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J R Casey Bralla Accomplishments 2013 – 2014 Gichner Value Stream Manager 2008 - J R Casey Bralla Accomplishments 2013 – 2014 Gichner Value Stream Manager 2008 - 2013 Mannington Senior Lean Champion 2007 - 2008 Southco Continuous Improvement Manager 2004 – 2007 Southco Manufacturing Engineering Manager 2000 – 2004 Hedstrom Director of Lean Mfg Engineering Revised Feb, 2014

J R Casey Bralla Accomplishments • Lean Operational Improvements • Lean Culture • Traditional J R Casey Bralla Accomplishments • Lean Operational Improvements • Lean Culture • Traditional Engineering Improvements • Miscellaneous

Accomplishments Lean Operational Improvements Apply Lean & 6 -Sigma tools to improve operating performance Accomplishments Lean Operational Improvements Apply Lean & 6 -Sigma tools to improve operating performance • Quick setups • Poke Yoke-driven quality improvements • Backlog reductions driven by bottleneck management • Fixture modifications to improve operations • Waste Identification to reduce headcount • Value Stream Mapping to reduce overall process time

Accomplishments Operational Improvements Machine Shop Late Order Reduction • Reduced backlog of late orders Accomplishments Operational Improvements Machine Shop Late Order Reduction • Reduced backlog of late orders by 75% in 3 months • Released orders daily based on due dates (stopped releasing orders early) • Worked selective overtime at bottleneck operations

Accomplishments Operational Improvements Stairtread Backlog Reduction • Reduced stair tread backlog in rubber molding Accomplishments Operational Improvements Stairtread Backlog Reduction • Reduced stair tread backlog in rubber molding plant by 50% in 3 weeks. • Use Day-by-the-Hour board to increase throughput of bottleneck molding operation. • Revised shipping procedures to reduce waiting time in warehouse.

Accomplishments Operational Improvements Material Usage Reduction • Developed standard work for handling re-used ink Accomplishments Operational Improvements Material Usage Reduction • Developed standard work for handling re-used ink • Team members intimately involved in documenting old process and developing new process. • Eliminated $70 K/month material losses

Accomplishments Operational Improvements Quality Improvement • Publicly tracked nonconformance rate • Pareto’d causes • Accomplishments Operational Improvements Quality Improvement • Publicly tracked nonconformance rate • Pareto’d causes • Cut defect rate by 60% in 3 months

Accomplishments Operational Improvements Rotogravure Print Setup Reduction • Reduced vinyl print line 7 cylinder Accomplishments Operational Improvements Rotogravure Print Setup Reduction • Reduced vinyl print line 7 cylinder rotogravure changeover time by 26%. • Assigned formal changeover duties to each member of the crew (pit crew). • Added large visual count-up timer to record changeover time. • Posted visual metric with changeover time history Procedure Change

Accomplishments Operational Improvements Vinyl Tile Line Setup Reduction • Reduced vinyl composition tile (VCT) Accomplishments Operational Improvements Vinyl Tile Line Setup Reduction • Reduced vinyl composition tile (VCT) line changeover time by 26%. • Plotted existing changeover duties on project time line. • Moved tasks from person to eliminate idle time • Sponsored contest between shifts with small prizes for winning shift. Procedure Change

Accomplishments Operational Improvements Rebate Process Backlog Reduction • Reduced backlog of unpaid rebates by Accomplishments Operational Improvements Rebate Process Backlog Reduction • Reduced backlog of unpaid rebates by $750 K. • Simplified approval process and reduced approval time from “days” to “hours”.

Accomplishments Operational Improvements Vinyl Trim Line Manpower Reduction • Reduced labor in vinyl inspection Accomplishments Operational Improvements Vinyl Trim Line Manpower Reduction • Reduced labor in vinyl inspection and trim dept by 16%. • Identified idle labor as part of “Eye for Waste” training program. • Focused on elimination of idle time. • Supervision identified associates with idle time and combined duties to more fully load each associate.

Accomplishments Operational Improvements Fork Lift Fleet Reduction • Conducted work-sampling to determine true number Accomplishments Operational Improvements Fork Lift Fleet Reduction • Conducted work-sampling to determine true number of Fork Lifts needed. • Eliminated idle and deadhead time for lifts. • Reduced Fork Lift fleet size by 37% • Reduced Fork Lift maintenance and lease costs by 42%

Accomplishments Operational Improvements Past Due Reduction Team • Formal CI Process to attack most Accomplishments Operational Improvements Past Due Reduction Team • Formal CI Process to attack most serious plant problem. • Focused on “scheduled” delivery, rather than customer request date. • On-Time delivery improved from 80% to 90+% on time.

