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Lean Analysis and Improvement of the Quilting Machine Assembly Process

Lean Analysis and Improvement of the Quilting Machine Assembly Process. By  Santiago Sánchez. April 26, 2011. Gribetz International. Anchor company of Global Systems Group, division of Leggett & Platt (Fortune 500 corporation). Leading manufacturer of industrial quilting machines.

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Lean Analysis and Improvement of the Quilting Machine Assembly Process

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  1. Lean Analysis and Improvement of the Quilting Machine Assembly Process By  Santiago Sánchez April 26, 2011

  2. Gribetz International • Anchor company of Global Systems Group, division of Leggett & Platt (Fortune 500 corporation). • Leading manufacturer of industrial quilting machines. • Its advanced technology makes them the preferred supplier in the mattress industry. • Best seller machine: Paragon M+,(~2,500 parts)

  3. Paragon M+ Quilter Assembly Process Background • Current assembly process is long lead time (~20-30 days). • Made of 25 standard kits (major components) • Each kit contains 10 to 350 parts. Additional kits may be used (machine is made to order). • Production: ~50 units produced (2010); 2011 Forecast : 25. With the economy improving, demand is expected to rise. • Resources: 10 trained operators, 4 currently assigned to Paragon Assy. • 8,008 SF designated for assembly.

  4. 2010 Sales Global Demand Trend

  5. Project Goal To perform a basic lean and waste assessment in the paragon assembly process and recommend actions to reduce it.

  6. Phase 1 • Develop an assessment of the current process through the application of lean tools and techniques. • Deliverables: • Lean Assessment (As-Is) • Process Maps • A Value Stream Map of the process (As-Is) • A spaghetti diagram • The Takt Time Determination • Current Floor Layout • All validated by Gribetz Management team.

  7. Phase 2 • Develop recommendations for improvements and waste reduction/elimination. • Deliverables: • Future Value Stream Map. • Action Plan to implement "Future State" Processes. • Develop feasible recommendations for waste reduction along with corresponding implementation methods and evaluation.

  8. How Lean is Gribetz International? (Paragon M+) Continuous Improvement Pull/Kanban Cellular/Flow TPM Quality at Source POUS Quick Changeover Standardized Work Batch Reduction Teams Value Stream Mapping 5S System Visual Plant Layout 1 Very Low 3 Moderate 5 Superior 2 Low 4 High

  9. Preliminary Lean Assessment (as-is)

  10. Criteria Analysis to Support Assessment

  11. Preliminary Waste Assessment

  12. 1st Deliverable :Process Map Overall Assembly Process

  13. 1st Deliverable :Process Map Overall Assembly Process

  14. Value Stream Map (As-Is)

  15. Spaghetti Diagram

  16. Floor Layout

  17. Takt Time Calculation Available working time per Shift (sec) Demand per Shift 26,700 0.1654 Takt Time = = = 161,442 secs Takt Time (hrs) = 44.03

  18. Machine assembled from start to finish.(Summarized in hours) • Identified Waiting Time. • Variable number of employees working on the machine the same day.

  19. Hours Worked on Each Machine Day • Findings: • Variable Total Process Times per Machine • Other Labors Visibility

  20. Future Value Stream Map

  21. Recommendations Lean Training/Certification for key staff. • Lean is a culture and people involve in the process should be award of all the practices and they need to learn to think lean. • Part of the success of the project is the involvement of the personnel that is part of the process because they are directly affected by the improvements.

  22. Recommendations • Add more visuals to the assembly area. • A display board with the department, company and customers information.

  23. Recommendations Perform yearly Lean assessments • Lean is continues improvement methodology and a yearly assessment will show the results of the effort and will mark the trends to the future. • A year assessment will encourage the workers involve in the process to continue the effort.

  24. Recommendations Standardize Sequence/Process • The team developed a sequence of the order in which the assembly should be done to reduce the total time of the process. • The first sequence that we are proposing has the capacity to meet the demand of 2010. • The second sequence has the double of the demand but it requires cross training.

  25. Recommendations • If the process times for this two kits are the bottlenecks of the assembly. • If this two times are reduced then the process time of the assembly process will be reduced.

  26. What Next? • Detailed analysis of value and non value added activities. • Process maps and work instructions for every kit. • Lean assessment for the whole factory.

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