Making it easier for operators to help the team win
A manufacturer of engineered hinges, precision tubes and spacers, custom stampings, and assemblies for the automotive industry fears the loss of current and future business from a customer because of defective parts. The business produces two products for different applications for this customer and both products have been found by their customer with defects. Electronic error-proofing devices and 100% inspection have not prevented these defects. Nor did the outside service hire the business to inspect the parts a second time. The cost for the internal and external sorting is more than the business can absorb and the customer is growing tired of a supplier that cannot deliver defect-free product.
Day one on the shop floor
The assembly for these two products is located in a small area of the building confined by four walls and made even smaller with assembly benches and materials for these two products plus three more. Moving components and finished goods around in this area is difficult because of the congestion. There are two operators assigned to assemble each of the two critical products. The operators often trade tasks during each shift. Additional tables were added by the operators to hold the partially assembled products as they were passed from one operator to another. One assembly fixture has an electronic interlock installed to insure all 4 screws are added. A second fixture for this product was added to align the parts that these 4 screws hold. The fixture for the other product is programmed to sequence the tasks using sensors to detect the parts. Completed boxes of parts are then 100% visually inspected for defects before shipment. A service at the customer’s locations is hired to re-inspect the products 100% again as required by the customer.
What’s happening here?
The findings
The assembly area is comprised of a hodgepodge group of leftover work tables and shelves to hold the parts being assembled. The lighting is too dim for employees to easily see paint defects or missing grease. The parts identified with “defective” labels remain in the assembly area and add to the overall clutter impeding operators from easily obtaining parts. There is no consistency in the training or the execution of the assembly processes, allowing each operator to create his/her method.
A.Stout’s Solution
One dedicated operator for each product, instead of two, now makes complete assemblies one at a time in a defined sequence. Posted instructions consist of a physical model of the parts in order of assembly plus written instructions. Additional warnings to achieve quality assemblies are affixed to the physical model and the assembly fixtures. All non-essential items have been removed from the area and task lighting added. Through iterative problem-solving questions and feedback, the operator discovers deeper insight into his or her work. The operator is challenged to achieve certification by demonstrating zero defects in this assembly for three consecutive weeks. The certified operator is audited but no longer requires 100% inspection. The transition for these two manufacturing areas including the training of the operators was completed within 30 days.
The Results
The operators achieved certification and assembled defect-free products. Using the new assembly methods consistently, one operator produces more than the two operators previously assigned. The operators are now empowered with larger proactive roles. They effectively communicate with the producers of the component parts, eliminating more frequent defects that these assemblers would have to sort out before assembling them into products. There have been no customer complaints since this transition.
There may be many strategies to achieve success, but there is only one right answer to continuous improvement. And that answer is… Art Stout! I’ve spent my professional life helping business owners implement the right changes to generate cash and grow their earnings in months, not years. My mission is to do the same for you. Let’s schedule a meeting so I can learn about the challenges you are facing, and we can create a solution.
Art is the best manufacturing problem solver that I have worked with in my career. Art has the ability to observe the production flow, identify the obstacles, and to expeditiously upgrade the process in order to improve setup time, productivity, automation, quality, safety, and costs in order to favorably impact the outcome of the business. Art possesses the ability to quickly identify the goal and develop a plan and process to achieve a positive outcome in a timely manner. He is resourceful and knowledgeable about a variety of processes and their capabilities including automation utilizing robotic solutions. He excels in creating impactful solutions where others have not been successful before. Art is unique in that he has a strong business acumen including cost accounting, and developing relationships with management, employees, vendors, and customers. Art is also outstanding in his ability to engage, train, and improve employees at all levels of the organization to complement his exceptional manufacturing and engineering background and overall versatility on the shop floor.
Lew Schildkraut CEO, Mfg. Co.
Comments