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Factory Building Symposium on Lean Production

Factory Building Symposium on Lean Production. January 29, 2007 Austin, Texas. Palm Harbor Homes Plant City, FL Michael Lombard, Continuous Improvement Manager. Creating a Lean Infrastructure. Palm Harbor Plant 06. Challenges. Employee turnover Lack of standard work procedures

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Factory Building Symposium on Lean Production

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  1. Factory Building Symposium on Lean Production January 29, 2007Austin, Texas

  2. Palm Harbor HomesPlant City, FLMichael Lombard,Continuous Improvement Manager Creating a Lean Infrastructure

  3. Palm Harbor Plant 06

  4. Challenges • Employee turnover • Lack of standard work procedures • Instability on the shop-floor • Poor work environment • Unstructured improvement process

  5. Strategy: Build a Foundation for Lean • Integrate lean into the plant culture • Establish a well defined infrastructure for kaizen (continuous improvement)

  6. Lean Culture • Training for shop floor associates • “Five S” • Standardized work • One-piece flow and pull systems • Training for managers • Weekly “book club” meetings • Hands-on simulations, gemba observations, etc. • Online learning component

  7. Kaizen Infrastructure • “Five S” Workplace • Providing a positive workplace • Use visual control • Encompass entire facility • Lean Executive Team • Champions improvement projects • Appoints and supports project captains • Provides resources and guidance • Idea Development Process • Harness employee creativity • Available to all • Plan-Do-Check-Adjust

  8. Idea Process Results • Ideas generated: 200+ • Ideas implemented: 78 • Total estimated savings to date: $108,000

  9. Frame Shop Then Now • Frame moves directly into frame department • Floor crew stopped work while frame moved through • Floor crew works without interruption • Unnecessary moving frame in and out of floor department

  10. Results • Cost less than $1,000 • Floor department works uninterrupted • Eliminated waiting time • Eliminated 4 floor moves • Throughput time reduced • Labor savings $36,000 per year

  11. Paint Booth Then Now • Dedicated paint booth • No fixtures • Fixtures for holding and flipping doors • Doors painted close to point of use • Doors painted far from point of use on the line • Doors painted in open area subject to dust and interference

  12. Results • Cost less than $2,000 • Doors closer to point of use • Defects from 25% to 5% of doors • Painting time reduced by two-thirds • Total labor savings = $31,500 per year

  13. Highlights • Getting buy-in critical to make improvement ideas work • Basic understanding of lean critical to management buy-in • Action over planning

  14. Going Forward • Continue Management Training • Develop Shop-Floor Training • Expand Idea Development Process • Evolve “Five S” Workplace

  15. Lean Symposium

  16. Factory Building Symposium on Lean Production Manufactured Housing Research Alliance Jordan Dentz (212) 496-0900 x13 jdentz@research-alliance.org www.mhrahome.org

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