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How to Establish and Sustain a Continuous Improvement Culture

How to Establish and Sustain a Continuous Improvement Culture

To many of those who have studied supply chain and the concepts pertaining to lean methodology, you probably view the layout of a warehouse or manufacturing center through a different set of lenses. You are able to visualize how inefficient processes are reducing output, ultimately leading to an uptick in money and time. This only hinders a facility’s ability to further expand and grow up on itself, but as operation and project managers are aware of - sometimes getting everyone on board with the “no waste” mindset, it is easier said than done!

[caption id="attachment_38004" align="alignnone" width="1195"] A hole has been made in the HDPE of this modular table to facilitate the accessibility of small frequently used parts.[/caption]

This is a common question that operations will ask themselves. How can I communicate, establish, and sustain a continuous improvement culture? How do I incorporate lean thinking into the mindset of all of my team’s daily tasks? This is where there is a difference between those on the floor and those in the office. While those in the office are familiar with the terminology and lean concepts, those on the floor do not always look at everyday tasks in the same manner. It is more or less viewed as “get the job done” as opposed to “how can we make this better?”.

[caption id="attachment_37603" align="alignnone" width="1440"] This multi-storage structure was designed from scratch by Chris in collaboration with the production team[/caption]

 

The question of “how can we make this better?” is not one that many associates on the floor will ask themselves as they believe management will handle problem-solving or, more often than not, they are not asked for input or ideas. This is the mindset that we seek to eradicate. Whenever there is an inefficient process, it should become obvious to everyone within the facility as to what aspects of the process are taking the most time and ultimately leading to wasteful activities. This is where management can be a bit blind as they think this task is rather difficult to achieve, but there is a saving grace and a middle man between management and associates - the continuous improvement technician.
How the Continuous Improvement Technician Can be a Vital Asset to Continuous Improvement
No one can communicate or fix a problem like the continuous improvement technician, considering that all day long he deals with one thing - maintenance. While those in management often look at problems from an analytical and theoretical perspective, the continuous improvement technician has key insight as to whether a goal is actually obtainable in order to make it a reality.

[caption id="attachment_37575" align="alignnone" width="1440"] This structure has been optimized to make room for an easily accessible wheelie bin[/caption]

More often than not the continuous improvement technician also has not gone to school or studied lean concepts and doesn’t look at it through the same lens, but rather through his own experience of working with machinery and equipment. The continuous improvement technician focuses on fixing things and making them better solely for the purposes of making things easier on himself and those on the floor as well as mitigating the risk of a future failure. Who wants to fix something over and over again when you could do it correctly the first time, right?

In an interview with President Container’s continuous improvement technician, Chris Pryce, we asked him to provide some key insight on how he goes about continuous improvement and instilling it among those who participate in the daily activities and work.

He started off by mentioning the first step in getting everyone on board is simply asking for their input. Whenever a team member has an idea, they have “kaizen suggestion sheets” available for the employees to fill out. This can be with any idea that they may have on making a process more efficient or better, considering much like the continuous improvement technician, they are the ones working with the equipment on a daily basis. These “kaizen suggestion sheets” are essentially the doorway into allowing associates on the floor to begin the process of eliminating the mindset of “just get the job done” to “how can I make this better?”. Ideas are then passed onto management to see if they are able to be theoretically conducted.

[caption id="attachment_37460" align="alignnone" width="1440"] The continuous improvement suggestion box.[/caption]

Communicating these needs are important but usually needs to be proven in a statistical manner. One of the most prominent questions that arise are ones such as “how will this cut cycle time?” or “how can this reduce waste while also increasing output?”. Usually, a continuous improvement team will run an analysis on the processes at hand and can aid in helping get an overall view of the statistical data needed to persuade management. Once this process is complete, it can then be passed onto maintenance to make it a reality.

