Walters & Wolf are a premier commercial cladding manufacturer. They have established the industry reputation of being able to produce products of every cast and color, to precise and exacting specifications. They draw and engineer all systems in-house, both shop and fabrication drawings for project submittals and shop fabrication and field installation. Their quality and customer satisfaction could not be reached without engraining a firm core of Lean manufacturing in their culture and everything they do.

Take a few moments and learn from Walters & Wolf!

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“I say an hour lost at a bottleneck is an hour out of the entire system. I say an hour saved at a non-bottleneck is worthless. Bottlenecks govern both throughput and inventory.”

Eliyahu M. Goldratt

There can be multiple causes of slowdowns and disruptions in workflow. One of the most serious causes can be bottlenecks. When efficiency is crucial to an workflow process, a bottleneck can significantly impact the bottom line and customer satisfaction of any organization. A bottleneck analysis offers an organization opportunities to improve efficiencies, customer satisfaction and ensure workflows at an even rate.

A bottleneck analysis is a detailed process where an organization gathers as much detailed information about the flow of a particular product or process. Specifically, data is gathered about the point(s) in the process where workflow is bottlenecking. This type of analysis can be done specifically to identify the cause of a bottleneck that is causing problems, or to learn about processes where a bottleneck is likely to occur in the future. The bottleneck analysis will provide important information about how things are done, and how they can be improved.

When performing the analysis, it is crucial to not only look at where the bottleneck is occurring, but the entire workflow process. This will give a better picture of what is really occurring at all stages of the process, along with what occurs just before and after the bottleneck. If a bottleneck early in the workflow process is eliminated, it may result in a new one forming further down the line. A properly performed analysis will not only help to find solutions to the existing bottleneck, but will also help to prevent new ones from forming. 

Preventing bottlenecks would be ideal to avoid having to manage and resolve them in the future. There are ways to work around them when planning the production environment. Giving employees free rein over minor decision-making will allow them to make the decision they feel is most efficient. Establishment of standardized exchanged protocols can minimize the potential for future bottlenecks to occur through minimizing downtime. 

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A best practice in the manufacturing sector and considered the gold standard for measuring productivity, Overall Equipment Effectiveness (OEE) provides crucial insights in manufacturing. It was a term coined by Seiichi Nakajima in the 1960s to evaluate how effectively a manufacturing operation is utilized. It is based on the Harrington Emerson way of thinking regarding labor efficiency. The results are stated in a generic form, which allows comparison between manufacturing units in differing industries. It is not, however an absolute measure and is best used to identify scope for process performance improvement, and how to get the improvement.

It is understood that manufacturing is a complex and costly process. Absolute efficiency is crucial to success — using metrics and guidelines, manufacturers remain in control over process and production. OEE is the tool which combines manufacturing issues and data points to provide information about the process. Every member of a manufacturing team can use the data to better understand the current state of a process. It provides a strong framework to accurately track underlying issues and root causes, along with a framework for improvement. OEE metrics can accurately and quickly reflect the current state of any manufacturing process. Conversely, it can also be a very complex tool, allowing an understanding of the true effects of various issues. 

The four components of the OEE framework are: OEE, Availability, Performance and Quality (OEE = Availability x Performance x Quality). The Availability key refers to the machine being available. The Performance key refers to how much waste is created through running at less than best speed. The Quality key focuses on the time wasted by producing a product that doesn’t meet standards. It then allows manufacturing companies to pull together separate business functions into simple, but powerfully useful metrics. Finally, by using OEE concepts, waste can be exposed and understood, and efficiencies maximized.

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Lean implementation can be a both a blessing and a curse. One cannot deny the value and results of lean programs across multitudes of industries. Anyone with any doubt about the effectiveness need just look to Toyota and the Toyota Production System (TPS) to understand the powerful impact on production and manufacturing. For many, the implementation of lean practices in their organizations has resulted in significant improvement in both quality and financial performance. These organizations enjoy a pronounced competitive advantage in their industry. Numerous other industries outside of manufacturing have enjoyed some of the same success as Toyota with lean practices.

