Applying “Visual Factory” in the Lean Enterprise

1. Applying • “Visual Factory” • in the • Lean Enterprise

2. Lean Manufacturing: “A systematic approach to Identifying and eliminating waste through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection” … Center for Advanced Manufacturing Purdue University

3. Five Lean Fundamentals: • Identify Value from a customer’s point of view • Map and measure the value stream to eliminate waste (processes and inventory / material) • Make the remaining steps “flow” (measure), reducing cycle time • Let customers “pull” value (JIT) • Pursue continuous process improvement (measure)

4. Lean is Visual • Measuring means nothing unless that which is measured is communicated. • Multiple stakeholders act on the displayed information • Line workers • Line management • Line maintenance • Quality control • Quality assurance • Industrial & Process Engineering • Expediting • Etc.

5. Lean is Visual (cont’d) • Employees are empowered – enough to stop the line. They need to see when and why. • Teams and teamwork are key. Let them see their pace and another team’s. • Procedures are standardized. Deviations from standard are displayed. • Lean events and tools use a data-driven philosophy. (Displayed) Data drives change / improvement.

6. Andon Boards: • Family of robust industrial displays that integrate seamlessly with manufacturing intelligence & data collection systems

7. LCD Displays • Industrial Flat Panel Monitors • Higher Temp Specs than Dell • Designed for 24 x 7 Operation

8. What might you measure? • People- Output per labor hour- Direct labor per unit- Indirect labor per unit- Units per hour or hours per unit- Overhead cost per unit • Process- Setup time- On time delivery- Value added ratio- Reject rate- Rework cost- First pass quality- Cycle time- Material Scrap

9. Reduce material scrap through real-time parameter monitoring & alerts. • Early, remote warning alerts of variance in critical processes. • Instant availability of production information for managers and workers. • Team building/morale boosting.

10. Quicker line changeovers. • Real-time, broadcast display of line and employee production rates. • Reduce overages through messages & alarms triggered by flow rate data, clock information, etc. • Safety alerts.

11. Increase team productivity by competitive performance monitoring. • Replace whiteboard-style line scheduling with automatic displays. • “Central Station” monitoring of critical process parameters throughout the enterprise.

19. Process for Implementing a solution • Understand the metrics needed to measure. • Determine where the measurables come from. • existing automation and process equipment | non-existent • Apply visual and sensing technology and propose a solution • Sensors, HMI’s, push buttons, RFID tags • Layout of the facility • Viewing distances • Viewing points • Lines of information – Colors • Alarms • Information access • Web access • Internal access • Communications to higher system • SAP, ERP, WMS, • Middleware

20. Thank you.