CHUTES International LEAN JOURNEY 2019 - 2020
INTRODUCTION Compelling Needs For Change ● Increase output to meet / satisfy customer demand and eliminate delivery issues which could lead to potential loss of customers. ● Need to organize the space for each department to identify and free up usable space for future business. ● Due to an explosive customer demand increase, CHUTES needs to elevate our processes and manufacturing systems. ● Sales is forecasting another demand increase, as a result CHUTES’ infrastructure needs to match its sales capabilities, allowing the sales team to go after business, rather than rationing business. 2 | CHUTES INTERNATIONAL
Improved Quality & Ergonomics 3 | CHUTES INTERNATIONAL
Making Our Team Members Work Easier! ● Many team members had to lift heavy products multiple times in our manufacturing processes. ● Through Video Analysis we worked with our team members to innovate new ways of working to eliminate these difficult processes. From their input, they helped us implement better and safer practices. ● The feedback from our team members was they felt more positive about their work and happier because they didn’t feel as fatigued as before. 4 | CHUTES INTERNATIONAL
Improving the Work for Welding ● Our weld team has a lot of lifting and turning to do of heavy items. ● The increase in demand was causing fatigue for employees. 5 | CHUTES INTERNATIONAL
Improving the Work for Welding ● We also developed a cart to transport the floor frames to the paint booth in a more ergonomically friendly fashion. ● The team helped to design a cart to move and weld the chute sections and intakes. 6 | CHUTES INTERNATIONAL
Making Life Easier in The Door Department! ● Our video analysis showed how many quality issues were happening in our Door Department that were not being addressed. We began to change from a culture of “making it work” to a culture of Root Cause Analysis , so the problems don’t reappear 7 | CHUTES INTERNATIONAL
Making Life Easier in The Door Department! ● As a result, our engineering team and door department collaborated on a new design to our door frame to eliminate the issues with our door trim. 90% Savings to process step 8 | CHUTES INTERNATIONAL
Batching vs. One Piece Flow and Reducing Work In Process 9 | CHUTES INTERNATIONAL
Setting Up our Teams for Success! ● We previously used to batch types of product together which meant we wouldn’t complete jobs for days at a time. We now produce one job at a time taking hours instead of days. ● We knew we needed to streamline our processes and set up lines for bumping and the most efficient output in order to meet our customer demand. 10 | CHUTES INTERNATIONAL
Transitioning from Batching to One-Piece-Flow ● We knew it was going to be very different for our team members to understand how One-Piece Flow (OPF) worked and how it is better than our current method of batching items. ● We ran multiple experiments and used on the line coaching to help the operators learn and understand the new system. 11 | CHUTES INTERNATIONAL
Setting Up our Teams for Success! ● We purchased new racking which allows us to punch material for one job at a time. ● Our video analysis lead us to understand we had a mixed model of items that are fabricated, and the lines needed to be set up to accommodate this. ● With this new racking and the implementation of an order traveler we can see where all the work is placed in one location 12 | CHUTES INTERNATIONAL
Setting Up our Teams for Success! ● We use bumping to get the product through the line in the most efficient manner. 13 | CHUTES INTERNATIONAL
Setting Up our Teams for Success! ● Our door department used to batch types of doors we needed for a week at a time. ● Most of the time they would only have some of the parts they needed to complete the job which resulted in a lot of WIP sitting around and doors on the floor. 14 | CHUTES INTERNATIONAL
Setting Up our Teams for Success! ● Through our video analysis we determined typical jobs would take days to complete because of material shortages. ● The layout of the door line lent itself to a lot of excess walking from area to area. ● When all material was available the labor time to get one door done was 27 minutes. 15 | CHUTES INTERNATIONAL
Setting Up our Teams for Success! ● Our video analysis led us to realize we needed to streamline our line. ● We introduced the concept of bumping to the team. ● We now have our labor time down to 12 minutes per door and we are continuing to reduce that through current and future engineering improvements. 16 | CHUTES INTERNATIONAL