Avoid the Lean Implementation Traps

For every success story, there are five horror stories when organizations start down the stormy path of lean implementation. Success is elusive for those organizations, and those failures start to add up quick. Amongst the ashes and broken dreams of the organizations that struggled and failed with lean practices, there are a few common traits that led to their demise:

Negative Teams – Success starts with getting buy-in across the manufacturing floor. Instead of implementing lean practices to one team at at time, the processes are rolled at en mass.’ This approach never gives workers a chance to develop confidence in the new systems and become fully invested in the new process.

C-Suite Demands – When lean practices were introduced, C-Suite leaders quickly saw the advantages to the process and quickly put unrealistic financial projections based on an overall picture. So, as lean implementation rolls out in their organization, they want to see significant results that are immediate. They don’t understand that there must be clear and reasonable expectations about the time and money required in changing process. There is no such thing as a one size fits all solution in lean.

Financial Struggles – When it comes to changes in production lines that generate the most revenue, C-Suite leaders are often very hesitant to change from the status quo. Lean implementation requires a commitment to investing both time and money, which could affect the lifeblood of the organization. Leaders must understand that they commit to change and be willing to provide the resources to see things through.

True Grit – The implementation of Lean practices requires time to affect change. During that time, people will lose focus, leaders will lose trust and workers will lose faith. That is precisely why leaders must have grit! They must embrace lean practices and have the vision and tenacity to moving the process forward, even in the face of a storm.

Organizations that enjoy the highest levels of success with lean practices and lean implementation are the ones that have grit! They are committed to the processes and work hard to move forward in the face of adversity. The worst mistake an organization can make is to quit.

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Are you feeling overwhelmed and out of control? Not really a surprise for many, considering the demands on our lives in this digital age. We are spending more time at work than any other generation in American history. As a workforce, Americans lose more paid leave from work each year than any other country. Our workdays get longer and they don’t end when we leave the workplace. Our smartphones keep us tethered to the office, and we can never really disconnect until late into the evening. Then, we have to try and balance our professional demands with our personal lives. Spouses, children and extended family demand our time as well, but seem to be getting the short end of the stick for most American workers.

So the question becomes, how do I find balance when the demands on our time continue to escalate? There are a wide range of options available for the busy professional who needs to find balance in his or her life. Browse the internet for five minutes and you will find a long list of self-help experts and gurus who claim that they can make things all better and find the balance you are seeking. But, how do you find the right help, and can you fit the cost into your budget? Things just get more and more complicated, don’t they? Well, a simple answer may be just simple techniques that are practiced in many organizations around the globe and they get results. Just take a look at the Kaizen philosophy and really understand how that applies to your personal life, just like the processes on the factory floor. Kaizen may be just the solution you are looking for!

Kaizen took hold in the years after WWII with the Japanese and the Toyota Production System (TPS). It is based on the belief that continuous, incremental improvement adds up to substantial change over time. When teams or groups implement Kaizen, they circumvent the upheaval, unrest, and mistakes that often go hand-in-hand with major innovation. It’s fitting that the Japanese word kaizen translates to good change. You can take those techniques and apply them directly to your personal life and affect real change. The core principle of Kaizen is waste reduction, so take stock in what you are doing and make some changes. Look at what you need to stop doing that is not productive or unnecessary and make some changes. Look at the time-wasters that sneak into our daily activities and carve them out. Prioritize your tasks and find simpler, easier ways of getting things done. An audit of your daily calendar will truly be an eye-opener for most people.

Daily consistent improvement is the key to success. Think small in the beginning. Those little changes will, at first, free up 15-20 minutes a day. As you make improvements, those changes get a little bigger. Now, you are not having to work through lunch, or you have actually made the time to catch a kid’s soccer game or make it home on time for date night, without missing any key objectives. They real key to success is to constantly look at ways to improve, become more efficient at tasks or build better habits. Just be patient and you will find success in the process and a much need balance between your personal and professional life.

Read more here about Kaizen. It just isn’t for the factory floor anymore!

