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Factory Building Symposium on Lean
Production
January 29, 2007Austin, Texas
Palm Harbor HomesPlant City, FL
Michael Lombard,Continuous Improvement Manager
Creating a Lean Infrastructure
Palm Harbor Plant 06 Started: 1981 Location: Plant City, FL Home type(s): Modular Price point: Moderate to
high-end Design: Substantial
customization
Production: 4 floors/day Market area: Southeastern
US
Challenges Employee turnover Lack of standard
work procedures Instability on the
shop-floor Poor work
environment Unstructured
improvement process
Strategy: Build a Foundation for Lean
Integrate lean into the plant culture
Establish a well defined infrastructure for kaizen (continuous improvement)
Lean Culture
Training for managers› Weekly “book club”
meetings› Hands-on simulations,
gemba observations, etc.› Online learning
component
Training for shop floor associates› “Five S”› Standardized work› One-piece flow and pull
systems
Kaizen Infrastructure Lean Executive Team
› Champions improvement projects
› Appoints and supports project captains
› Provides resources and guidance
“Five S” Workplace› Providing a positive
workplace› Use visual control› Encompass entire facility
Idea Development Process› Harness employee creativity› Available to all› Plan-Do-Check-Adjust
Idea Process Results
Ideas generated: 200+ Ideas implemented: 78 Total estimated savings
to date: $108,000
Frame Shop
Unnecessary moving frame in and out of floor department
Frame moves directly into frame department
Then Now Floor crew stopped
work while frame moved through
Floor crew works without interruption
Results
Cost less than $1,000
Floor department works uninterrupted
Eliminated waiting time
Eliminated 4 floor moves
Throughput time reduced
Labor savings $36,000 per year
Paint Booth
Doors painted in open area subject to dust and interference
Dedicated paint boothThen Now
No fixtures Doors painted far from point of use on the line
Fixtures for holding and flipping doors
Doors painted close to point of use
Results
Cost less than $2,000
Doors closer to point of use
Defects from 25% to 5% of doors
Painting time reduced by two-thirds
Total labor savings = $31,500 per year
Highlights
Getting buy-in critical to make improvement ideas work
Basic understanding of lean critical to management buy-in
Action over planning
Going Forward
Continue Management Training
Develop Shop-Floor Training
Expand Idea Development Process
Evolve “Five S” Workplace
Lean Symposium
Manufactured Housing Research AllianceJordan Dentz
(212) 496-0900 [email protected]
www.mhrahome.org
Factory Building Symposium on Lean
Production
