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Factory Building Symposium on Lean Production

Join us at the Factory Building Symposium on Lean Production to learn from Michael Lombard, Continuous Improvement Manager at Palm Harbor Homes Plant City, as he discusses the challenges faced and strategies implemented to create a lean infrastructure at the plant. Discover how to integrate lean practices, establish a culture of continuous improvement, and develop a Kaizen infrastructure. Explore the successful results achieved in the frame shop and paint booth through lean initiatives. Don't miss this opportunity to enhance your understanding of lean principles and drive positive change in your manufacturing processes.

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Factory Building Symposium on Lean Production

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  1. Factory Building Symposium on Lean Production January 29, 2007Austin, Texas

  2. Palm Harbor HomesPlant City, FLMichael Lombard,Continuous Improvement Manager Creating a Lean Infrastructure

  3. Palm Harbor Plant 06

  4. Challenges • Employee turnover • Lack of standard work procedures • Instability on the shop-floor • Poor work environment • Unstructured improvement process

  5. Strategy: Build a Foundation for Lean • Integrate lean into the plant culture • Establish a well defined infrastructure for kaizen (continuous improvement)

  6. Lean Culture • Training for shop floor associates • “Five S” • Standardized work • One-piece flow and pull systems • Training for managers • Weekly “book club” meetings • Hands-on simulations, gemba observations, etc. • Online learning component

  7. Kaizen Infrastructure • “Five S” Workplace • Providing a positive workplace • Use visual control • Encompass entire facility • Lean Executive Team • Champions improvement projects • Appoints and supports project captains • Provides resources and guidance • Idea Development Process • Harness employee creativity • Available to all • Plan-Do-Check-Adjust

  8. Idea Process Results • Ideas generated: 200+ • Ideas implemented: 78 • Total estimated savings to date: $108,000

  9. Frame Shop Then Now • Frame moves directly into frame department • Floor crew stopped work while frame moved through • Floor crew works without interruption • Unnecessary moving frame in and out of floor department

  10. Results • Cost less than $1,000 • Floor department works uninterrupted • Eliminated waiting time • Eliminated 4 floor moves • Throughput time reduced • Labor savings $36,000 per year

  11. Paint Booth Then Now • Dedicated paint booth • No fixtures • Fixtures for holding and flipping doors • Doors painted close to point of use • Doors painted far from point of use on the line • Doors painted in open area subject to dust and interference

  12. Results • Cost less than $2,000 • Doors closer to point of use • Defects from 25% to 5% of doors • Painting time reduced by two-thirds • Total labor savings = $31,500 per year

  13. Highlights • Getting buy-in critical to make improvement ideas work • Basic understanding of lean critical to management buy-in • Action over planning

  14. Going Forward • Continue Management Training • Develop Shop-Floor Training • Expand Idea Development Process • Evolve “Five S” Workplace

  15. Lean Symposium

  16. Factory Building Symposium on Lean Production Manufactured Housing Research Alliance Jordan Dentz (212) 496-0900 x13 jdentz@research-alliance.org www.mhrahome.org

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