Archives for the ‘Lean Manufacturing’ Category

You Need Lean Maintenance to Make Lean Manufacturing Succeed!

Written by Lawrence Bouvier, CMRP
Vice President – Fuss & O’Neill Manufacturing Solutions

Is equipment downtime holding you back from achieving Lean Manufacturing success?

We all have heard of the seven wastes addressed in Lean Manufacturing, but did you ever consider that if you applied similar principles to equipment health, you’d want a discipline to create Lean Maintenance?

Overproduction, Inventory and Waiting are three of the seven lean wastes that can come as a result of equipment failures.  A good maintenance process will keep these to minimum levels.  So, how can we achieve this?  The only way is to minimize the amount of maintenance and repair that we perform on machines!

Common misconceptions for aligning Total Productive Maintenance with your business strategy

Written by Roger Shrum, IMEC Regional Manager

Recently in conversation with manufacturers I have fielded questions about Total Productive Total Productive MaintenanceMaintenance (TPM) and what it might do for their business. It is eye opening for me to realize many manufacturing leaders are unclear about TPM and how it serves as a strategic element of the robust Lean program many clients believe they have deployed.  Several key reasons exist for this disconnect. The following explores those reasons and offers suggestions to overcome the misconceptions.

10 Suggestions for Facility Layout

Written by Scott Czysz, IMEC Technical Specialist

Facility Layout

“10 Commandments of Facility Layout” has more punch, but when it comes to facility layout, very little is written in stone. Compromise is needed almost every step of the way; this does not mean there should not be a structured approach to facility layout and design. In fact, a structured approach is even more important when there is so much uncertainty and compromise.

The suggestions below are written with factory layout in mind – moving to a new facility, or rearranging your existing facility.  Many of these suggestions can also apply to smaller scale department or cell layout, office layout, or even the layout of your dream home or home workshop.

Are your Accounting Practices Value-Added?

An example of how an accounting approach may hinder continuous improvement efforts

The Accounting concept of Standard Costing was developed in the 1920’s, and its application has remained fairly constant.  Manufacturing was noted for minimal product variation (“You can buy a Model T in any color, as long as it’s black”) and long production runs creating lots of inventory whose financial value had to be estimated. Lean principles have changed the manufacturing world significantly, with shorter set-up times and significantly less inventory.  Meanwhile, Accounting still spends time analyzing and understanding labor, material and overhead variances; often generating thousands of related transactions and accrual entries.  In the Lean world, these are Non Value-Added activities; the customer is not willing to pay more for our cost variance analysis excellence.

Benchmarking Report: How you stack up on 5S

The Very Best of 5S

Submitted by Anthony Manos, Lean Champion with 5S Supply

Want to know how your organization stacks up?

5S your officeThis in-depth benchmarking report looks at techniques, practices and principles for 5S Workplace Organization and Standardization. It sheds light on how organizations have successfully created a 5S system and the obstacles and solutions they used to overcome them.

Include Maintenance in Your Lean Dialogue from the Start

As you plan strategies for launching or revitalizing your lean implementation, don’t forget to include maintenance in the mix.

5.1Bio_KravontkaJ-452x300“Maintenance is a key contributor to a continuous improvement or lean initiative,” said John Kravontka, president of Fuss & O’Neill Manufacturing Solutions. “Many times, they are the last function to receive lean overview training, and they do not fully understand what is happening in their facility. This can lead to confusion and negative thoughts, taking away from the initiative’s progress. Good lean overview training per all personnel, including maintenance, can support a smoother transition.

Time is money – Quick Response Manufacturing Feb 3

Time is money. QRM means reducing lead times for tasks throughout your company, allowing you to manufacture products for specific customer needs. The result is quick response, improved quality, and lower cost.

Rick Bastian, Chairman and CEO of Blackhawk Bank is pleased to introduce local manufacturers to the innovative concepts of Dr. Rajan Suri, Founder of QRM (Quick Response Manufacturing). On February 3rd, join Blackhawk Bank and area partners for an afternoon seminar that takes a closer look at QRM.

IMEC welcomes two new Regional Managers to the Metro East

Welcome the newest members of the IMEC team, Lisa Kenney and Doug Moehle

Doug-MoehleDoug Moehle comes to IMEC with more than 28 years of experience in Operations Management and Quality Assurance, primarily from the metal stamping industry. With extensive experience in all facets of operations and quality including the implementation of Lean Manufacturing, Continuous Improvement and Quality Assurance systems, Doug is proficient at converting customer needs and business objectives into operational strategies. Specific skills and expertise include operations leadership, six sigma, lean product development, TPM, planning and scheduling, capacity modeling, budgeting and cost control, and safety improvements.

Continuous Improvement Specialist Brings Knowledge and Enthusiasm to IMEC Clients

Megan Falconer

Welcome the newest member of the IMEC team, CI specialist serving the Greater Chicagoland area…

Megan Falconer, a Technical Specialist with the Illinois Manufacturing Excellence Center, has four years of manufacturing experience as a Product Engineer, Materials Coordinator, Quality Engineer, Manufacturing Engineer, and Process Engineer in both the steel and plastics industries.  APICS certified, Megan has also completed course work and training in Six Sigma Green Belt and lean tools and methodologies.

Lean Six Sigma Specialist Brings Experience to IMEC Clients

Welcome the newest member of the IMEC team, Lean Six Sigma Specialist serving northeast Illinois…

John Cosentino, IMEC SpecialistJohn Cosentino, a Technical Specialist with the Illinois Manufacturing Excellence Center, has 26 years of manufacturing experience as a Project/Program Manager, Operations Manager, Vice President of Operations, and Continuous Improvement Manager.  A Certified Six Sigma Black Belt and Champion, John has also completed course work in Lean Tools and Methodology, Lean Accounting, and is a Certified Personal and Executive Coach.

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