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Lean manufacturing and principles have been around for years, so the ideas are not really new. However, the scope of lean and lean manufacturing principles have significantly shifted. Now, it is widely accepted beyond the factory floor and is expanding into hospitals, government agencies and service sectors. These trends are expected to continue as lean and lean manufacturing principles are put into places across a wide variety of businesses on a global scale. The problem becomes the long lasting success of new programs. Some experts estimate that the failure rate of lean implementations could be as high as 80%. Change is a difficult thing for organizations and sustaining that change can be problematic for most. For those enjoying the most success with lean and lean manufacturing principles, they have found that the main benefits are the effects it has on the people. Great people are the lifeblood of a successful lean organization because it is about keeping people first!

Keeping people first is all about changing the culture and that change starts with respect. Leaders have to be on board from the start. They have to actively engage in a way that demonstrates clearly they are engaged. Spending time with people is the best way to connect with each and every person in the organization. Listening is the key to this engagement. Manage by walking around, get to know the people and let them get to know you. Lean is about respect, and the best way to show it is by spending time together. You will find that the vast amount of people want to come to work and know they have some ownership and control over what they do. As these changes start to take hold in the organization, you will find that customer service reps take fewer angry calls, sales reps are having to explain problems less and less, and your shipping department is not rushing to complete their work at the end of the day. Simply, problems start working out over time and success becomes a real reward. We just have to keep in mind that lean and lean manufacturing principles take time. Leaders must have the focus, patience and determination to make changes over the long term. They must have a firm commitment to making sure people come first.

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The UH-72 Lakota is a twin-engine helicopter with a single, four-bladed main rotor. The UH-72 is a militarized version of the Eurocopter EC145 and was built by American Eurocopter (now Airbus Helicopters, Inc.). Initially marketed as the UH-145, the helicopter was selected as the winner of the United States Army’s Light Utility Helicopter (LUH) program on June 30, 2006. In October 2006, American Eurocopter was awarded a production contract for 345 aircraft to replace aging UH-1H/V ‘Huey’ and the OH-58A/C ‘Kiowa’ helicopters in the U.S. Army. It combines operational capability, reliability and affordability, fulfilling all of the Army’s requirements for speed, range, endurance and overall performance.

Learn more about the UH-72 Lakota here.

https://youtu.be/aI3bGLANAME

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A combined team from Aviation & Missile Command Environmental Division at Red Stone Arsenal and Aviation Center Logistic Command at Fort Rucker have implemented ground-breaking initiatives utilizing Lean Six Sigma methodologies for the handling of hazardous waste involved in the maintenance of the UH-72 Lakota aircraft at Fort Rucker. These initiatives have significantly improved to quality of life for those personnel at Fort Rucker and the surrounding communities. They have also enhanced the mission performance of the aircraft through consistent quality improvement through Lean Six Sigma methodologies.

The UH-72A Lakota is a light utility helicopter specifically designed to meet the requirements of US Army. The helicopters were acquired to replace the UH-1H Iroquois Huey’ and the OH-58 A/C Kiowa helicopters. Based on the EC 145 multirole helicopter, the UH-72A serves the army principally for logistics and support missions within the US. It is also used by the Army National Guard for homeland security and disaster-response missions and medical evacuations.

Lean Six Sigma Success for Army Aviation

By making changes in the institutional chemical review processes, prepositioning of compliant hazardous materials and changes to the procurement procedures, the team is working to improve environmental quality at and around Fort Rucker. These processes have also enhanced the community’s environmental quality by reducing the helicopter’s mission environmental footprint while reducing the risk of additional costs to pilot training due to aircraft maintenance delays.

The team’s success was accomplished by effectively implementing Lean Six Sigma techniques to facilitate mission and promote compliant hazardous material conservation practices on the aircraft. The team focused on the hazardous materials’ lifecycle and promoted just-in-time acquisitions of environmentally sustainable products.

• Enhanced readiness by reducing the wait time for maintenance chemicals to reach Fort Rucker mechanics, which reduced the chemical approval review time from an average 19.5 days to 13.7 days, which equates to an avoidance cost reduction of $332,531 in lost pilot training time per consumable material. With 28 new consumable materials delivered in the past 12 months, the cost avoidance to pilot training is more than $9 million.
• Reduced the use of non-conforming consumable materials by 81 percent. By reducing the amount of non-conforming consumable materials and ensuring only compliant products are available for use, the ACLC UH-72 Team minimized risk to the community while also reducing waste cost of $4.30 per consumable material. Costs were reduced by more than $6 million in fiscal year 2017.
• Guaranteed compliance with Fort Rucker’s air permit. The team reviewed the most used consumable materials and recommended more than 50 chemical alternatives the comply with the installation’s air permit.
• Supported air contaminant and waste minimization requirements. The team promoted sustainable procedures for acquiring hazardous materials that support air contaminant and waste minimization.
• Clarified new contract requirements to ensure mission success.