Accomplishments Build-up of planks forces operator to stop line to catch up Operational Improvements Accomplishments Build-up of planks forces operator to stop line to catch up Operational Improvements Wood Line Sorting Labor Reduction • Improved labor productivity of wood flooring sorting line by 15% in 1 week. • Modified sorting bins to reduce line downtime. • Marked sorting conveyor to easily identify different length boards. Larger, sectioned tray allows operator to catch up without stopping the line.

Accomplishments Operational Improvements – Poke Yoke Automatic Vision Inspection System • Corrected a long-standing Accomplishments Operational Improvements – Poke Yoke Automatic Vision Inspection System • Corrected a long-standing quality complaint of incorrect recesses found mixed in with an order on captive fasteners. • The recess of each fastener is inspected as final step in automatic assembly machine. Incorrect recesses are segregated. • Also caught other cosmetic defects (such as plating errors)

Accomplishments Operational Improvements – Poke Yoke Completed part put here • Critical dimension identified. Accomplishments Operational Improvements – Poke Yoke Completed part put here • Critical dimension identified. It needed 100% compliance. • Added fitted slot where operator puts finished part • Part will not fit through slot if not to correct dimensions. • Tote of finished parts hidden under tabletop. Tote of finished parts Critical Dimension

Accomplishments Operational Improvements – Poke Yoke • Critical orientation of small plastic cam (part Accomplishments Operational Improvements – Poke Yoke • Critical orientation of small plastic cam (part 08). • Machine fixture modified to add sensor to detect cam location. • Machine will not cycle if cam is in incorrect location. Critical orientation of small cam Sensor detects orientation of cam

Accomplishments Operational Improvements IPAS (Initial Product Approval System) • Designed to ensure all steps Accomplishments Operational Improvements IPAS (Initial Product Approval System) • Designed to ensure all steps for a New Product launch are followed in a timely manner. • Each team member’s tasks are clearly identified. • Automatic reminders and tracking of uncompleted tasks. • Designed and tested at Concordville, then rolled-out to Southco world-wide.

Accomplishments Operational Improvements Process Flow Improvement • Relocate 60+ machines to improve flow. • Accomplishments Operational Improvements Process Flow Improvement • Relocate 60+ machines to improve flow. • Previous flow was invisible, and made identifying bottlenecks difficult. • Project on hold due to plant closure announcement Assem ble Thread Roll • Plan 25% complete Head Blanks Tumble Wash

Accomplishments Lean & 6 -Sigma Culture Establish Lean & 6 -Sigma methodologies as the Accomplishments Lean & 6 -Sigma Culture Establish Lean & 6 -Sigma methodologies as the normal “culture” • 5 S • Lean implementation scorecards • Formalized Black Belt & Green Belt training programs • Formal reviews for Lean & 6 -Sigma projects • Visual Metrics and Gemba Walks • FIFO Flow Improvements

Accomplishments Lean Culture 5 S • Critical to Lean • 1 st step in Accomplishments Lean Culture 5 S • Critical to Lean • 1 st step in improving performance. • Forces standardization.

Accomplishments Lean Culture Lean Assessment System • Established objective evaluation standard for Lean implementation. Accomplishments Lean Culture Lean Assessment System • Established objective evaluation standard for Lean implementation. • Evaluated 13 areas of Lean implementation. • Conducted surveys of 7 manufacturing plants. • Published results for each department of each plant. • Rolled up all scores to a composite enterprise score.

Accomplishments Lean Culture Gemba Walk & Visual Metrics • Established daily Visual Metrics in Accomplishments Lean Culture Gemba Walk & Visual Metrics • Established daily Visual Metrics in each department in each facility. • Established Gemba Walk procedure for Operations Managers at each facility • Drove major improvements in productivity and quality.

Accomplishments Lean Culture FIFO Flow Improvement • Instituted FIFO system to improve product flow. Accomplishments Lean Culture FIFO Flow Improvement • Instituted FIFO system to improve product flow. • Operators did not need schedule to know what to run next. • Established Max WIP levels, and standard method to shut down process and transfer labor when FIFO lane was full. • Involved operators in FIFO system design.

Accomplishments Lean Culture Lean / Sigma Black Belt Training • Created 40 -hour training Accomplishments Lean Culture Lean / Sigma Black Belt Training • Created 40 -hour training class, which was added to existing 160 -hour Black Belt class. • Taught 61 associates to Green Belt or Black Belt levels. • Also taught basic Lean to several suppliers at their facilities.

