“IMEC has been there and done that. They have a lot of experience, and it’s hands-on experience, not theory. They’re a great partner in our ongoing continuous improvement journey.”Lucas DerryPresident, Header Die & Tool Inc.
Situation
As a custom job shop serving high-precision markets, Header Die and Tool doesn’t mass produce uniform parts, instead, the company manufactures a wide variety of specialized tools with lower volumes. This environment presents unique challenges when applying Lean principles, which are often associated with high-volume manufacturing.
The leadership team at Header Die and Tool saw the value Lean could bring in reducing waste, standardizing work, and boosting productivity. Their journey with Lean began as early as 2010, when the entire team participated in Lean 101 training conducted off-site, led by IMEC. It was one of the first dedicated learning events for the organization, and it quickly became a cornerstone of their improvement efforts.
Over the years, the company put every employee through Lean simulation, continuous improvement skill development training, and even sponsored sessions at public events, inviting vendors and customers to join. However, as the workforce evolved, so did some of the early lessons learned. Knowing the importance of a trained workforce, the company decided to reinvigorate its Lean journey by bringing IMEC back for two educational and skill-building workshops focused on continuous improvement.
Solution
IMEC delivered two full-day Lean Manufacturing Overview with Simulation workshops for Header Die and Tool employees. Employees developed skills on how to identify improvement opportunities and also learned how to implement the tools needed to help make needed changes. These interactive sessions used a hands-on, simulated production environment to teach and reinforce Lean principles. Each participant went through three simulated production “shifts,” applying Lean tools in real time and learning by doing.
Key concepts covered included:
- Value-Add vs. Non-Value-Add Activities
- The 8 Wastes of Lean
- 5S Workplace Organization
- Standardized Work and Visual Controls
- Quick Changeover and Batch Size Reduction
- Cellular Manufacturing and Line Balancing
- Kanban, Pull Systems, and Takt Time
- Total Productive Maintenance
- How to launch and sustain Lean initiatives
Beyond the technical lessons, the cultural impact was immense. According to company leadership, the simulation brought employees of all experience levels onto common ground, reinforcing shared understanding and providing a unifying experience that continues to influence operations.
Long-Term Impact
One major result from early Lean efforts was a custom-built collet board, designed by the team to organize incremental-size tooling that had previously been stored haphazardly across the shop. What once caused daily frustration and wasted time is now a streamlined, clearly labeled system that helps machinists find what they need in seconds. That solution, still in place today, was born from the ideas generated during the original 5S projects supported by IMEC, and serves as a lasting reminder of the power of employee-led improvement.
The most recent Lean 101 simulation reinforced and revitalized a culture of continuous improvement, helping the entire team, both long-time employees and newer staff, build a shared understanding of Lean principles. By putting everyone through the same hands-on experience, Header Die and Tool established a common foundation for communication, efficiency, and problem-solving. This alignment supports the company’s ability to stay competitive in a high-precision, low-volume manufacturing environment, while also preparing a new generation of machinists to carry forward the mindset of thoughtful, lean-driven work.
Results
The results of the most recent Lean simulations at Header Die and Tool include:
- $200,000 in new sales through improved production flow
- $60,000 in total cost savings, including labor and materials
- $10,000 in other cost reductions
- 4 new jobs added, supporting company growth
- $5,000 invested in workforce development
- Improved communication, employee engagement, and operational alignment
Looking Ahead
Header Die and Tool continues to embrace continuous improvement and is evaluating the best timing to introduce more Lean simulation training for its newest team members. The company sees this program not just as a workshop, but as a cultural anchor, helping future-proof operations and ensure a shared language for problem-solving and process improvement.
