GOOD MORNING AND WELCOME - North Star Imaging, Inc. Carlson.pdf5 S + 1 S. General housekeeping principles – –Safety Safety (+1 S ) – –Sort, Sort, what do you really need for

CONSOLIDATED PRECISION PRODUCTS – MINNEAPOLIS OPERATIONCONSOLIDATED PRECISION PRODUCTS – MINNEAPOLIS OPERATION

GOOD MORNING GOOD MORNING AND WELCOMEAND WELCOME


IntroIntro

Patrick Carlson Patrick Carlson Consolidated Precision Products Consolidated Precision Products

(Minneapolis Operation) (Minneapolis Operation)

Responsible Level 3 forResponsible Level 3 forNonNon--Destructive TestingDestructive Testing


LEAN MANUFACTURING IN AN LEAN MANUFACTURING IN AN ALUMINUM / MAGNESIUM FOUNDRY ALUMINUM / MAGNESIUM FOUNDRY

WITH FOCUS ON FLUORESCENT WITH FOCUS ON FLUORESCENT PENETRANT INSPECTION.PENETRANT INSPECTION.


Topics of DiscussionTopics of Discussion

Lean Tools & MethodologiesLean Tools & MethodologiesRelationship between Lean & Six SigmaRelationship between Lean & Six Sigma View a casting through the foundry View a casting through the foundry

prior to and after a Lean event.prior to and after a Lean event. Implementation & Challenge we facedImplementation & Challenge we faced View our new Lean Fluorescent View our new Lean Fluorescent

Penetrant Line Penetrant Line


What is Lean?What is Lean?A set of principles, concepts and techniques designed

for a relentless pursuit in the elimination of waste. Producing an efficient just-in-time production system, that will deliver to our customers

– exactly what they need,– when they need it,– in the quantity they need,– in sequence,– without defects,– and at the lowest possible cost.

LEAN MANUFACTURINGLEAN MANUFACTURING


WHY USE LEAN?WHY USE LEAN? The Reasons:The Reasons:

To meet customer commitmentsTo meet customer commitments

To remain competitiveTo remain competitive

To improve product qualityTo improve product quality

To increase profitabilityTo increase profitability


Our Journey to Lean?Our Journey to Lean?We need to know there are three We need to know there are three types of activities or work.types of activities or work.

-- Customer value addedCustomer value added-- adds form & function, adds form & function, customer will pay forcustomer will pay for. . ““Final InspectionsFinal Inspections””

-- Business nonBusiness non--value addedvalue added-- youyou have to have it, have to have it, customer unwilling to pay for. customer unwilling to pay for. ““InIn--process Inspectionsprocess Inspections””

-- NonNon--value addedvalue added –– WasteWaste

We must Eliminate The Waste We must Eliminate The Waste --NVANVA


Lean Mfg Tools & how we used themLean Mfg Tools & how we used them

Pull rather than push systemPull rather than push system–– The product flow is set by someone downstream turning to The product flow is set by someone downstream turning to

someone upstream and signaling someone upstream and signaling ““Give me another one.Give me another one.”” (Kanban)(Kanban)

–– The goal is a smooth flow of products, with all departments The goal is a smooth flow of products, with all departments of the production floor supporting one another.of the production floor supporting one another.

–– We always know what is upstream via daily production We always know what is upstream via daily production meetings, not allowing parts to just sit.meetings, not allowing parts to just sit.

–– We also use a dollars per day approach. XX dollars must We also use a dollars per day approach. XX dollars must move each day to keep pace and meet our customer move each day to keep pace and meet our customer commitments.commitments.

–– We implemented Kanban Lanes for part organization and We implemented Kanban Lanes for part organization and visual inventory.visual inventory.


Prior to Lean Prior to Lean –– parts were pushed or parts were pushed or dumped into areasdumped into areas


After Lean After Lean –– Kanban lanes were created Kanban lanes were created for organization, letting the Pull occur.for organization, letting the Pull occur.


Lean Mfg Tools (cont.)Lean Mfg Tools (cont.)

Elimination of wasteElimination of wasteAnything that consumes resources Anything that consumes resources

but creates no value is waste.but creates no value is waste.

––Types of wasteTypes of wasteTimeTime

Eliminate delays, setups, and downtimeEliminate delays, setups, and downtime

TransportationTransportation-- should add valueshould add value

ComplexityComplexityComplex solutions create problemsComplex solutions create problems


DetourDetour-- Road Closed Road Closed –– closing the aisle created closing the aisle created delays, down time and extra movementdelays, down time and extra movement


After Lean After Lean -- New Saw & Grind Area New Saw & Grind Area –– simple, one direction flow with less down timesimple, one direction flow with less down time


After Lean After Lean -- New Saw & GrindNew Saw & Grind reduced movementreduced movement



––Types of waste (cont.)Types of waste (cont.)LaborLabor

Eliminate unnecessary movement of peopleEliminate unnecessary movement of people

OverproductionOverproductionProduce only what the customer demandsProduce only what the customer demands

SpaceSpaceUse only the space you needUse only the space you need


Old Salvage Old Salvage –– lost floor space & unnecessary lost floor space & unnecessary movement in and out of the roommovement in and out of the room


After Lean After Lean –– less space & movement with an less space & movement with an increase of 50% capacity, from 4 to 6 stationsincrease of 50% capacity, from 4 to 6 stations


FPI Prior to Lean FPI Prior to Lean –– Wasted Space, baskets, Wasted Space, baskets, skids, & junk storageskids, & junk storage


After LeanAfter Lean-- Penetrant / Visual Inspect Penetrant / Visual Inspect –– reduced reduced space, transportation & labor with increased qualityspace, transportation & labor with increased quality



––Types of waste (cont.)Types of waste (cont.)

