstations and supermarkets. Rework was sent directly to and
isolated to the rework station.

Establishing the Pull-Demand System

Kaizen Opportunities Related to Pull Systems
The following were kaizen opportunities we could exploit that were related to the imple-
mentation of pull systems.
• Send daily shipping information from local planning to the storehouse, only.
• The planning function will make minor changes via the kanban system and
kanban replenishment to the heijunka board will occur twice per shift.
• Production planning will be by heijunka board at the insertion cells only.
• Install a kanban system for wire supply using the wire trees as kanban carts.
• Establish a storehouse of stators at the Insertion cell so they can withdraw when
needed.
• Establish FIFO lanes from insertion all the way to packing. Calculate the
maximum inventories and document this on the FSVSM.
• Calculate and establish the finished goods inventory.

Making a Spaghetti Diagram
The spaghetti diagrams, shown in Figs. 16-9 and 16-10, display several process oppor-
tunities to reduce transportation and make better use of the floor space. The spaghetti
diagrams used in this project are detailed further in Appendix D of Chap. 7.