[caption id="attachment_37595" align="alignnone" width="1440"] Chris Pryce, the continuous improvement technician with his colleague from the continuous improvement team Mana Sanchez[/caption]

Chris will then use his experience to transform the idea into an actual process on the floor, in which continuous improvement teams will then observe the results and document how the process either improved or what drawbacks may still be remaining. To simplify things, here is a breakdown of the process at hand in which was conducted in six easy steps:

1. Identify a problem or opportunity - This is where the kaizen suggestion sheets come into play. Utilizing these can be advantageous in the sense that they aid with the development of continuous improvement ideas. Allowing associates and employees to brainstorm and come up with concepts that can help the company is the first step in moving toward a lean culture.

2. Analyze the process - Once the sheets are passed onto management, this is where the continuous improvement team and management analyze the processes at hand along with the potential idea. This is conducted in a variety of ways, in which the gauge of what needs to be improved depends on the hindrance at hand.

3. Develop an optimal solution - This is where the brainstorming comes into play as to how to potentially implement the solution. Tools, equipment, materials, and manpower are roped into the equation of feasibility. Once all boxes are checked, it’s time to implement the solution.

4. Implement the solution - The continuous improvement technician, Chris, will then implement the solution with the tools and equipment at hand. He will redesign a process, implement a new piece of equipment, or any other idea that was presented.

5. Study the results and adjust - The trial period after implementation will be analyzed and studied by the continuous improvement team and management. This is key because it allows for statistical data to be presented to further demonstrate how well the idea is working.

6. Standardize the solution - If the idea works appropriately and is a success, the idea will then be implemented to all processes that require it and become a standardized practice of the company.

Without the collaboration between associates, maintenance, and management, none of this could have become a reality. This is where instilling continuous improvement culture is by far one of the most important attributes to iterate within any setting. Not all brilliant ideas need to come from the top. In fact, a lot of them come from the individuals working with the process or equipment the most. To put this into perspective, think about your daily tasks. How many times a day do you think of how you could make a task easier, simpler, or much more efficient? Being involved in a process can provide key insight on how to make it better.

Getting Everyone On Board with a Continuous Improvement Culture
As mentioned previously, some things are easier said than done - but it never hurts to try. There are a lot of companies that incorporate lean methodology and continuous improvement into their culture, and one of the most important advantages that they have instilled within their operations is that every idea matters/counts. It gets everyone thinking about how to further better operations as opposed to having an inner circle at the top trickling down every idea. To begin the process of implementing a continuous improvement culture, start out with something simple such as asking employees for recommendations on processes. Issue out sheets like Chris does and seek feedback on making aspects of the company better. Valuing the input of your associates as well as hearing feedback will allow you to start your operation’s journey from “get it done” to “let’s make it better”.

More often than not, companies are seeking “workarounds” and low-cost continuous improvement projects that present results. This is where utilizing Flexpipe can be a vital asset to your continuous improvement projects, as Flexpipe is able to construct low-cost solutions. Flexpipe allows you to model a pipe and joint modular structure and visualize how it would look and work even before being implemented. Utilizing Flexpipe can open doors to solutions that maybe did not seem possible without a substantial amount of capital to invest, but constructing these devices are both low cost and innovative, thus further driving your continuous improvement culture.

Why you should use AGVs on your assembly line

Why you should use AGVs on your assembly line

LISTEN: Audio Interview with Bruce Buscher

In this interview, Bruce Buscher, VP of Daifuku’s AGV group answers all the questions you may have about all the benefits of having an AGV in your facilities.

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An automated guided vehicle (AGV) is a computer-controlled vehicle used to carry or tow materials in a manufacturing facility. In this video, Bruce Buscher, vice-president of Daifuku’s AGV group, explains why AGVs are a great solution for your assembly line and how you can integrate them with your material handling system.
Why use AGVs on your assembly line?
[caption id="attachment_38318" align="alignnone" width="801"] Credit: Daifuku.com[/caption]

The biggest advantage of using automated guided vehicles on your assembly line is flexibility. Traditional assembly lines are made up of structures such as towline conveyors and overhead conveyors that are permanently attached to the floor, making it difficult to change the configuration of the line after installation. By contrast, on an assembly line made up of AGVs, the vehicles carry the materials from station to station, and the path they follow can be modified at any time to suit different production requirements. This opens up a world of possibilities for your workflow, enabling you to maximize efficiency and reduce waste.

