Factory Building Symposium on Lean Production

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Factory Building Symposium on Lean Production

• January 29, 2007Austin, Texas

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Palm Harbor HomesPlant City, FLMichael
Lombard,Continuous Improvement Manager

• Creating a Lean Infrastructure

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Palm Harbor Plant 06
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Challenges

• Employee turnover
• Lack of standard work procedures
• Instability on the shop-floor
• Poor work environment
• Unstructured improvement process

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Strategy Build a Foundation for Lean

• Integrate lean into the plant culture
• Establish a well defined infrastructure for
  kaizen (continuous improvement)

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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

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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

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Idea Process Results

• Ideas generated 200
• Ideas implemented 78
• Total estimated savings to date 108,000

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Frame Shop
Then
Now

• Unnecessary moving frame in and out of floor
  department

• Frame moves directly into frame department

• Floor crew stopped work while frame moved through

• Floor crew works without interruption

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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

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Paint Booth
Then
Now

• Doors painted in open area subject to dust and
  interference

• Dedicated paint booth

• No fixtures

• Fixtures for holding and flipping doors

• Doors painted close to point of use

• Doors painted far from point of use on the line

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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

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Highlights

• Getting buy-in critical to make improvement ideas
  work
• Basic understanding of lean critical to
  management buy-in
• Action over planning

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Going Forward

• Continue Management Training
• Develop Shop-Floor Training
• Expand Idea Development Process
• Evolve Five S Workplace

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Lean Symposium
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Factory Building Symposium on Lean Production

• Manufactured Housing Research Alliance
• Jordan Dentz
• [phone] x13
• jdentz_at_research-alliance.org
• www.mhrahome.org