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