Setting Up our Teams for Success! The door department’s new motto is “No Doors on the Floor!” 17 | CHUTES INTERNATIONAL
New Management System 18 | CHUTES INTERNATIONAL
Managing the New System ● Our supervisors are now “Supervising” the departments as opposed to putting out fires all day. ● We now have QDIP boards in each department which allows supervisors and management to meet and discuss potential issues as they happen. ● Through video analysis we developed standard work for the team members as well as leader standard work for the department supervisors. ● It was determined that a water spider was needed in our weld department in order to increase the value-added work from our weld team. 19 | CHUTES INTERNATIONAL
Managing the New System ● The team developed scheduling boards to enable our team members to clearly see which jobs needed to be completed. ● The use of QDIP boards allows for supervisors and management to have a daily meeting to discuss and tackle any issues that arise. 20 | CHUTES INTERNATIONAL
Managing the New System ● Our area supervisors now perform standard work audits to ensure the team members are working to the standards created. ● Leader standard work was also developed to give the supervisors a framework each day about what needed to be accomplished 21 | CHUTES INTERNATIONAL
Managing the New System ● A cross training matrix was developed with the supervisors to determine each team member’s skill level. ● The matrix is a visible tool for ensuring team members are being trained in various areas as needed. 22 | CHUTES INTERNATIONAL
Managing the New System ● It was determined after performing PDCA that a water spider was needed in the weld department. ● The water spider effectively removes all the non-value added activity from the welders. The removal of the waste from the build sequence has allowed us to increase our output. 23 | CHUTES INTERNATIONAL
A Mindset Shift 24 | CHUTES INTERNATIONAL
Changing our Mindset 25 | CHUTES INTERNATIONAL
Changing our Mindset 26 | CHUTES INTERNATIONAL
Changing our Mindset 27 | CHUTES INTERNATIONAL
Changing our Mindset 28 | CHUTES INTERNATIONAL
Changing our Mindset ● Lean training was essential. Learning the BASICS™ method was critical for everyone involved to understand the road we needed to go down. 29 | CHUTES INTERNATIONAL
Changing our Mindset ● Communication with team After: We have our members, vendors and vendor making the cut management lead to in the insulation. breakthroughs. ● We had a live chat with a vendor regarding a nonvalue added activity we were performing. The vendor is now doing this for Before: We had to cut us before the material arrives in out a notch in our insulation to our plant. accommodate a part. 30 | CHUTES INTERNATIONAL
Changing our Mindset ● Communication from our team members to the supervisors regarding quality issues or problems was few and far between. ● We talked with team members and installed an Andon light so they can notify the supervisor immediately when problems arise. ● We learned that our employees had a different interpretation of our motto, “whatever it takes”. 31 | CHUTES INTERNATIONAL
Changing our Mindset ● We encourage team members to submit ideas for improvements in their department. “I’d like a light to go off when we ● Golden Hammer Award is born! have a problem” My supervisor Andon light installed would know when I at production line with have a problem switch for operators When I have a problem I want to make sure we can address it Quickly Alvin Gina March 2, 2020 March 2, 2020 Example of card given by team member 32 | CHUTES INTERNATIONAL
Our Takeaways and Lessons Learned Thus Far 33 | CHUTES INTERNATIONAL
Lessons Learned ● We realized soon after embarkation on the journey that we had a LOT of boiled frogs in our company. ● Our video analysis shed light on exactly how much nonvalue added activity was being done. ● We now believe in creativity before capital. This has helped us have growth through ingenuity. ● This has been a very exciting time of learning and growth for CHUTES. ● We couldn’t do what we have done so far without the dedication from our upper management and help from Business Improvement Group. 34 | CHUTES INTERNATIONAL
Project Results ● In the Door Department we gained an additional 858 sq. ft. of usable space for future business and equipment. ● In the Weld Department we gained an additional 960 sq. ft. of usable space for future business and equipment. 35 | CHUTES INTERNATIONAL
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