Conference Schedule|
November 16, 2006 |
|
TIME |
TOPIC | |
8:00 – 9:00 a.m. |
• Continental Breakfast | |
| SESSION #1: Process Planning and Flexible Automation. | SESSION #2: Case Studies and User Experiences. | |
|
9:00 – 9:45 a.m. |
(Sidney Schaaf, Value Added Business Solutions) How Fit are your Routings? | (Ron Smithfield, Smithfield Manufacturing Inc.) Practical Lean in a Machining Jobshop. |
Overview of this Presentation:
This presentation will discuss the six minimum requirements for planning a “fit” routing in a jobshop. The impact of “unfit” routings on quoting, scheduling, resource planning, and manufacturing engineering decisions made in a jobshop will be described. Ideas and recommended solutions for some of the problems associated with “unfit” routings will be offered. |
Overview of this Presentation:
Applying Lean techniques, such as Value Stream Mapping and kanban-based Pull Scheduling, when the shipping schedule is frequently changing and a near 100% on-time delivery record must be maintained, requires teamwork and close coordination with the customer. This presentation will describe how our team met this challenge. | |
| 9:45 – 10:30 a.m. | (Sidney Schaaf, Value Added Business Solutions) Rating a Jobshop’s Computer-Aided Process Planning (CAPP) System. | (Dan Rediger, Rolls-Royce) Optimizing the Standard Tool Package in a High-Mix Low-Volume Machine Shop. |
Overview of this Presentation:
Every jobshop has a CAPP system. This presentation will discuss the pros and cons of the two most common CAPP systems: Variant (generate a new plan by reusing or adapting a past plan/s) or Generative (generate a new plan from scratch). The human aspect of this task could significantly affect the efficiency of a CAPP system. Some examples will be provided depicting best practices and what to avoid when working with either type of CAPP system.. |
Overview of this Presentation: This presentation will give an overview of a case study on setup reduction in a high-mix low-volume environment at Rolls-Royce. Computer models were used to create standard tool packages for machining centers with large tool magazines. Data collection, implementation, and results will be discussed. Methods for job and machine scheduling using smaller standard tool packages will also be covered. | |
| 10:30 – 10:45 a.m. | • BREAK | |
| 10:45 – 11:30 a.m. | (Sidney Schaaf, Value Added Business Solutions) How Fit are your Bills of Materials (BOMs) and Work Instructions? | (Steven Marley, CH2M Hill Lean Enterprise Solutions) Adapting Traditional Lean Techniques to HVLV Operations at the Hill Air Force Base. |
Overview of this Presentation:
This interactive presentation will show how one company was able to move beyond a generative CAPP system and include their BOM automatically onto a CAD drawing for both internal and external usages specific to a family of assemblies. The discussion will also focus upon using the right tools for the right job which must include the right people. Members of the audience will participate and help to select the sizes for the assembly. Based upon the audience input, the CAD drawing will be created from scratch in about five minutes along with the specific BOM and shipping weights. |
Overview of this Presentation:
In January, 2005, CH2M Hill began a 30-month program with the 532nd Commodities Maintenance Squadron at Hill Air Force Base to transform its Landing Gear Maintenance, Repair, and Overhaul (MRO) operation. The program objective has been to implement dramatic improvements throughout the operation by applying the best Lean and Cellular Manufacturing methodologies to reduce:
1. Turn-around time.
and to improve:
2. Consumable materiel inventory. 3. Operational costs. 4. Work-in-process. 1. War readiness levels.
This presentation is a case study in adapting “Textbook Lean” methods to deal with a high-variety low-volume (HVLV) operation where process and equipment “monuments” abound and in which even identical parts, due to their age and condition, may have different process routings and requirements.2. Employee morale and efficiency. 3. Workload productivity. 4. Organizational structure. 5. Quality. 6. Operational capability. | |
| 11:30 – 12:15 p.m. | (Sidney Schaaf, Value Added Business Solutions) Effective Specification of Capital Equipment for your Production Processes. | (Steven Marley, CH2M Hill Lean Enterprise Solutions) Adapting Traditional Lean Techniques to HVLV Operations at the Hill Air Force Base. |
Overview of this Presentation:
This presentation will include the work selection process (right-sized machines vs. flexible machines) and machine requirements analysis (lightsout vs. manned manufacturing cells). Resource comparisons for specific production processes, annual tooling costs, burden
rates, and monthly payments will be discussed along with how the utilization factor, separation of labor costs, operating costs, and potential profit calculations can affect the equipment selection process. An example will be provided that illustrates what to look at when calculating the true Cost Of Ownership (COO). |
Overview of this Presentation:
JobshopLean is the result of a partnership between the Defense Logistics Agency, Advanced Technology Institute, Forging Industry Association, and The Ohio State University. The primary goal of the project is to deploy Lean in custom forge shops that are defense suppliers. A primary mechanism for deploying the strategy is as follows: A forge shop sponsors a project, DLA funds the project and a team from The Ohio State University, comprised of student intern/s and a faculty mentor, execute the project. Typically, these projects have dealt with layout and material handling issues relating to the flows of forgings. This is the first project that has focused on the flows of dies and other tooling used on the forging presses. This presentation will describe the timeline of activities and the experiences of the two Industrial Engineering student interns whose work focused on improving tooling management in a custom forge shop. The following results are anticipated from this project:
