My Kaizen Experience: Machine Shop Kaizen in Huntington Beach
by Terry Pitchford

This was the first Kaizen event that I had participated in. We were going to look into our workshop practices and try to improve productivity. The team consisted of a diverse group, some people from our Huntington Beach site and some from other Stork locations. The things that concerned me were my pre-conceived ideas on how to improve productivity in our workshop. I hoped that I could still be open to other ideas and not be blinkered into thinking that my idea was the best one.

Day 1 was a training day. We were given a brief introduction into the Kaizen process and we were shown how “one-piece flow” can dramatically improve productivity and thereby increase our production capacity. The lesson I learned here was that productivity was improved when all of the operations involved in a particular production route were placed side by side and in sequence. This was obviously the challenge―to put what we had learned into action. It was also stressed that this was a team event and that although there was a team leader, all of our decisions for improvement would be based on a team vote.

We began Day 2 by being presented with a great deal of data had been previously collated from our workshop―things like the numbers of each type of specimens that were being machined and the turnaround time for how long it took to machine each of those specimens. From the analysis of this data, it was decided that our attention should be focused on the production of round tensiles. This meant we would observe the operations on how we received the work instructions, cut the sample and machine the specimen in our workshop.

The rest of the day and Day 3, we split into teams in which some people were doing a general clean-up, some were looking into better organizing the location of machine tools, some were observing and timing all of the operations, and some were identifying redundant/broken tools. I got the clean up job with 5 others of our team (it’s a big workshop).  I loved it―the difference in one day was quite amazing, and when the clean-up team had finished the workshop looked great. Later I learned that this was "setting the scene." The lesson for all who worked in the workshop was―here it is―KEEP IT UP. I’ve got to say I really got a buzz from the clean-up day―relatively easy and an observable improvement in the appearance of our workshop.

At the end of Day 3 we had cleaned up the workshop, decided on where machine tools should be re-positioned and re-assigned on who should do what in the workshop. This was all based on the observation team. They had done a great job, also. I thought things are looking good.

Day 4: Implementation. What can I say―productivity up by 40%, the workshop was looking good, we put a lot of work into cleaning, we put a lot of lines on the floor (some for walkways, some for storage and some for workspace), we had completely reorganized our sawing area, repositioned our machine tools for turning/grinding of round tensiles and relocated where we received the work for our workshop.

Day 5: Celebration. The team presented its observations to the management. I felt very privileged. We had achieved exactly what I had hoped. There was also still fear. We had changed the working practices of people who had worked to their established practices for a long time. I felt that sustainment was the key. Easy to say, not easy to do.

The challenge was now with operational management. For the next week our Kaizen guru, Rick Sluiters, was on hand to help with the sustainment. After that our local guru, Frank Nguyen, would take over the push for sustainment.

I felt that as team we had all contributed and that we had achieved our assignment. This was not the difficult part; sustainment was going to be difficult and the key to improving productivity improvements in the workshop. Probably like everyone on our team, I was tired but had a great sense of achievement at the end of the week.

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In the last episode of the ERP update, we talked about the training and mapping sessions in which the requirements we have are 'mapped' to the functionality of the software, Microsoft Dynamics AX. Since then we have made good progress and completed the mapping sessions for all functional areas. We looked at long lists of requirements, and determined if and how they can be supported with the standard software. Even though AX can be configured and modified easely, the objective is to use standard functionality where possible. Not only is development of customizations a costly affair, but as with any development, is it never as easy as it looks.
 
The mapping has turned out to be a sometimes hard, but very interesting process. The team members aim to define the best possible ways to execute processes trying to keep requirements accross SMT in mind. The objective is of course that processes get more efficient, better controlled and easier to use. In some case this is easier to achieve than in others.

Across the board we are seeing much better management information and many other improvements. At the same time it is recognized that tailoring the system to the users so that they can work efficiently, is a process that will require a lot of attention and will take place in the next phase, the 'realization phase', which will run at least through the end of 2007.
 
The mapping phase will be concluded by a so called Sim 1, a simulation in which the consultants show how the system will be configured to support our business. We are planning this session on October 12th. On September 6th we had a pre-Sim. Kind of a dressed rehearsal, focussed on the Finance functionality. This gave a good perspective on where we stand and what we can do to make such a simulation as effective as possible.

Currently, we are working on finalizing some decisions and planning the next phases. In the next episode we hope to be able to give you an update on the results of the Sim 1 and give you more insight to the phases to come as the system gets more and more concrete.
 

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Empower at the Machine Shop in Cleveland
by Gert Jaap Doedens

Stork Herron has been committed to Stork Empower since their assessment workshop at the end of May. During that workshop, the company decided to improve the entire tensile testing program and processes. The first two Kaizen events were assigned to the physical testing laboratory and the order entry department. These were successful: Labman data showed that since January, turnaround time for the Physlab―including machining time for the tensiles―has been reduced by almost 2 days. A great result, especially considering the fact that no kaizens had taken place in the machine shop yet. So, we are curious about the impact of the most recent kaizen in Cleveland: Kaizen #3 at the Machine Shop!

