Lean Presentation Plug & Cutting Conf 2014-Finalpptx · 2014-10-09 ·...

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UN

ITS

/DA

Y

CUSTOMER REQUESTED SHIP DATE

2 WHEEL CANNON 85.6 AVG per PRODUCTION DAY

Rapid%8me%to%value%

Takt%=%Work%Tim

e/%Day%

Customer%Requ

irements%%

Std%Wtd%Time%=%∑%(Std%Time%x%Cust%Reqts)%∑%(Customer%Reqts)%%

Kanban%Qty%=

% ∑%(Cust%Re

qts%x%POU%Qty

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��Actuant%Air%Products%Alliance%Laundry%Systems%American%Saw%Apple%Computers%Ascom%Ball%Flora%Plant%Costa%Nursery%Foxconn%Floricultura%Jabil%Johnson%&%Johnson%Blackmer%Boston%Scien8fic%Bray%Controls%Cisco%Systems%Celes8ca%Cooper%Industries%DS%Cole%Growers%Easton%Sports%Erasteel%GE%Power%Systems%GE%Nuclear%Fuel%%%

IMMI%Inventec%Flow%Products%Foxconn%GE%Energy%Products%%Jabil%Circuits%John%Deere%%Ingersoll%Rand%ISI%Norgren%Kerry’s%Bromeliad%%Kunkle%Valve%Medela%Mercury%Marine%Micro%Dental%MicroMo8on%Millipore%Mueller%Steam%Specialty%NACCO%Nordyne%OmniQuip%Prime%Tanning%Prime0Asia%Quantum%Clean%R2%Technology%%Reedrill%%

Richwood%Building%%SaW%America%Schumacher%Sherwood%SigmaKalon%%SNE%Enterprises%Solkatronics%Sundstrand%Sunshine%Bouquet%Solectron%The%Clarkson%Company%Thermo%King%Timberjack%Timberland%Timken%Company%Trak%Interna8onal%Trinity%TYCO%US%Mint%US%Print%Valmont%Industries%Van%Belle%Nursery%Wacker%Westlock%Controls%Woodward%Governor%Company%Wente%Wines%Yarway%


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Bearings

Power

Systems Alliance Laundry Systems

Commercial

Trucks

Cudahy

Tanning

Van%de%Wetering%%Greenhouses%


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=Plug%and%Cu*ng%Conference%0%2014%

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IT WON’T WORK HERE



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LABEL% FLAT%FILL% STICKING%

50%Minutes%

%Work%Order%1%%Qty.%50% %Work%Order%1%%

Qty.%50%%Work%Order%2%%Qty.%50% %Work%Order%1%%

Qty.%50%%Work%Order%2%%Qty.%50%%Work%Order%3%%

Qty.%100%

50%Minutes%

%Work%Order%1%%Qty.%50%%Work%Order%2%%

Qty.%50%%Work%Order%3%%Qty.%100%

%Work%Order%4%%Qty.%75%

50%Minutes%

150$Minutes$Plug%and%Cu*ng%Conference%0%2014%

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550"Minutes$



LABEL% FLAT%FILL% STICKING%





%Work%Order%1%%Qty.%50%%Work%Order%5%%

Qty.%50%%Work%Order%9%%Qty.%50%


IPK%

IPK%

IPK%

IPK%

3$Minutes$

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1%Minute% 1%Minute% 1%Minute%

OP%10% OP%20% OP%30%


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��Create Process Flow Charts Develop Standard Operation Worksheets Define Product/Process Matrices Create Multi-Product Process Flow Charts Calculate Takt Calculate Standard Weighted Time Determine Resource Requirements Review Actual Requirements vs. Design Create a Block Diagram Develop Standard Operations Create the Facility Layout Define Cells

DATA

"CA

LC."

LAYO

UT"



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3)%Calculate%People%&%Machine%design%requirements%

2)%Calculate%Standard%Weighted%Time%

Σ%(Std.Time%X%Req.)%Σ%(Req.)%

Std.%Weighted%Time%Takt%

1)%Calculate%Takt%Work%8me/day%

Customer%Requirements%


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SIMPLE"AND"EASY"NO"NEED"FOR"NEW"OR"FANCY"EQUIPMENT"


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•  Pullers%assigned%to%zones%based%on%customer%requirements%•  Material%handlers%do%“Milk$Runs”$$

–  Dropping%off%emp8es%at%the%zones%%–  Picking%up%full%carts/wagons%to%take%to%the%supermarket%

•  Only%the%material%handlers%do%the%non0value%added%work%of%moving%material%–  Pullers%doing%value%added%work%