• Number of active dies on the shopfloor reduced by 66%. • Delays due to non-receipt of heat codes reduced by 9.5 hours. • Die-to-Hammer delivery time reduced from 14 days to 1 day. • Floorspace requirements reduced by 390 sq. ft. • Shelfspace requirements reduced by 46% (410 sq. ft.). • Number of operations reduced from 48 steps to 32 step. | |
| 2:30 – 3:15 p.m. | (Hosni Adra, CreateASoft, Inc.) Computer-aided Drawing and Dynamic Performance Evaluation of Complex Value Streams. | (Charles Murgiano, Waterloo Manufacturing Software) A Step-By-Step Tutorial on Computer-aided Scheduling of a Jobshop. |
Overview of this Presentation:
This presentation will outline the use of computer simulation to study the interactions, performance, and variability in complex value streams. A sample case study will be used to determine the critical path, evaluate the performance of each value stream and study the effect of changes in multiple value streams to achieve improvements in overall system performance. |
Overview of this Presentation:
Finite Capacity Scheduling (FCS) is to a jobshop what Pull Scheduling is to the Toyota Production System (TPS). None of the core concepts of Pull Scheduling (Heijunka, Pitch, Takt Time, Product-specific Kanbans, Inventory Buffers, etc.) are at all relevant to Jobshop Scheduling! The basic reason is that an assembly line simply does not have the scheduling characteristics of a jobshop, such as:
• large number of products with diverse routings that need to be scheduled, A robust, speedy and affordable strategy for implementing quires the combination of (i) a knowledgeable production scheduler with a sound knowledge of established methods for jobshop scheduling and (ii) a high-performance FCS software that supports his/her scheduling-related decision-making relating to the production schedule. | |
| 12:15 – 1:15 p.m. | • LUNCH | |
| SESSION: The Lean Journey of Lauren Manufacturing. | ||
| 1:15 – 2:00 p.m. | (Lisa Huntsman, Lauren Manufacturing) Leadership Launch into the Lean Transformation | |
Overview of this Presentation:
Lauren is a custom extrusion jobshop providing sealing solutions for customer problems. Their product mix ranges from high-mix high-volume to high-mix low-volume. This presentation will present the reasons underlying Lauren’s decision to embark on the Lean Journey. Given a firm commitment from the top, a key milestone in the journey was the reorganization of the company into several business units based on customer portfolios, industries served and the different mix-volume segments of their product mix. The initial impact of the culture change on salary and union associates and the steps taken to reassure the workforce that the change was for the better will be described in detail. | ||
| 2:00 – 2:45 p.m. | (Jeff Kuhn, Lauren Manufacturing) House Without Waste. | |
Overview of this Presentation: Waste Elimination is the fundamental goal of any Lean Journey. The presenter will identify the Pillars and the Building Blocks to construct the House Of Waste that helped to focus and prioritize all programs and kaizens at Lauren Manufacturing. | ||
| 2:45 - 3:00 p.m. | • BREAK | |
| 3:00 - 3:45 p.m. | (Adam Sanders, Lauren Manufacturing) Visual Factory. | |
Overview of this Presentation: With business unit teams being co-located on the shopfloor, there is a significant impact on the speed, accuracy and cost of execution of scheduling, production control and shopfloor control activities. Inter-personnel communications are further improved with the use of visual tools for Workcenter Scheduling and Production Control. Real-time communication systems that are currently being used by shopfloor personnel, and future plans to improve them, will be presented. | ||
| SESSION: Unique Challenges of Implementing Lean in any High-Mix Low-Volume Manufacturing Enterprise. | ||
| 3:45 - 4:30 p.m. | (Frans Carlstrom, D&S Manufacturing Inc.) A Fabrication Jobshop begins its Lean Journey. | |
Overview of this Presentation: “Lean will not work in a jobshop like ours!” This was not what a team of managers at D&S Manufacturing chose to believe. They just knew that the initial kaizens they had conducted involving use of the standard “Lean Toolkit” had simply not produced the results that they were seeking. So they decided to take a different route, one that recognized that the implementation of Lean in a small high-mix low-volume manufacturing enterprise with a diverse product mix presents unique challenges. First, the speaker will describe the many best practices already in place at his company and a recent initiative to reorganize their entire business along part family-based Value Streams. Next, he will address the following questions:
• What are the problems and challenges that are truly unique to a high-mix low-volume manufacturer’s “Lean Journey”?
Finally, the speaker will moderate an open forum discussion that will encourage the entire audience to address the same questions and propose themes for additional sessions that ought to be included in the conference agenda for 2007.• Has ToyotaLean provided robust and comprehensive solutions to these problems? If not, what has been done to address, and solve, these problems? • Did this conference provide any solutions, or at least, new ideas and suggestions for solving these problems? • What relevant studies ought to be pursued to develop the solutions to these problems? | ||
| 4:30 p.m. | Adjourn | |
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November 16, 2006 |