The company gained shop floor production time of about 5 hours per machine per shift accounting for the elimination of the third shiftresulting in an additional 70 hours of capacity per day, with a third shift available in the event sales created even greater demand.
The group was one of three teams to earn a silver medal in the International Team Excellence Competition.
Founded inCorning is known for innovations in the development of glass products and glass- and ceramics-based applications. After implementing the new procedures, all setups and changeovers were completed in under 30 minutes regardless of complexity. Since floor space was a highly valued premium, this emerged as one of the great accomplishments of the effort.
Pressure from their customers for shorter lead times and improved on-time delivery performance was causing this privately held company severe difficulty. Buying additional equipment was under consideration to prepare for a forecasted increase in demand. The employees learned to eliminate many redundant tools and procedures from their processes.
Since only a maximum of 6 people were now needed to operate the cell including the newly integrated testing areathe remaining 5 people were relocated to other lagging areas throughout the plant. We worked with the machine operators, both highly skilled and new to machining, to begin using the tools of TPM Total Productive Maintenance.
July Using a three-tiered approach that included technology- process- and people-related solutions, MEDRAD reduced errors in product history records by 26 percent. This company showed exemplary compassion for its workforce and invested in the development of their people and their skill-sets.
This large division of a vertically integrated steel mill had been losing money for several years. These were readily understood at the unit level: Single Minute Exchange of Die methods, we reinvented the entire operation and created a procedure that minimized downtime.
After considerable re-layout, equipment streamlining and workflow improvements, the new NDT location used only about one-third of the previous space. Using the DMAIC methodology and a variety of quality tools, the team uncovered root causes and created solutions to improve the efficiency of natural gas consumption.
Understanding recent changes not only in customer requirements but also in customer processes proved to be key to the solution. Each of the seven machines experienced an increase of approximately 5 hours per shift in additional uptime.
Empowering trained and responsible adults to take real ownership in their areas and to be accountable to common goals will continue to net outstanding results for this forward-looking company for many years to come.
Sixteen million dollars U. Soon after the re-layout and implementation of the new processes, it became obvious that production increased to unprecedented levels for many of the programs. The employees learned to eliminate many redundant tools and procedures from their processes. Finished goods and WIP work in process inventory levels were also elevated beyond desired levels.
In the pull system parts are produced when they are pulled by the process before that. In less than six months: Increased teamwork and cooperation within and between shifts and departments was required in order to facilitate this new management style and to meet the expectations of this exceptional leader.
Return to List Custom Machining: In addition to the more traditional lean techniques such as instituting kanban controls and improving change-over times, this client required some more fundamental disciplines.Lean Manufacturing Results for Several Industries.
These Lean Case Studies and Results Give a Good Sense of the Results Achievable in Lean Manufacturing in Any Industy.
In this follow-up to “Sustain Your Lean Business System with a ‘Golden Triangle,’" a case study about Phase 2 Medical Manufacturing, the company needs warehouse space to keep pace with sales growth spurred by the lean transformation. lean manufacturing implementation projects. The case study company was selected due to its achievement as a Toyota Production System Model Company awarded by the Malaysia Japan Automotive Industries Cooperation.
The finding shows that this case study company used the project approach in their early stage of implementing lean manufacturing projects. Lean Manufacturing in Action: 3 Lean Implementation Case Studies by [user not found] | Jul 10, A successful Lean implementation is one of the most trying and challenging things a.
UNIT – IV SIX SIGMA (9) Six Sigma – Definition, statistical considerations, variability reduction, design of experiments – Six Sigma implementation) UNIT – V CASE STUDIES (9) Various case studies of implementation of lean manufacturing at industries TOTAL: 45 PERIODS REFERENCES: 1. Lean manufacturing is a known principle used in today’s industries to eliminate various hidden wastes that do not add value to the finish product.
Lean concept has many advantages which have helped many companies over the years to stay more competitive in global and national business.Download