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��Typical savings seen in Lean Flow

implementations: –  Productivity improvements 20 – 40% –  Floor Space savings of up to 30%

As high as 4 times the volume in the same floor space –  Reduced Shrink of up to 50% –  Reduced Credits/Claims –  Increased capacity in greenhouses of up to 100%

From 1 turn to 2 in one season –  Controlled environment

No more chaos during peak periods Easier to manage

–  Doesn’t matter how small or large you are percentage wise the savings are same



www.flowvision.com Plug%and%Cu*ng%Conference%0%2014% Plug%and%Cu*ng%Conference%0%2014%

SHIPPING


How%It%All%Started%


The%%Scary%%Part%


House%Pulling%


Gerson Cortes

[email protected] 561-301-8740


Box%Making%


Shopper%Signing%in%


Shopping%in%the%Supermarket%

The%only%place%you%get%paid%to%shop!%%


Poinse*a%Supermarket%


Final%Scan%


Product%Ready%to%Ship%



Yard%Truck%


Progress%Board%Flow%Rate%Board%


STICKING


Plant%Inspec8on%


Sorted%Cu*ngs%in%the%Cooler%


Progressive%S8cking%



Progress%Board%(Flow%Rate%Board)%


SEEDING


Inventory%


Seed%Storage%


Seed%Packet%Tray%Check%


THE END



Lean%is%a%process%and%a%culture%change!%


The%biggest%obstacle%to%change%is%company%leadership.%

•  We’re%different%•  We’re%unique%•  It%won’t%work%here%

•  If%you%don’t%knock%down%the%barriers%to%what’s%always%been%done%–%you%won’t%change%much.%

%Plug%and%Cu*ng%Conference%0%2014%

Lean%is%owner%supported%but%employee%driven.%


Develop/Find%Key%Employees%


Job%Anxiety%

•  Lean%not%a%means%to%reduce%staff%

•  It’s%about%helping%employees%work%smarter%and%on%important,%value0added%tasks%

•  Honest%communica8on%with%your%employees%is%key.%



Outside%Help%0%Essen8al%

•  Teach%the%process%•  Unbiased%third%party%•  Time%

Roger Fisher


Failure%(…gasp!..)%…%sort%of%


5S%–%Workplace%Cleanliness%

Plug%and%Cu*ng%Conference%0%2014% Plug%and%Cu*ng%Conference%0%2014%

Shipping%Kaizen%

Before" A<er"


Trial Garden Improvement Kaizen Review

April 15, 2008



This Kaizen was designed to improve cross team communications and establish a comprehensive plan to complete a major renovation of the Raker Trial Gardens

Participants: Tom Hughes, Robert

McKnight, Steve Reed, Trisha Slater, Mike Yinger

Plug%and%Cu*ng%Conference%0%2014% Plug%and%Cu*ng%Conference%0%2014%

Thank%You!%Paul%Karlovich%

Raker%[email protected]%

517054204523%


Plug%&%Cutting%Conference%

Orlando%Florida%%

September%24,%2014%

Lean Production: Ten Ideas to Apply in Your Operation %

Paul%Karlovich%

C.%Raker%&%Sons,%Inc.%

[email protected]%

517H542H4523%

%

Ten$thoughts$on$Lean$from$the$Raker$Perspective.$

1. Lean%is%a%process%and%a%culture%change,%not%an%event.%

2. Lean%should%be%owner%sanctioned,%but%employee%driven.%

3. Outside%help%to%get%started%is%essential.%

4. Lean%is%a%great%way%to%develop%key%employees%and%discover%new%talent.%

5. Not%all%employees%are%great%in%Kaizan’s.%

6. Some%Kaizan’s%fail%….%sort%of%…..%

7. Expect%your%employees%to%be%nervous%about%their%jobs.%

8. Lean%should%not%be%a%means%to%reduce%staff.%

9. Lean%will%help%your%employees%work%smarter%and%spend%more%time%on%important,%value%added%

tasks.%

10. Communicate%honestly%with%your%employees%about%why%Lean%is%necessary.%

%

Raker$has$conducted$multiple$Kaizan’s$in$the$following$areas:$

1. Sowing%

2. Transplant/Sticking%

3. Growing%

4. Quality%

5. Shipping%

6. Customer%Service%

7. CompanyHwide:%5S%–%Simplify,%Straighten,%%Scrub,%%Stabilize,%Sustain%

Lean Presentation Plug & Cutting Conf 2014-Finalpptx · 2014-10-09 ·...

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Transcript of Lean Presentation Plug & Cutting Conf 2014-Finalpptx · 2014-10-09 ·...