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
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R-Anells Kaizen (RPI) Process

• Gather data
• Train associates
• Map value stream
• Develop revised layout
• Implement changes
• Evaluate production and refine
• Report to executive team and celebrate
• Document process and create job instructions

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R-Anells Kaizen (RPI) Process

• Gather data
• Train associates
• Map value stream
• Develop revised layout
• Implement changes
• Evaluate production and refine
• Report to executive team and celebrate
• Document process and create job instructions

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Gather Data

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

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R-Anells Kaizen (RPI) Process

• Gather data
• Train associates
• Map value stream
• Develop revised layout
• Implement changes
• Evaluate production and refine
• Report to executive team and celebrate
• 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

• Gather data
• Train associates
• Map value stream
• Develop revised layout
• Implement changes
• Evaluate production and refine
• Report to executive team and celebrate
• 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

• Gather data
• Train associates
• Map value stream
• Develop revised layout
• Implement changes
• Evaluate production and refine
• Report to executive team and celebrate
• 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

• Gather data
• Train associates
• Map value stream
• Develop revised layout
• Implement changes
• Evaluate production and refine
• Report to executive team and celebrate
• 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

• 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