For instance, you’re no longer restricted to following a straight line. According to the rules of circular manufacturing, straight-line processes create waste by forcing workers to travel from one end of the warehouse to the other at the end of each cycle. With an AGV assembly line, you can organize your workflow in whatever shape makes the most sense for a particular process, whether that’s a U shape or a Christmas-tree pattern with deviations for additional tasks such as quality checks and customizations.

Using AGVs also eliminates the need for a human to deliver parts to the assembly line, which means operators are more likely to receive parts at the precise moment they need them. This can help you achieve more consistent cycle times and adjust takt times as needed to meet customer demand.
How can you integrate AGVs with other material handling equipment?
[caption id="attachment_38480" align="alignnone" width="900"] Credit: Assembly Magazine[/caption]

For maximum flexibility in your workflow, it’s best to pair AGVs with a tube and joint system. Load handling frames built from tubes and joints are relatively inexpensive and can be easily configured to carry parts of varying shapes and sizes, which makes them a popular choice in many manufacturing environments. According to Bruce, the use of AGVs with tube and joint products is especially common in supermarkets and line of sight delivery systems. It’s easy to see why: to fully take advantage of the flexibility offered by AGVs, you’ll need material handling equipment that’s equally adaptable. For example, you might decide to consolidate your workflow and reduce the number of stations on your assembly line. If your load handling frames are made of welded steel, it’s going to be time-consuming and costly to replace them, whereas tube and joint frames are designed to be reconfigured at will.
Is it possible to start small and add more AGVs later on?
[caption id="attachment_38485" align="alignnone" width="835"] Credit: Daifuku[/caption]

There’s no need to overhaul your entire assembly line in one go. If you’re not sure where AGVs would best fit into your workflow, you could start by identifying areas of waste or reduced productivity (creating a value stream map is a great way to do this) and assess whether an automated guided vehicle could solve the problem. For instance, you might notice that one of your operators always has to wait for parts to arrive at their workstation before they can begin their task, which creates a bottleneck in your production chain. The solution might be to program an AGV to deliver the required parts precisely when the operator needs them. Alternatively, you could search for a way to reduce the time your workers spend moving pallets through the warehouse. AGVs can help with that, too.

In short, whether you’re looking to streamline your entire operation or make a few small adjustments to achieve a leaner workflow, AGVs are an excellent tool to have at your disposal.

About our Lean expert - Bruce Buscher

Mr. Buscher has been leading the charge to automate manufacturing and assembly processes for more than 40 years. He first started as an engineer on the plant floor and has been the VP of Daifuku’s AGV group for the last fifteen years. Bruce and his team developed a full line of standard AGV Products and Navigation Technologies to solve Assembly Line challenges and drive out costs. They have deployed AGV’s in assembly lines across all industries.

Daifuku uses AGV’s to solve basic issues such as Ergonomics, Safety, Workforce Turnover, and Cost Reductions. As the oldest AGV manufacturer in North America, Daifuku has continuously led the way in automating assembly lines over the last 100 years and doing it with AGV’s since 1962.

Borrowing Lean Manufacturing Concepts from the Automotive Industry

Borrowing Lean Manufacturing Concepts from the Automotive Industry

Jerry Collins – a mechanical engineer with 28 years of experience in the automotive industry – uses the pre-production stage as the critical first step to managing future production costs. It’s during this pre-production stage that Jerry uses modular piping systems as a way to layout his production floor and design material handling systems. This reduces costs and makes it easier to modify those handling systems (if needed) once full-scale production starts.

