Factory Building Symposium on Lean Production

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Factory Building Symposium on Lean Production

• January 29, 2007Austin, Texas

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Building a Lean Culture
R-Anell Housing Group Denver, NC Clifford
Robbins, Lean Manufacturing Engineer
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R-Anell Housing
Started 1972
Location Denver, NC
Home type Modular
Price point Moderate to high-end
Design Substantial customization
Production 6 floors/day
Market area Southeast US
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R-Anells Kaizen (RPI) Process

1. Gather data
2. Train associates
3. Map value stream
4. Develop revised layout
5. Implement changes
6. Evaluate production and refine
7. Report to executive team and celebrate
8. Document process and create job instructions

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R-Anells Kaizen (RPI) Process

1. Gather data
2. Train associates
3. Map value stream
4. Develop revised layout
5. Implement changes
6. Evaluate production and refine
7. Report to executive team and celebrate
8. Document process and create job instructions

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Gather Data
Travel Distances Feet
Sheathing cut (per occurrence) 341
Load gable walls on carrier (per occurrence) 158
Move dormer side walls to assemble dormer (per occurrence) 4
Move dormer window walls to assemble dormer (per occurrence) 35
Dormer build (per occurrence) 282
Access dormer miter saw and lumber (per week) 3,420
Move cut lumber (per week) 2,400
Small Overhead Cabinets Small Overhead Cabinets
Procedure Feet walked
Check schedule/print for next cabinet 57
Step to back panel storage obtain panel carry to panel saw place on saw 62
Adjust saw cut length put aside excess material to be used or to waste turn cut piece 9
Adjust saw cut width put aside excess material to be used or to waste carry to wall cabinet build table 82
Step to panel storage obtain panel carry to saw and position onto saw 85
Adjust saw cut sides, top, and bottom pieces put aside excess material to be used or to waste obtain pieces and carry to table 66
Lay out side panels obtain bottle of glue apply glue to ends 0
Obtain top position to side obtain back position to cabinet obtain bottom position to side 0
Stack multiple cabinets as required 0
Step obtain 4 clamps return to table position one clamp to each corner 26
Set cabinet aside for glue to set 0
Total Feet Walked 387

• Make spaghetti charts
• Record procedures
• Document current layout, distances and inventory

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R-Anells Kaizen (RPI) Process

1. Gather data
2. Train associates
3. Map value stream
4. Develop revised layout
5. Implement changes
6. Evaluate production and refine
7. Report to executive team and celebrate
8. Document process and create job instructions

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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

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R-Anells Kaizen (RPI) Process

1. Gather data
2. Train associates
3. Map value stream
4. Develop revised layout
5. Implement changes
6. Evaluate production and refine
7. Report to executive team and celebrate
8. Document process and create job instructions

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Map value stream

• Area associates develop understanding of
  production as a system
• Learn how lean techniques apply to their
  production environment

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R-Anells Kaizen (RPI) process

1. Gather data
2. Train associates
3. Map value stream
4. Develop revised layout
5. Implement changes
6. Evaluate production and refine
7. Report to executive team and celebrate
8. Document process and create job instructions

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Develop Revised Layout

• Leverage area associates knowledge
• Reinforce sense of ownership

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R-Anells Kaizen (RPI) Process

1. Gather data
2. Train associates
3. Map value stream
4. Develop revised layout
5. Implement changes
6. Evaluate production and refine
7. Report to executive team and celebrate
8. Document process and create job instructions

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Report and Celebrate

• Describe effort
• Celebrate and broadcast success
• Document changes

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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

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Goal Productivity and Space

• Excessive walking
• Poor material flow
• Batching materials
• Excessive inventory
• Poor equipment positioning
• No table saw

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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

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Then
Now

• Layout before RPI

• Layout after RPI

Logical flow puts products where they need to be
Extended crisscrossing flow and bloated work areas
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Results
Issue Then Now Change
Floor area 6,988 sf 4,726 sf Reduced 2,262 sf
Travel distances 13,027 2,848 Reduced 2 miles per day
Employees 9 8 Reduced by 1

• 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

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Highlights

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

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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

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Lean Symposium
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Factory Building Symposium on Lean Production

• Manufactured Housing Research Alliance
• Jordan Dentz
• [phone] x13
• jdentz_at_research-alliance.org
• www.mhrahome.org