Lean Analysis and Improvement of the Quilting Machine Assembly Process

1. Lean Analysis and Improvement of the Quilting Machine Assembly Process By  Santiago Sánchez April 26, 2011

2. Gribetz International • Anchor company of Global Systems Group, division of Leggett & Platt (Fortune 500 corporation). • Leading manufacturer of industrial quilting machines. • Its advanced technology makes them the preferred supplier in the mattress industry. • Best seller machine: Paragon M+,(~2,500 parts)

3. Paragon M+ Quilter Assembly Process Background • Current assembly process is long lead time (~20-30 days). • Made of 25 standard kits (major components) • Each kit contains 10 to 350 parts. Additional kits may be used (machine is made to order). • Production: ~50 units produced (2010); 2011 Forecast : 25. With the economy improving, demand is expected to rise. • Resources: 10 trained operators, 4 currently assigned to Paragon Assy. • 8,008 SF designated for assembly.

4. 2010 Sales Global Demand Trend

5. Project Goal To perform a basic lean and waste assessment in the paragon assembly process and recommend actions to reduce it.

6. Phase 1 • Develop an assessment of the current process through the application of lean tools and techniques. • Deliverables: • Lean Assessment (As-Is) • Process Maps • A Value Stream Map of the process (As-Is) • A spaghetti diagram • The Takt Time Determination • Current Floor Layout • All validated by Gribetz Management team.

7. Phase 2 • Develop recommendations for improvements and waste reduction/elimination. • Deliverables: • Future Value Stream Map. • Action Plan to implement "Future State" Processes. • Develop feasible recommendations for waste reduction along with corresponding implementation methods and evaluation.

8. How Lean is Gribetz International? (Paragon M+) Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Teams Value Stream Mapping 5S System Visual Plant Layout 1 Very Low 3 Moderate 5 Superior 2 Low 4 High

9. Preliminary Lean Assessment (as-is)

10. Criteria Analysis to Support Assessment

11. Preliminary Waste Assessment

12. 1st Deliverable :Process Map Overall Assembly Process

13. 1st Deliverable :Process Map Overall Assembly Process

14. Value Stream Map (As-Is)

15. Spaghetti Diagram

16. Floor Layout

17. Takt Time Calculation Available working time per Shift (sec) Demand per Shift 26,700 0.1654 Takt Time = = = 161,442 secs Takt Time (hrs) = 44.03

18. Machine assembled from start to finish.(Summarized in hours) • Identified Waiting Time. • Variable number of employees working on the machine the same day.

19. Hours Worked on Each Machine Day • Findings: • Variable Total Process Times per Machine • Other Labors Visibility

20. Future Value Stream Map

21. Recommendations • Lean Training/Certification for key staff. • Lean is a culture and people involve in the process should be award of all the practices and they need to learn to think lean. • Part of the success of the project is the involvement of the personnel that is part of the process because they are directly affected by the improvements.

22. Recommendations • Add more visuals to the assembly area. • Adisplay board with the department, company and customers information.

23. Recommendations • Perform yearly Lean assessments • Lean is continues improvement methodology and a yearly assessment will show the results of the effort and will mark the trends to the future. • A year assessment will encourage the workers involve in the process to continue the effort.

24. Recommendations • Standardize Sequence/Process • The team developed a sequence of the order in which the assembly should be done to reduce the total time of the process. • The first sequence that we are proposing has the capacity to meet the demand of 2010. • The second sequence has the double of the demand but it requires cross training.

27. Recommendations • If the process times for this two kits are the bottlenecks of the assembly. • If this two times are reduced then the process time of the assembly process will be reduced.

28. What Next? • Detailed analysis of value and non value added activities. • Process maps and work instructions for every kit. • Lean assessment for the whole factory.