Accomplishments Lean Culture Enterprise Monthly “Top 5” Project Reviews • Monthly status report of Accomplishments Lean Culture Enterprise Monthly “Top 5” Project Reviews • Monthly status report of Top 5 projects for each facility

Accomplishments Lean Culture Green Belt and Black Belt Projects • Formalized tracking of Green Accomplishments Lean Culture Green Belt and Black Belt Projects • Formalized tracking of Green Belt and Black Belt projects. • Ensured each graduate continued to do projects on an on-going basis. • Followed-up with each Belt on a regular basis, and kept their immediate supervisor appraised of their status.

Accomplishments Lean Culture Web-based Project Reporting System • Created web-based project reporting system. • Accomplishments Lean Culture Web-based Project Reporting System • Created web-based project reporting system. • Provided automatic reminders of upcoming tasks. • Provided real-time status reports. • Very simple to set up with minimal IT support (runs on Linux virtual machine).

Accomplishments Lean Culture Visual Scheduling • Production Schedule and Schedule Attainment Accomplishments Lean Culture Visual Scheduling • Production Schedule and Schedule Attainment

Accomplishments Lean Culture War Room • Created to promote Lean Manufacturing. • Focal point Accomplishments Lean Culture War Room • Created to promote Lean Manufacturing. • Focal point for all Lean activities in the plant.

Accomplishments Lean Culture Continuous Improvement Team Process • Formal CI Process. • Fosters true Accomplishments Lean Culture Continuous Improvement Team Process • Formal CI Process. • Fosters true problem solving methodology. • Clear definition of the problem and “What Does Good Look Like”. • 8 -week process, with followup audits.

Accomplishments Lean Culture TPM • Daily TPM activities are visual and obvious. • Locations Accomplishments Lean Culture TPM • Daily TPM activities are visual and obvious. • Locations on the machines are clearly identified. • Maintenance Logs kept on machine.

Accomplishments Lean Culture Lean Website • Created for fun, and to promote Lean Manufacturing. Accomplishments Lean Culture Lean Website • Created for fun, and to promote Lean Manufacturing. • Includes short descriptions and examples of lean concepts. • Lot’s of photos to demonstrate lean concepts.

Accomplishments Traditional Engineering Improvements Apply traditional Manufacturing Engineering and Project Management techniques to improve Accomplishments Traditional Engineering Improvements Apply traditional Manufacturing Engineering and Project Management techniques to improve operating performance or launch new products • Equipment design and build • Capital project management • Facility setup

Accomplishments New Businesses Transferred into Concordville, PA Dzus Fasteners - $12 Million additional sales Accomplishments New Businesses Transferred into Concordville, PA Dzus Fasteners - $12 Million additional sales • Cleared 8 K ft 2 floor space • Installed 13 Injection Molding Machines with: • 30 -ton overhead crane • Central coolant system • Mold Maintenance facility • Installed Bench assembly operations • Rebuilt equipment to match current safety standards

Accomplishments New Businesses Transferred into Concordville, PA CEMA Friction Hinges - $15 Million additional Accomplishments New Businesses Transferred into Concordville, PA CEMA Friction Hinges - $15 Million additional sales • Cleared 10 K ft 2 floor space • Rebuilt 16 machines to match current safety standards • New PLC Controls • New Guards

Accomplishments New Businesses Launched in Korea Samsung Hi-Def TV Swivel Mount - $1. 5 Accomplishments New Businesses Launched in Korea Samsung Hi-Def TV Swivel Mount - $1. 5 Million additional sales • In production within 16 weeks • Converted warehouse to manufacturing plant. • Built & installed assembly equipment. • Trained management and operators in Korea.

Accomplishments Technology Transfer to Shanghai Apple Computer Friction Hinge - $5. 7 Million additional Accomplishments Technology Transfer to Shanghai Apple Computer Friction Hinge - $5. 7 Million additional sales • Designed and built assembly equipment in-house • Shipped equipment to Southco Shanghai • Mfg Engineer spent 6 weeks in Shanghai installing equipment and training associates. • Currently running well in Shanghai.

Accomplishments Equipment Design Process Skunk Works • Dedicated team created to design and build Accomplishments Equipment Design Process Skunk Works • Dedicated team created to design and build an improved friction hinge assembly process/machine. • Modeled after Kelly Johnson’s Skunk Works at Lockheed. • The team developed an excellent machine, but was not worth the high cost of reassigning costly resources.

Accomplishments Productivity Improvements Automatic Friction Hinge Shaft Machine • Eliminates 14 direct labor heads. Accomplishments Productivity Improvements Automatic Friction Hinge Shaft Machine • Eliminates 14 direct labor heads. • Automatic torque testing integral to the machine. • Extremely flexible capability can run 90+% of all shafts.