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Transcript of Lean Manufacturing for the Wood Products Industrynrri.umn.edu/cartd/forestp/leanmfg.pdf · Lean...
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Lean Manufacturing for the Wood Products Industry
Brian BrashawUniversity of Minnesota DuluthNatural Resources Research Institute
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NRRI Mission“To foster economic development of Minnesota's natural resources in an environmentally sound manner to promote private sector employment.”
Natural Resources Research InstituteUniversity of Minnesota Duluth
Forestry/Forest Products works with 150+ companies and cooperators/year in Minnesota, Wisconsin, the Great Lakes region and throughout the world.
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Wood Industry Sectors Served by NRRI
PrimaryLumber, OSB and composites, Paper residues, Pulp
SecondaryCabinetryMillwork and Fenestration (windows)Recreation ProductsWood FlooringWood FinishingFurniture (residential and office)Store fixturesHousingTransportation
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Key Industry Issues in the Midwest
300,000+ employed in MN, WI, MI, IA
100,000 in primary (logging, lumber, paper and composites)200,000 in secondary (fenestration, millwork, cabinetry, flooring, furniture, and store fixtures among others)
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Key Industry Issues
Slow implementation of new technology and best manufacturing practices
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Key Industry Issues
Imported products/overseas manufacturing
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Great Lakes Wood Manufacturing Partnership
Enhance the competitiveness of the wood products industry in the western Great Lakes region of Minnesota, Michigan and Wisconsin by completing company specific projects
Through implementation of lean manufacturing and product development
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PartnersPublic
Natural Resources Research Institute/UMDNorthern Initiatives (Marquette, MI)Michigan Technological UniversityMinnesota DNRWisconsin DNRMichigan DNR Iowa DNRUSDA Forest Products LaboratoryNorthwest Wisconsin Manufacturing Outreach CenterMichigan Manufacturing Technology Center (Grand Rapids, MI)TEAMWORKS (Park Rapids, MN)CIRAS (Iowa State University)
PrivateMinnesota
Training – 18 companiesLean projects – 7 companies
WisconsinTraining – 12 companiesLean projects – 5 companies
MichiganTraining – 16 companiesLean projects – 6 companies
New companies are being added as projects are initiated. Grant funding will continue through 2006.
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Changing the culture . . Lean is not Mean!
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To help companies understand and implement lean . . .
Our efforts have focused on:Customized wood industry manufacturing simulationsTraining in lean principles and transformationsTours of best practicesFacilitating initial project teams
Kaizen blitzesCI8 – Multiweek events
Lean Manufacturing
Introduction toLean Building Blocks
Horner Flooring Company
Team “Panel Pushers”May 18, 2004
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Lean Manufacturing
Introduction toLean Building Blocks
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Competitiveness = Time
“One of the most noteworthy accomplishments in keeping the price of Ford products low is the gradual shortening of the production cycles. The longer an article is in the process of manufacture and the more it is moved about, the greater is its ultimate cost.”