DefectsDefectsStrive to eliminate reworkStrive to eliminate rework

MaterialsMaterialsReduce scrap and excess inventoryReduce scrap and excess inventory

-- Implemented Implemented ““Quality at the SourceQuality at the Source””-- perform a sample inspection of the lot.perform a sample inspection of the lot.

-- Implemented Quality ClinicImplemented Quality Clinic-- reduce defects reduce defects by corrective and preventive action by corrective and preventive action


Quality Clinic: defect reduction Quality Clinic: defect reduction corrective & preventive action.corrective & preventive action.



––Types of waste (cont.)Types of waste (cont.)EnergyEnergy

Use equipment and people only to make Use equipment and people only to make somethingsomething

Idle MaterialsIdle MaterialsNothing just sitsNothing just sits

LaborLaborEliminate unnecessary movement of Eliminate unnecessary movement of

peoplepeople


Comparison of the Old vs. New Comparison of the Old vs. New Etch / FPI AreasEtch / FPI Areas


Old Alum. FPI Line Old Alum. FPI Line -- excess labor & movement excess labor & movement using a hoist system, & limited capacityusing a hoist system, & limited capacity

Presenter

Presentation Notes

Un-Hooking and re-hooking baskets, a unneeded dead rinse operation, we relied on two hoists


Old FPI Line Old FPI Line –– limited capacity created delayslimited capacity created delays


Old FPI Line Old FPI Line -- excess movement & labor excess movement & labor unloading, reloading partsunloading, reloading parts


Old Mag. Etch / FPI Line Old Mag. Etch / FPI Line –– prior to lean, two prior to lean, two separate lines existed, 2 of everything.separate lines existed, 2 of everything.


New Alum. Etch Line New Alum. Etch Line –– simple layout / simple layout / operation using the space neededoperation using the space needed


New Mag. Etch Line New Mag. Etch Line –– one location, one location, with multi skilled flexing operatorswith multi skilled flexing operators


New FPI Line New FPI Line -- easy operation, visual easy operation, visual controls, with increased capacity controls, with increased capacity


New FPI Line New FPI Line -- easy operation, visual easy operation, visual controls, with increased capacitycontrols, with increased capacity






Lean Manufacturing MethodologiesLean Manufacturing Methodologies

5 S + 1 S5 S + 1 SGeneral housekeeping principlesGeneral housekeeping principles

–– SafetySafety (+1 S )(+1 S )

–– Sort,Sort, what do you really need for the job?what do you really need for the job?–– SimplifySimplify-- can this be made simpler?can this be made simpler?–– SweepSweep-- Keep the area clean and organizedKeep the area clean and organized–– StandardizeStandardize-- equipment, tools, & processesequipment, tools, & processes–– SustainSustain-- keep on track, do not go back to keep on track, do not go back to

““this is how we used to do itthis is how we used to do it””


Lean Mfg Methodologies we useLean Mfg Methodologies we use

Work CellsWork Cells-- consolidated areas, saw, consolidated areas, saw, grind, & finishing, etch, FPI, targeting.grind, & finishing, etch, FPI, targeting.

Accelerated Improvement Workshops Accelerated Improvement Workshops (AIW)= (AIW)= PPI Teams, Product & Process PPI Teams, Product & Process Improvement teamsImprovement teams

Multiskilling Multiskilling –– flexing operators / cross flexing operators / cross trainingtraining

Kanbans Kanbans –– having lanes & organizationhaving lanes & organizationMistake Proofing Mistake Proofing –– Root Cause / Corrective Root Cause / Corrective

& Preventive Action& Preventive Action


Lean Mfg Methodologies we useLean Mfg Methodologies we use

Super Markets Super Markets –– a designated area we pull a designated area we pull our work from.our work from.

Visual Controls Visual Controls –– flags, timers, & templates.flags, timers, & templates.

Flow Flow –– relocated operations or systems.relocated operations or systems.

Total Productive Maintenance Total Productive Maintenance –– be pro active be pro active and schedule time.and schedule time.

Just In Time Just In Time –– monitor dollars per day to monitor dollars per day to keep on track with customer commitments.keep on track with customer commitments.