The U.S. Army has clearly demonstrated its commitment to the practice of Lean Six Sigma methodologies to improve the quality and combat readiness of its forces.

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Lean manufacturing is a series of techniques that will improve the performance of a factory, a department or even a single production line or machine. Lean thinking in manufacturing is logical and as it is applied, it can be thought of as a journey towards a more efficient future. The techniques are based on the way in which the work is carried out, and involves changing behaviors and attitudes of the personnel so a deep understanding of motivation and culture is essential in the application of Lean thinking.

The food industry involves substantial amounts of product, produced in large batches. It requires lengthy lead times and has variability with the different growing seasons and products. The variability continues with each product, since every product has a different rate of expiration. To most, it may seem counter-intuitive to apply Lean thinking to this industry, since there are so many variables and uncertainties. But when you decipher the supply chain, the key types of waste identified in food production are very similar to those seen in other industries.

Lean Thinking in Food Manufacturing

A deeper examination of the food industry reveals waste problems in over-production, transport, wait times, inventory levels, food defects, and processing. To enhance these processes and decrease waste, continuous improvement through Lean thinking can be made to these components of the food industry. While the reasoning behind the food industry’s initial Lean delay varies according to who you ask, most Lean experts agree that Lean plays an important role in present-day food manufacturing. Progress is often driven by example. If a food manufacturer sees its competitor achieving notable results with Lean manufacturing, it almost has no choice but to follow suit. The industry is facing an explosion of product variation, serious food safety concerns, and skyrocketing raw material and transportation costs. Lean may not be the only answer, but it’s definitely part of it.

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The cornerstone of any organization is based on efficiency and  value to the customer. A lean thinking organization  uses five simple principles to ensure it understands the true value of the customer and the processes are finely tuned to reduce any process that creates waste. By ingraining lean thinking into the culture of the organization, the customer enjoys the highest quality of product or service.

Take a few minutes to better understand the five principles of lean.

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A lean thinking organization understands customer value and focuses all its processes to continuously increase it. The ultimate goal is to provide absolute value to the customer. It encourages the practice of continuous improvement and is based on the fundamental idea of respect for people.

This is accomplished through the perfection of a creation process that has zero waste and absolute value to the customer. To accomplish this, lean thinking changes the focus of management from optimizing separate assets and departments to optimizing the flow of products and services through every process. Eliminating waste along entire value streams creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects. Organizations are able to respond to changing customer needs with high variety, quality, low cost, and with fast throughput times.

There are five principles that are considered the key elements for improving efficiencies in process:

Value Defined – Comes from a deep understanding of customer needs. This determines what price a customer will pay for the goods or services.  

Value Stream Mapped – By using customer value as a reference point, you can then identify all the activities that contribute. Any action that doesn’t contribute is considered waste.

Flow Created – Taking all actions to ensure that the flow of the processes run smoothly without interruptions or delays.

Pull Established – A pull-based system allows for Just-in-time (JIT) delivery where products or services are created at the time that they are needed and in just the quantities needed.

Perfection Pursued – This step is the most crucial of the entire process. Lean thinking and continuous process improvement must be ingrained in the organizational culture. Every person should be focused on perfection while delivering products or services which are solely based on the customer needs.

The five lean principles are the cornerstone of an efficient and effective organization.  Lean thinking pushes organizations to discover inefficiencies and deliver absolute value to the customer.

The post Value and Lean Is About Focusing on The Five Lean Principles appeared first on 6sigma.

The elimination of waste in processes is one of the most effective ways to increase the profitability of any business. Processes either add value or waste to the production of a good or service. There are seven wastes or ‘muda,’ and the tool was first developed by Taiichi Ohno and make up the core of the Toyota Production System (TPS). Take some time and learn more about the seven wastes, lean and the TPS.

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