Parker Hannifin
Hydraulic Filter Division
Metamora, Ohio
AME Presentation 11-18-2010
Hydraulic Filter Division
• Metamora, Ohio
• Division of Parker
• Hannifin’s Filtration Group
• Since early 1970’s
• 107,500 sq. ft.
• ISO 9001 Certified
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Product Range
• Pressure Filters
• 3000-6000 psi
18/28/38P
• Medium Pressure
15/30P
CN
Series
• 1000-3000 psi
50P
IL8
Series
• Low Pressure
• 100-500 psi
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Spin-ons
Moduflow
KLS/KLT
HFD Main Asset – The employees
Monthly Plant Meetings
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Division Staff
Focus of Presentation
A. Two Best Practices (Things the Parker
Hydraulic Filter Division has done well)
B. Two Lessons Learned / Opportunities
C. The Value of applying for the AME Award
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A. Two Things We Now Do Well
1. Converted a no-flow, no-visual
management, massive warehouse, all 7
forms of waste facility into a Lean
continuous improvement facility with a
Supermarket in an open visual plant with
uninterrupted flow.
2. Instilled a Lean culture of ☺ employee
empowerment.
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HFD Lean Journey History
• Started with Parker Filtration Group Lean kickoff
February 2002 in Ypsilanti Michigan
• Had to overcome the ‘We’re Different’ (high-mix)
mind set
• 1+ Kaizen events per month for first 3 years
• 50+ events
• Gradually changed culture
• Work with Lean Sensei’s in beginning
• Three Major Site Plan Phases (now phase 4)
• Continuous Improvement
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Warehouse Before:
Vast Massive Storage Hid Problems
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Before: Central Wall & Mezzanine
Impeded Flow & Hid Material
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Assembly Before:
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Mezzanine & Central Wall
Coming Down:
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Supermarket Instead of Warehouse
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Receiving After
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PFEP & Making Material Flow @ HFD
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BEFORE
Massive random storage W/H
Central mezzanine/wall blocked flow
Inventory Turns < 3
150 tall racks
Lost parts regularly
1200 ft travel & handle 20 times
12 recorded accidents
All 7 forms of Waste
No Supplier Kanbans
Annual Inventory took 3+ days
No 5S’s
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AFTER
Supermarket, PFEP, Supplier Kanbans,
Water-spider
Inventory Turns 11
Open visual management
Travel & Handling reduced 85%
Eliminated 150 tall racks
Freed up 5000 sq ft
Safety recorded accidents reduced 83%
Surplus two fork lifts
Annual Inventory now 1 day
5S Everywhere
Instilling Employee Empowerment
• Training
• Teams
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Kaizen
VS
5S
HPWT
10X10
All Hands On Deck
Commitment
Communication
Celebrations
A Few HFD Initiatives
• 5S Golden Broom & Golden Duster
• 10 X 10 teams
• Lean Training
 All Employees trained on Basic Problem Solving
 Lean Boot Camps rolled out
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Lean Work Shop
Monthly Plant Meetings
Quarterly News Letter
Forklift Free Production Areas
Safety Cook Outs
Safety Suggestion Program
On Site Physicians Assistant
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Parker’s Lean Tracking System
The Boards Tell HFD’s Story
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A Few of the Results
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Lost Time Accidents at 0
72% Reduction in Scrap
WIP Reduction of 75%
Inventory Returns Improved by 270%
Productivity Improved by 115%
Celebrate
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Lean Celebration
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Lessons Learned
• Lean must be treated as a complete continuous
improvement process and not just pick and choose a
few Lean tools.
• The Lean journey must lead to true culture change with
employee empowerment if you want it to stick.
• Lean can work for high mix operations too—it takes that
extra effort.
• Positive peer pressure can be an effective tool.
Opportunities
• Inventory Turns can improve more to high double digits
• Careful not to become complacent
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Value of Applying for AME Award
• Benchmark to peers
• Challenge: Writing a summary of your Lean
Journey gives you a great perspective as to how
far your company has come and what is still left
to be done.
• Very professional volunteer examiners will give
you honest feedback, including suggested
opportunities for improvements.
• A good indicator of Lean progress
• No Fees
• Good Company / Division PR
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