LISTEN: Audio Interview Jerry Collins
In this interview, Society of Cost Engineers founder Jerry Collins explains to Flexpipe project manager Temie Fessa how modular material handling systems have helped him maximize efficiency and profits.

Your browser does not support the audio element.

Find out how any company in any industry can benefit from using tube and joint systems in the pre-production stage as a way to manage costs.
The Origins of Lean Manufacturing
Lean manufacturing can trace its roots back to Henry Ford’s infamous Model T assembly line and the Toyota Production System (TPS) of the early twentieth century. Sometimes referred to as “lean production” or “just-in-time manufacturing”, lean manufacturing focuses on increasing production throughput while controlling costs and minimizing waste.

With lean manufacturing, companies can increase production throughput without sacrificing their cash position or purchasing excessive inventory. Unfortunately, a large number of companies use some lean concepts while never fully implementing others.
Using Modular Piping for a Mocked Assembly Line
Instead of using lean manufacturing principles during the pre-production stage, several companies only adopt lean concepts long after production has started. Unfortunately, this puts them in a read-and-react position where unforeseen changes in product designs force them to make haphazard and extremely costly adjustments. However, Jerry took an entirely different approach.

Jerry and his team used modular piping solutions to create a mockup front axle and rear axle assembly line for General Motors. As stated by Jerry, “long before we purchased any equipment, we created a whole facility with modular piping and decided early on how our material handling systems would be structured.” This included using tube and joint systems to create mock machines and equipment in order to create a visual presentation of both on the shop floor.

They also used modular piping to create trolleys to test the transit times between work cells, all the while looking for any possible obstructions. They then created temporary structures in order to simulate how future material handling systems would be positioned beside work cells, equipment, and machinery.
Making Immediate Adjustments within Minutes – Not Days or Weeks
[caption id="attachment_38507" align="alignnone" width="1440"] A dedicated material handling shop will allows you to modify quickly and on spot structures that need adjustments.[/caption]

Jerry and his team of engineers chose modular piping solutions during the preproduction stage because of how easily it was to make simple changes. Some of the changes they made to their mock layout took mere minutes, something that is completely impossible to achieve with fixed material handling systems. As Jerry stated, “companies need to plan their material handling systems early on so they can maintain and improve upon their profits margins later.”

Ultimately, the tube and joint solutions replaced all of their larger, fixed-structure material handling frames. According to Jerry, making a single adjustment to their older material handling structures involved sending their heavy-duty racks to “a third party for welding and adjustments which could take weeks and months, whereas if you have a product like Flexpipe, it can be done in an afternoon.”

For Jerry and his team, adopting modular piping systems during the pre-production stage ensured everybody was comfortable with using the solution once production began. So, what are the inherent benefits of using modular piping during the initial pre-production stage?
Adopting Lean Principles in the Pre-Production Stage
Adopting lean concepts in the pre-production stage by using tube and joint systems has three primary benefits. First, it amalgamates the costs associated with laying out the entire production floor for equipment and machinery, while totaling the costs for standing structures, workbenches, shelving, trolleys, flow racks, boards, etc.

This provides companies with a complete picture of their costs. It also allows companies to decide upon how much actual square footage they need for manufacturing. They can avoid the extra costs of leasing/buying too much production space, or conversely, avoid the high costs and delays that come from not having enough production space.

Second, using modular piping solutions in pre-production helps to simplify workflow. Companies have a much easier time choosing which modular piping solutions are needed for all their T-shaped, U-shaped, and S or Z-type work cells. This allows them to maximize the transit times between production work cells, equipment, machinery, and other standing structures. It also helps them choose ideal locations for inventory and part storage.

Third, by adopting tube and joint systems in the pre-production stage, employees are better able to make quick modifications to standing structures and material handling systems once production begins. No more waiting on welding or having to send out heavy-duty racks to third-party suppliers for modifications that may take weeks or months. Instead, with tube and joint systems, the employees can make the changes themselves.

