Performed and reviewed by: Miranda Garber IME 4020 Indiana Tech LEAN ASSESSMENT Joined the Company February 2019 as Quality Manager 29 press capability BACKGROUND Small custom plastic-injection Molding plant in South Bend, IN > 30 employees total (full-time and temporary) Two 8.5 hour shiftsmanned production 4 hours of “lightsout” (unmanned production) Corporate office located in MA plants in CT, PA, & IN COST OF QUALITY Customer Complaints RMAs (Return Material Authorizations) Late Delivery Rework (Sorting) Poor Containment Poor Traceability Increased Downtime Longer Machine Setup Lack of Standardized Processes/Procedures Tribal Knowledge High Management Turnover High Employee Turnover Poor Customer Relationships HIGH SCRAP RATE/COST Increased Machine Setups QUALITY NOTIFICATIONS COMPANY METRICS SALES, PRODUCTIVITY & ORDERS W/E 8-Mar 15-Mar 22-Mar 29-Mar MTD Prod Days 5 5 5 5 Monthly Goal 20 Ta b for ea ch month of yea r Sales/Shipments $ Production Ratio Actual Goal Variance Actual (Avg) Goal Variance Actual $ 75,973 $ 87,500 $ (11,527) $ 3.13 $ 4.00 $ (0.87) $ 89,735 $ 100,165 $ 87,500 $ 12,665 $ 3.02 $ 4.00 $ (0.98) $ 74,693 $ 87,500 $ 4.00 $ (4.00) $ 87,500 $ 4.00 $ (4.00) $ 176,138 $ 350,000 $ $700,000 1,138 $ 3.08 $ 4.00 $ $4.10 (2.46) $ New Orders Backlog Avg # Presses Goal Variance $ 105,000 $ (15,265) $ 592,478 20 $ 105,000 $ (30,307) $ 565,944 19 $ 105,000 $ 105,000 164,428 $ 420,000 $ $840,000 (45,572) na 20 na na COMPANY PERFORMANCE • Poor inventory control for In-Process Jobs: LEAN ASSESSMENT-FOCUS ON TRACEABILITY AND ORDER MANAGEMENT/INVENTORY CONTROL CURRENT STATE • Using sequential numbering on box labels to indicate order is done • Not accounting for product that has been put into QA hold • Production reporting is NOT accurate for product in bins • Lack of traceability from bin to box causes: • Poor containment • Poor raw material traceability (regrind, raw material lot, etc) • Escapes to customer/Cost of quality • RMAs • Late delivery CURRENT STATE Inspection Tables (fixed or mobile) OFFICE Parts coming off press Processing Station (scales, boxes, etc) Secondary Machines • Operators need lighted sorting tables • Flow of production needs streamlined • Boxes, scales, tables and any other needed items should be centrally located and at the point-of-use • Streamlining process will make more time for inspection FINAL AUDIT ROWS • Visual factory should be implemented Shipping Shipping Dock OLD OPERATOR SETUP • Ergonomics • No sorting area • Cramped in an aisle up next to a press • Area 5S • Risk of mixing parts • Risk of contamination • Poor production flow Inspection Tables (fixed or mobile) PROCESS IMPROVEMENT Parts coming off press Scales, boxes, labels, final inspection log, etc OFFICE Processing Station (scales, boxes, etc) Secondary Machines Mobile Operator Sorting Tables Rework/Secondary Area Rework Final Inspection Area • Create Final Inspection Tables at the end of the press rows with scales, boxes, bags, labels, etc • Move Secondary Rework to fixed tables on the east side of plant to free up mobile tables and create better work flow • Operators can use mobile tables or bring production to final inspection tables Shipping Shipping Dock NEW OPERATOR SORTING TABLE • One stop shop • Well lit area • Ergonomics • Good production flow • Will add peg board or metal clips for operator instructions, labels, etc LONG WAY TO GO • Currently without a plant manager • Working on training and hiring permanent operators for 3rd shift • Structural changes to eliminate “lights-out” production • Updating and creating standard work for final inspection, material handling, shipping and receiving, etc • Goals are to reduce scrap, reduce customer incidents, and on-time delivery THE END • Thank You