Factory Building Symposium on Lean Production

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

2. Building a Lean Culture R-Anell Housing Group Denver, NC Clifford Robbins, Lean Manufacturing Engineer

3. R-Anell Housing

4. R-Anell’s Kaizen (RPI) Process • Gather data • Train associates • Map value stream • Develop revised layout • Implement changes • Evaluate production and refine • Report to executive team and celebrate • Document process and create job instructions

5. R-Anell’s Kaizen (RPI) Process • Gather data • Train associates • Map value stream • Develop revised layout • Implement changes • Evaluate production and refine • Report to executive team and celebrate • Document process and create job instructions

6. Gather Data • Make spaghetti charts • Record procedures • Document current layout, distances and inventory

7. R-Anell’s Kaizen (RPI) Process • Gather data • Train associates • Map value stream • Develop revised layout • Implement changes • Evaluate production and refine • Report to executive team and celebrate • Document process and create job instructions

8. Train Associates: Pipe Factory • Simulate a production line • Teach lean concepts in a learning-by-doing method • Successive rounds demonstrate the value of lean techniques

9. R-Anell’s Kaizen (RPI) Process • Gather data • Train associates • Map value stream • Develop revised layout • Implement changes • Evaluate production and refine • Report to executive team and celebrate • Document process and create job instructions

10. Map value stream • Area associates develop understanding of production as a system • Learn how lean techniques apply to their production environment

11. R-Anell’s Kaizen (RPI)process • Gather data • Train associates • Map value stream • Develop revised layout • Implement changes • Evaluate production and refine • Report to executive team and celebrate • Document process and create job instructions

12. Develop Revised Layout • Leverage area associates knowledge • Reinforce sense of ownership

13. R-Anell’s Kaizen (RPI) Process • Gather data • Train associates • Map value stream • Develop revised layout • Implement changes • Evaluate production and refine • Report to executive team and celebrate • Document process and create job instructions

14. Report and Celebrate • Describe effort • Celebrate and broadcast success • Document changes

15. Identifying the Target: Dormer Area • Production not being met • Consistently required overtime • Additional team member requested • Other considerations • First major event • Good supervisor • Off-line operation

16. Goal: Productivity and Space • Excessive walking • Poor material flow • Batching materials • Excessive inventory • Poor equipment positioning • No table saw

17. RPI Team • Charles Jervais, director of process development • Clifford Robbins, lean engineer • Carlos Soto, safety manager • Gary Lynn, supervisor • Jorge Jordan, team leader • Luis Aleman • Pedro Aleman • Stanley Axe • Michael Childers • Miguel Davia • Joseph Flowers • Ricky Gibbs • Steve McEntire • Silverio Martinez

18. Now Then • Layout before RPI • Layout after RPI Logical flow puts products where they need to be Extended crisscrossing flow and bloated work areas

19. Results • Provided 2,400 sf for building large gable dormers • Reduced material inventory • Value of manufacturing space freed up: $108,000 • Annual labor savings: $27,300

20. Highlights • Associates speak directly to management • Deep respect for associates efforts • Substantial management commitment • Substantial investment in associate time

21. Going forward • Accelerated lean training schedule • Concentrate on problem areas identified by the Value Stream Map • Provide lean support for move • Include lean training for new associates during orientation

22. Lean Symposium

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