Modular piping is a product designed with lean concepts in mind. Making changes to modular material handling systems is faster, simpler, and far less expensive when compared to fixed-structure systems.
Simple Steps to Using Modular Piping During Pre-production
Again, any company in any industry can use the same approach. It simply comes down to using the following four steps.

1.Use Spaghetti Diagrams to Define Workflow

Spaghetti diagrams allow you to map your workflow so that you have a visual presentation of how physical parts move between part storage, material handling systems, work cells, equipment, and machinery. The goal is to have a sequential process where the parts move naturally and employees aren’t required to walk extremely long distances to move those parts to the next chain in the process.

2.Gather Information About Machinery & Equipment

Defining the physical size of equipment and machinery is an important aspect of maximizing available shop floor space. You’ll need to define the physical dimensions of equipment and machines and visualize how they will be laid out on the shop floor.

3.Define Number of Material Handling Systems

Once you’ve defined the areas of your shop floor occupied by machinery and equipment, it becomes easy to determine the number of material handling systems you’ll require. To help you in the design of those systems, Flexpipe has created the Flexpipe Creator Extension, an innovative software-based solution that allows you to simplify your designs.

4.Simulate Transit Times

By now, your shop floor should be mocked up with locations for equipment, machinery, standing structures, work cells, and material handling systems. A proactive final step involves simulating transit times between each of these structures to ensure that there is sufficient space for employees to move parts and that the distances they travel aren’t too far.

Flexpipe: Make it Work For You
Flexpipe is an industry leader in tube and joint systems with a strong North American footprint. Long recognized as an innovator, Flexpipe is well-known for its affordable modular piping solutions (30% less expensive) and its customer-centric approach to customer service and after-sales support.

Material Flow : A Key Element in Circular Manufacturing

Material Flow : A Key Element in Circular Manufacturing

Circular manufacturing is a system for maximizing system flow and productivity while reducing waste in a manufacturing or logistics site.

In this video, Robert Simonis, principal consultant at KCE Consulting, explains how material flow is a key element in circular manufacturing.


Implementing Waterspider
Waterspider, or mizusumashi,  is a term that refers to a specific person whose main job is to take care of tasks such as supplying material at workstations, cells, or the point of use. The material handlers allow the other workers to carry out their value-added tasks without distraction, thus enhancing the productivity of the chain and the accomplishment of standardized work in standard time.

Implementing a waterspider system takes time, it’s a process of continuous improvement that needs constant observation, testing and adapting to create the standardized work that ensures the right material at the right time and right place.
How Material Flow Enhances Productivity
Once the rhythm of the waterspider’s activities has been established and mastered, the  benefits come into play: it brings a steady pace to the production process, regulating the workflow and avoiding the vicious cycle of sprints and rest. The workers benefit from steady work, less stress and are therefore able to keep their level of energy higher.

[caption id="attachment_27360" align="alignnone" width="2260"] Water Spider is the go-to person in a well-organized area[/caption]

Typically, keeping 2 hours or less of material in the cell and resupplying every hour is optimal. It gives the production process a buffer of an hour, which makes it possible to compensate when a production cycle is a few minutes early or late because of unexpected problems.  Steady resupply also standardizes and minimizes the space needed for material in the workspace, and helps minimize the operator cycle time.

The buffer makes it possible to cover for variation caused by the material delivery, scrap, quality, and other sources.  The operator never has to wait for material or take time to signal for material resupply and is able to optimize productivity.
Controlling How Much Material is in the Cell Helps Reduce How Much Space is Needed
[caption id="attachment_27374" align="alignnone" width="2560"] The traditional three-bin kanban system[/caption]

To control how much material is in the cell, a steady resupply cycle has to be established.

The traditional three-bin kanban system is a good way to optimize circular manufacturing. In this system, there is:

One bin the operator is working out of;
One bin that’s spare;
One bin that’s in the process of being refilled.

