Ventana USA

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Ventana USA

• Implementation of LEAN and 5 S

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Ventana Celebrates 20 Years
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Specialty Shapes

• Architectural Windows
• Custom Bending and Fabricating of Shapes for
  Vinyl Window Manufacturers
• Custom Bending of Trim for Interior and Exterior
  Applications
• Garden Windows

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Fence and Railing - FDR

• Fence Bending,Welding, and Routing
• Bending of Vinyl Components to compliment
  existing Fence Sections
• Routing of Bent Sections to match existing Picket
  configurations
• Railing Bending and Routing
• Bending of Vinyl Railing to match contours of
  Decks, Stairs, and Railing Applications
• Routing of Bent Sections to match desired picket
  or glass specifications

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The Beginning of Change

• Reasoning behind LEAN and 5S
• Fence and Railing an expensive hobby
• Uncontrolled Hours Excessive OT
• Unorganized Work Flow
• Bottlenecks delaying production
• No Quality Control
• Lack of Information
• Bending Times Unknown
• Routing Times Unknown

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Where To Start

• Identify what Changes Need to Occur
• Capture the Low Hanging Fruit 1st
• Where are our MAJOR Sources of Waste
• Motion people, material, equipment
• Repairs reworks
• Delays Set-Up / Bottlenecks / Lag Time
• Production Methods

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Workers Input and Buy In

• Brien Palmer Doug Rosensteel
• Hold Weekly Meetings
• 1st Develop Project Plan based on Ideas
• 2nd Involve all Workers into Meetings
• General Training of Principles of LEAN and 5S
• Work Toward a Common Goal
• Blue Sky Exercise
• Redesign Entire Work Flow

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Free Flowing Ideas

• Based on Right Things Right Place Right Time
• New Work Flow Change of Entire Process
• Material Handling Inventory Storage
• Tool Changing Methods Router Set-Up
• Work Stations with Proper Equipment
• Tool Storage Areas Mats Templates
• Develop Standards with Bends and Jobs
• Standard Operating Procedures

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Implementing Change

• Planning
• Strategize each Change
• Moving and Rewiring
• Organized list of when the Move or Rewiring would
  occur
• Painting
• Starting Fresh new look

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Employee Designed Work Flow
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5 S

• Sort
• Redesigned Overall Flow
• Created Work Stations including Tools
• Straighten
• Organized Areas for Templates and Mats
• Developed a Work Flow per Station
• Consolidated Materials to more Accessible Areas
• Shine
• Established Cleaning Procedures Schedules
• Developed Cleanliness Levels
• Standardize
• Developed a Go No Go Gauge
• Pictures of Procedures and Quality Expectations
• Ordered Individual Tools based on Work Stations
• Cut Off Rack with Fill Level Size Gauge
• Sustain
• Management Consistency and Adherence to 5 S
• Weekly Meetings for Continued Employee
  Participation
• Developed a 5 S Audit - Scorecard

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Benefits of LEAN and 5 S

• Employees
• Employee Satisfaction
• Input and Control of THEIR Workstation
• Implementation of 4 (10s)
• Flexible Schedule
• Promotes Team Work
• Pride Increased Morale

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Benefits of LEAN and 5 S

• Ventana
• 91 Increase in Net Profit
• 30.- Increase in Revenue per Hr worked After
  Material
• 48 Fewer Hours worked
• 1580 per month to 840 per month
• Same Sales 1 Fewer Employee
• Scheduling
• Proper Management of Orders and Lead Times
• Lead Times Down From 2 weeks to between 2 and 7
  Days
• Knowledge of Work Times
• Costing Method Profit Analysis of each Job
• Material Usage
• Decreased Costs
• Glycerin Usage from 6.1 of Sales to 1.1 of
  Sales

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Lessons

• Implementing LEAN and 5 S
• Employee Buy In and Participation is KEY
• Start with the Low Hanging Fruit
• Training and Understanding of How LEAN and 5 S
  equate to YOUR Business is Vital
• Change and Manipulate each to Fit your Production