TOMORROW’S LEAN ENTERPRISE LEADERS

1. TOMORROW’S LEAN ENTERPRISE LEADERS Sandip Bhattacharjee Subhaditya Bhattacharya Pardeep Gill Eric Moyasaenko Manoj Patil Jeremy Stowell

2. What is Lean • A philosophy and a set of tools • Improve Bottom line • Reduce waste (muda) • Continuous Improvement (kaizen) • Pursuit of Perfection

3. Types of Waste RIDE the COMET • Rework and repair • Inventory • Delay • Conveyance • Overproduction • Motion • Extra Process Steps • Talent

4. ACADEMIC INPUTSLEAN MANUFACTURING COURSE • Lean tool kit (Value Stream Mapping, JIT, single piece flow, visual management, change management, Lean Performance Measurables. • Simulation of Mass production plant and Lean Plant. • Real time value stream mapping experience in supplier plants; student teams led by Ford engineers and plant personnel

5. The Sites • Storage Technology Corporation, Louisville, CO (Jeremy)         • GE Superabrasives, Worthington, OH (Subho) • Ford Motor Company, Dearborn, MI (Eric) • TI Automotive Systems ,Washington Court House and Sabina Plants,OH (Sandip & Manoj). • Visteon Corp, Dearborn, MI (Gill)

6. Personal Learnings • “Everyone in the company has to believe in Lean in order to get its full benefit.” - Subho • “We found that Lean principles could be implemented both in professional and personal lives.” – Manoj and Sandip

7. Personal Learnings • “This internship reinforced the importance of utilizing networks within an organization. - Jeremy • “Lean has made me aware of the implications of pushing demand on customers. - Gill • “It’s as much about forming relationships as analyzing processes.” - Eric

8. Financial Impact • Saved over $98,000 by negotiating with suppliers to obtain cost reductions. Also secured shorter, more consistent lead time commitments from suppliers. • Placed suppliers on bid-lists to facilitate choosing lowest total-cost suppliers. • Worked on initial stages of a lean project implementation. As a result, recommendations were made to improve interaction and information sharing with the supplier base that will lead to future cost savings. • Recommended process improvements to increase output of production line from 1800 units per week to 3500 units per week (94% increase in throughput).

9. Financial Savings cont. • Recommended removing 3 operators from a production line saving the company approximately $150,000 in direct costs for this line. Operators can be redeployed elsewhere. • Made multiple suggestions in a high volume manufacturing cell to reduce labor, work-in-process inventory and floor space. • Recommended process changes that would reduce RM, WIP, and FGS inventory by $88.5 million. • Analysis led to the cancellation of nearly $100,000 in unnecessary purchase orders.

10. General Impact • As MBA interns in a large company we bring a new and fresh perspective to the way business is done. • The Lean class has given us the skills required to analyze and identify best practices, as well as to identify areas where visual factory and 5S could improve the existing processes.

11. General Impact • Since we know that implementing Lean Manufacturing is a lengthy process, we have helped companies set up basic processes and understand the basic concepts of Lean. • One of the most important core concepts of Lean that we have tried to concentrate on is waste reduction.