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PRT Oregon – Our Lean Journey

PRT Oregon – Our Lean Journey. Mark Montville Nursery Manager, PRT Oregon Far West Show August 27, 2011. Presentation Overview. PRT – Who we are and what we do. Our lean management work prior to OAN’s Lean Pilot Program. Our participation in OAN’s Lean Pilot Program. PRT – Who We Are .

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PRT Oregon – Our Lean Journey

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  1. PRT Oregon – Our Lean Journey Mark Montville Nursery Manager, PRT Oregon Far West Show August 27, 2011

  2. Presentation Overview • PRT – Who we are and what we do. • Our lean management work prior to OAN’s Lean Pilot Program. • Our participation in OAN’s Lean Pilot Program.

  3. PRT – Who We Are PACIFIC REGENERATION TECHNOLOGIES • Forest seedling company.

  4. PRT Locations

  5. PRT – What We Do

  6. PRT Oregon Continuous Improvement • Continuous Improvement Meetings • Brainstorming session – identify improvement opportunities for a given operation. • Include all participants in operation. • Done in a “classroom” setting after operation was complete.

  7. PRT Oregon Continuous Improvement • Continuous Improvement Meetings • Select which opportunities to evaluate further. • Determine improvement actions. • Assign responsible parties to implement actions. • Include completion deadline dates.

  8. PRT Oregon Continuous Improvement • Training Session.

  9. PRT Oregon and OAN’s Lean Pilot • Continuous Improvement Event (Kaizen) • Goal - reduce time wasted during machine change-overs.

  10. Seedling Lifting Operation

  11. Seedling Lifting Operation • Automatic pin extractor.

  12. Seedling Lifting Operation • Automatic pin extractor.

  13. Seedling Lifting Operation • Machine Change-over.

  14. Seedling Lifting Operation • Machine Change-over – Improvement Opportunities. • While pins are being changed, 14 workers are no longer packaging seedlings. • It takes 8 minutes to change-over equipment. • We package 10 seedlings per worker minute. • Therefore, we lose the opportunity to package 1,120 seedlings during each change-over. • Every 4 minutes of idle time = nearly 1 worker hour.

  15. Seedling Lifting Operation • Machine Change-over – Improvement opportunities. • Replace air wrench. • Mark pins so installer always knows which side is the top of the pins. • Add a stop mechanism to pins that will allow change-over person to easily position them on the lower mounting peg.

  16. Seedling Lifting Operation • Machine Change-over – Improvement opportunities. • Add visual marks to show where to position block carraige for each block depth.

  17. Seedling Lifting Operation • Empty Container Handling - Problem

  18. Seedling Lifting Operation • Empty Container Handling - Problem

  19. Seedling Lifting Operation • Empty Container Handling – Problem.

  20. OAN Lean Pilot Program • Empty Container Handling – Problem. Block Loader/Stacker worker made about 100 trips per shift up and down steps.

  21. OAN Lean Pilot Program After considering all sorts of alternate routes to convey empty blocks, we learned the answer was right in front of us. • Empty Container Handling – Problem.

  22. Seedling Lifting Operation • Empty Container Handling – Lean Approach to Solution

  23. Seedling Lifting Operation • Empty Container Handling – Lean Approach to Solution

  24. Seedling Lifting Operation • Empty Container Handling – Solution Trials

  25. Seedling Lifting Operation • Empty Container Handling – Solution Trials

  26. Seedling Lifting Operation • Empty Container Handling – Implemented Solution

  27. Seedling Lifting Operation • Empty Container Handling – Implemented Solution

  28. Seedling Lifting Operation • Empty Container Handling – Implemented Solution

  29. Seedling Lifting Operation • Empty Container Handling – Implemented Solution

  30. Seedling Lifting Operation • Empty Container Handling – Implemented Solution

  31. Seedling Lifting Operation • Empty Container Handling – Implemented Solution

  32. Seedling Lifting Operation • Empty Container Handling – Implemented Solution

  33. Benefits of Participation • Very helpful in getting us past the “classroom phase” and to the doing phase. • Introduced us to the concept of “Trystorming”. People too willing to get bogged down in speculating outcomes. • Reinforced the Plan Do Check Act cycle. • Reinforced - including the people doing the work and going to where the work is being done.

  34. Benefits of Participation • Allows people unfamiliar with your operation to see it and put forth suggestions based on their experience. Sometimes we can’t see the forest through the trees. • Helps you identify waste. There are many types of waste. Cost savings realized from reducing waste add up quickly.

  35. Thank you.

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