Henry Ford, 1926
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Historic Ford Sawmill, Alberta, Michigan
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Lean Manufacturing for the Wood Products Industry Bayport, Minnesota
Lean Building Blocks
MappingStreamValue
5S
Cellular/FlowPull/Kanban
Changeover Reduction
Teams
Supermarkets Quality
Batch Reduction
Standard Work Plant Layout
Visual Control
Continuous Improvement
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Lean Manufacturing for the Wood Products Industry Bayport, Minnesota
7 Types of Waste
1. Overproduction2. Defects3. Unnecessary inventory4. Inappropriate processing5. Excessive transportation6. Waiting7. Unnecessary motion8. Not using the talent of your employees
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Lean Manufacturing for the Wood Products Industry Bayport, Minnesota
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Lean Manufacturing for the Wood Products Industry Bayport, Minnesota
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Lean Manufacturing for the Wood Products Industry Bayport, Minnesota
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Lean Manufacturing for the Wood Products Industry Bayport, Minnesota
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Lean Manufacturing for the Wood Products Industry Bayport, Minnesota
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Lean Manufacturing for the Wood Products Industry Bayport, Minnesota
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Lean Manufacturing for the Wood Products Industry Bayport, Minnesota
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Customized Wood Industry Manufacturing Simulations
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Dovetail Enterprises
Our goal will be to transform a traditional manufacturing system into a lean production system.Drawer Box Fabrication & Assembly
Order kittingDovetailingAssemblySandingBottom assemblyLabelingMaterial handling
Customer
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Lean Manufacturing for the Wood Products IndustryBayport, Minnesota 6-8 February, 2006
DailyOrders
Supplier
ProductionControl
WeeklyOrders
MonthlyForecast
Customer
C/T=___
Container Fabrication, Assembly & Labeling
2
VA = ___
LT = ___
___
___
___
Shipping
ShippingSchedule
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Sawmill EnterprisesOur goal will be to look at lean implementation tools that could be applied in a sawmill during a transformation from traditional manufacturing system into a lean production system.Sawmill and molder/planing
SalesProduction schedulingSawmillDry kilnMoldingTool roomMaterial handlingMaintenanceIndustrial engineering
Customer
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Scorecard for Sawmill Enterprises
Value 1 2 3 4
Complete Orders of 50 $ 5.00 0 200Late/Partial
Orders $ 2.50 50
Value 1 2 3 4
Direct Labor($ per hour) $ (20.00) 16 16 15Number of Associates 12 11 10Materials
($ per part) $ (2.50) 200 200 200WIP
($ per part) $ (1.50) 200 150 0Factory
(cost per table) $ (10.00) 4 4 3
$ (904.00) $ (698.67) $ 420.00 $ -
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Sawmill
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Dry Kiln
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Tool Room
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Molder
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Wood Education and Resource Center --- Princeton, WV 8-10 August, 2005
Weekly
Customer
ProductionControl Weekly
Orders
PricingReport
TimberSale Inquiry
Invoice
1.36 MMBFmonthly
ShippingPlaningDryingMilling/Stacking
FIFO
DailyShippingSchedule
C/T=6m F/T=15d C/T=2m
VA = 15 d
LT = 15 d1 day
6 min
10 days
15 days
2 days
2 min
2 days
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Project Facilitation for Wood Products Companies
A good way to understand the potential for lean implementation!
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The Process
Value stream mapping is used to identify potential continuous improvement projects.Projects are selected and conducted using a Kaizen blitz or a once a week, 4-8 week process.
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The Process
Step 1 - Company selects a projectMust be measurable with significant impactBoundaries established
Step 2 – Conduct the projectCreate team charterLean training
Continuous improvementLean manufacturing tools
Value stream mappingPull inventory replenishment systemsSetup reductionCellular manufacturing
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The Process
Step 3 - Meeting of all team participants plus company top management
Team presentations to the groupFull team participationUse visuals - Powerpoint presentation, video, digital photos, etc.Metrics of accomplishment
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CI Team Projects
Rockland Industrial Products; “Products that Rock”Developed and implemented a strategic R&D process to guide new product development
Crystal Cabinet Works; “B and G Drawers”Converted the cabinet drawer assembly area from a batch to a flow assembly process resulting in 15% productivity gains and 40% floor space reduction
TrueRide; “The Streamliners”Conducted a kaizen blitz resulting in 4,000 sq ft of floor space reduction and improved production flow of skate ramp manufacturing
Horner Flooring Company; “Panel Pushers”Redesigned their portable sports floor product and manufacturing process resulting in reduced setup times, more flexible manufacturing and cost reduction
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CI Team Projects
Ferche Millwork; “Molder Ready Rough Riders”Development of an inventory replenishment system that was the first step in a project to reduce lead time from 3 to 2 weeks
Smurfit Stone; “Kick Ash”Determination of clinker removal techniques and root causeresulting in substantial cost savings
Northern Contours; “Go WEST”Created new veneer room process and layout that reduced lead time by 80% and labor costs by 30%
Beaver Manufacturing; “Get R Done”Developed a new drawer box manufacturing process incorporating cellular manufacturing that reduced lead times from 2 weeks to 30 minutes and increased productivity by 30+%.
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Ongoing Activities
Our team is continuing to work with new companies and is cooperating with our outstanding Manufacturing Extension Programs in Wisconsin, Minnesota, Michigan and Iowa by providing wood industry specific lean training and implementation assistance.