The Stork Herron machine shop kaizen was scheduled for the start of September. Due to the Labor Day holiday, the team faced the challenge of accomplishing a 5-day event in 4 days. The event started on the morning of the first day with a training in which the basics of Lean and 5S were explained. In the afternoon, the team observed the operators at the manual lathes and CNC machines and generated ideas on how to improve the process by, for example, reducing walking and rework and improving safety and ergonomics. The remainder of the week can be characterized by grease, sweat, hard work, fun and good food!

While closely observing the operators, it became clear that the biggest waste within the process was caused by the layout of the machine shop. For every tensile, the operator had to walk from the manual lathe at one side of the area to the CNCs located at the other end. To resolve this, the four manual lathes were moved near the CNCs. The space required for these machines was created by applying 5S principles, which resulted in the removal of excess equipment, tools and fixtures. The CNCs were also repositioned to create an efficient cell in which 3 people could work at the same time without hindering each other or having to walk too much. Before the machines were put in place they were cleaned, which was quite a task! Soap and a high pressure washer were sufficient to remove the grease from leaking oil and coolant.

As a result of the kaizen, the total steps operators had to walk to produce tensiles was reduced by 60-90%. Furthermore, the 5S score went up from 0.2 to 0.7, a nice result that still shows that the department has room for improvement. Setting up a preventative maintenance program for grease and grime control is an important step in the right direction.

As I am writing these words, we are in the middle of the sustainment week in which members of the machining department are introduced to the new layout, trained to utilize the new flow, and assisted with establishing the standard work procedures developed during the kaizen week. The department has launched daily improvement (SQDC) meetings in which Safety, Quality, Delivery, and Cost results are discussed daily, together with ideas to improve these results. Based on previous experience, we are confident that the department will quickly realize a major productivity increase and help in reducing tensile turnaround time even further. It's all part of creating competitive advantage, the key to further growth.

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Stork MMA's First Kaizen
by Ken Pugh

Stork MMA conducted its first Kaizen at the end of August. Due to the smaller size of the organization we chose to Kaizen the entire mechanical lab except for stress rupture and fatigue (2 stand alone processes). This department is central to our greatest revenue stream and improvements in lead-time in this department would have the greatest positive impact on overall performance to our customers.

One of the compromises was that the entire department was not operational for almost 4 days. We communicated this to our customers in advance and had few customer issues during the Kaizen week. One area which was a problem for us was that during the emptying of the department some mandrels were lost (probably discarded as scrap bolts). In the future, it is essential that the department of focus perform a 5S and get items organized beforehand. Also, when items are moved they should be labeled to ensure that they can be located.

The most striking immediate result was the appearance of the department. A wall separating the front and back areas was removed and the equipment was moved to accommodate flow. This created a lot of open floor space and an area that was much more functional. Also, a full length window in the back area which was covered up by "stuff" was now visible and enhanced the work environment. The biggest hurdle to getting the machines operational was the need to recalibrate all of the mechanical lab equipment, since all of it had been relocated. We planned for this by having TO on standby but the process was still being wrapped up on Friday due to the time needed to complete this work.

Due to some equipment problems and the typical start-up issues associated with the massive changes from the Kaizen there was a negative impact to the billing in August. This is not surprising since there was only one week from the end of the Kaizen to the end of the month and we had reorganized all of the processes in the largest revenue stream. As a result of the improvements (instantaneous increase of output), the build up of backlog was eaten away in 5 days.

Two weeks after the process was completed the following results have been achieved:

1. The daily meeting and Kaizen boards have improved information flow to and from the employees in the department. Anyone can look at the posted info and instantly know how the department is performing.
2. Average turnaround has been reduced from 5.4 days to less than 2 days. More importantly, there are no jobs longer than 2 days in the department. This has improved from the longest jobs taking 20 days or more. Due to the flow created the jobs don't sit and there aren't any piles to dig through looking for specific jobs.
3. The true sources of production variation are clearly identified by the hour by hour charts filled out by the employees. This has streamlined the troubleshooting process resulting in quicker resolution of problems with permanent solutions.
4. One employee was freed up due to this process and is being used to improve other processes within the company.

It should be noted that the cost for this event was substantial for a small lab. The immediate result of dramatically reduced lead-time (increased capacity) is not easily quantifiable, but should payoff in the long run when revenue for this department is increased. Based upon our experience I would be comfortable with Rick and Gert Jaap performing these events in the future without a TBM representative. They demonstrated excellent communication skills and effectively moved the process along.

Although the process was challenging for the Kaizen team and the department employees, the results are nothing short of spectacular. There is no question that we will sustain and improve upon these results.

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