Lean Manufacturing & Six SigmaLean Manufacturing & Six Sigma (The Relationship)(The Relationship)

LeanLean(Manufacturing Cycle)(Manufacturing Cycle)

+ + Six SigmaSix Sigma

(Measure of Quality)(Measure of Quality)

==

$$(Profitability)(Profitability)


Lean Manufacturing & Six SigmaLean Manufacturing & Six Sigma (The Relationship )(The Relationship )

LeanLean–– Eliminate wasteEliminate waste–– Work concentrationWork concentration–– PullPull rather than pushrather than push–– Pace based Pace based onon demanddemand

Six SigmaSix Sigma–– Reduce variationReduce variation–– Continual process improvementContinual process improvement–– Defect ReductionDefect Reduction–– Cost ReductionCost Reduction


Lean Manufacturing & Six SigmaLean Manufacturing & Six Sigma (The Relationship cont.)(The Relationship cont.)

ResultsResults–– Reduced InventoryReduced Inventory

–– Reduced Operational ExpensesReduced Operational Expenses

–– Increased Throughput & Product QualityIncreased Throughput & Product Quality

–– Increased Profits & CapacityIncreased Profits & Capacity

–– An Engaged WorkforceAn Engaged Workforce


Factory LayoutFactory Layout (2006 vs. 2008)(2006 vs. 2008)


2006 Facility Map – Focus; saw, grind, finishing, welding, rework, Etch & FPI


2008 Facility Map; consolidated saw, grind, finishing, weld, rework, Etch & FPI

CONSOLIDATED PRECISION PRODUCTS – MINNEAPOLIS OPERATIONCONSOLIDATED PRECISION PRODUCTS – MINNEAPOLIS OPERATION43

2006 Material Flow 2006 Material Flow –– MagnesiumMagnesium Item #902794 Item #902794 –– Input HousingInput Housing

#6

Defect Review Area

Target

TOOLCRIB

SHAKE OUT

WELDING

LAYOUT

SHIPPINGOFF

ICE

CMMROOM

CN

C

MACHINE SHOP

DEGREASE

PRESSURE TEST

BAKE-OUT

FPI/E

TCH

SANDBLAST

FINISHING/PROFILEClinic

MEN

SAW

GRIND

STRAIGHTEN

TARGET

ALUMINUM MELTING

METAL

MRB CAGE

STORAGE

POUR IN PLACE

RIGGING

PATTERNSTORAGE

GATINGCHILLS

NO BAKE

RECEIVING

MAINTENANCE

MAINTENANCE

MAGFPI

SAND DUNGEON

CORE STORAGE

SMO

KE-

OFF

TU

NN

EL

CORE ASSEMBLY

COLD BOX

ALUMINUMPOUR-OFF

FLAMMABLESTORAGEPIPE

MAKE

HIB

STORAGE

MA

G R

E-R

AP

FORKLIFTREPAIR

FINISHINGMAG

SMOKE-OFF TUNNEL

DRUM

TARGET

X-RAY

FINISHING/PROFILE

TREATHEAT

HEAT TREAT

X-RAY

X-RAY

TREATHEAT

HEAT TREAT

MEN

SPECIALPROCESS

BAKE-OUT

MELTINGMAGNESIUM

Office

1

1

2

3

4

5

17

8

9

2

6

10

11

13

14

15

17

16

181920

22 23

24

25

26

27

21

12

28

29

30

31

31 process steps (without rework)

Estimated 4,459 ft. traveled (0.85 miles)

Approximately 50 minutes of travel time (@ 1 MPH)

CONSOLIDATED PRECISION PRODUCTS – MINNEAPOLIS OPERATIONCONSOLIDATED PRECISION PRODUCTS – MINNEAPOLIS OPERATION44

2008 Material Flow – Magnesium Item #902794 – Input Housing

Upstream: 34 process steps (without rework)

Estimated 3,745 ft. traveled (0.70 miles)

Approximately 42 minutes of travel time (@ 1 MPH)

16% Reduction

per part


Lean Manufacturing AdvantagesLean Manufacturing Advantages

The Characteristics of a Lean The Characteristics of a Lean Organization:Organization:

––Efficient use of assetsEfficient use of assets––Short time to marketShort time to market––Short flow timesShort flow times––High quality productsHigh quality products––Motivated work forceMotivated work force


Lean Mfg Lean Mfg -- Challenges?Challenges?

–– Large single parts vs small multiple piecesLarge single parts vs small multiple pieces per melt, level loading, allowing the Pull per melt, level loading, allowing the Pull to occur.to occur.

–– ScrapScrap, ensuring we produce the correct , ensuring we produce the correct quantity, not moving extra product just to quantity, not moving extra product just to sit on it. Castings take up large floor sit on it. Castings take up large floor space and create the unneeded inventory.space and create the unneeded inventory.

–– ReworkRework, how long it takes to get parts , how long it takes to get parts through will vary, keeping in mind our through will vary, keeping in mind our customer commitments.customer commitments.


FPI ProcessingFPI Processing

Documents

GOOD MORNING AND WELCOME - North Star Imaging, Inc. Carlson.pdf5 S + 1 S. General housekeeping principles – –Safety Safety (+1 S ) – –Sort, Sort, what do you really need for