Often linked to the manufacturing processes, this system helps to control inventory at the point of use and ensure steady material flow, both into and out of the different steps of the production chain.
Working in Batch Mode

Going back to batch mode is often a reflex when implementing a circular manufacturing system because workers tend to worry they’ll have to deal with interruptions caused by a lack of material or parts.

What many operators don’t realize is that in batch mode, if the material handling system is not optimized, they’ll end up with even more downtime. The challenge will then be to fix the handling system at the same time as the cell.

Either way, material and material handling have to be synchronized with the change in the cell.
Prototyping the Production Line to Optimize Material Flow
Depending on the technology available and the context, 3 levels of prototyping can be established:

First, drawing a layout of the factory on paper, cutting the different parts of the layout and moving things around to determine and see the options to consider.
Then, creating a 2 dimensional model using chairs, tables or boxes will allow the operator to see it and analyze the options more seriously.
The final phase of the prototyping process would be to use a full 3D model that covers both height and depth to allow practice with the material handler, maintenance, management, and others.

Either way, to facilitate the prototyping process, the best case scenario is when the equipment is mobile and relatively small so the real pieces can be moved around easily.

Mr. Simonis relates he once visited a manufacturer that had 1800 sewing machines. Because each machine was independent, they were able to move them around easily. They physically changed, tested and adapted the layout with the actual equipment -thanks to the mobile quality of the machines-, which made the process flow a lot easier.
A Common Fear When Bringing Waterspider to a Production Line
[caption id="attachment_27354" align="alignnone" width="2260"] The water Spider must be intimate with the process or work cell they support[/caption]

Typically, management fears that implementing the water spider system is going to require a lot more labor -they usually expect that they’ll need twice as many guys!

The best way to prove to them that it won’t be the case is to show them.

Quoting Benjamin Franklin’s vastly imputed saying “Tell Me and I Forget, Teach Me and I May Remember, Involve Me and I Learn”, Mr. Simonis mentions that no matter what the fears are, if you get people to actually try out material handling solutions and options, it solves a lot of problems and answers a lot of questions.

Brainstorming is a good way to start, but trystorming has to follow quickly. Testing out ideas and trying options is the most effective way to determine the best solution for process optimization.
Trystorming to Improve the Production Process
There’s nothing like concrete experience to enhance people’s perspective and creativity. Trystorming can start with dividing the production process into smaller steps, then desiccating the main stages, and finally trying different options and layouts.

Trying out the system and seeing what works and what doesn’t will allow operators to learn more from the designing phase and assimilate the new processes more easily. At a facility level, creating one cell and getting people used to doing it will ensure that they learn from the testing phase.

These steps will allow for the best practice to be put in place, improving the material handling flow and making the circular manufacturing process as efficient as it can be!

About our Lean expert - Robert Simonis

Robert H. Simonis is the senior consultant at KCE Consulting LLC. A recognized lean enterprise expert and sought-after speaker and writer, he has over 25 years of experience in automotive, electronics, machining, logistics, and complex assembly operations.

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WHAT CAN FLEXPIPE DO TO OPTIMIZE YOUR PLANT EFFICIENCY?
Flexpipe Modular industrial pipe racking system can help you with implementing continuous improvement principles. Your team’s creativity can result in a 10% increase in productivity per year. It has been a proven system for more than 50 years now.

See how the modular system improve operational efficiency while saving time in manufacturing processes at Waterax.

How continuous flow helps reduce waste

How continuous flow helps reduce waste

Continuous flow is one of the five principles of lean management, which aims to eliminate waste in production lines. By eliminating wasted time, it helps employees work more efficiently on a daily basis.

Engineer David Nobert is an expert on this subject. As a long-time Service Manager in Createch’s Operational Performance Improvement team, he has supported companies wishing to optimize their operational processes. In this video, he introduces you to the concept.


What is continuous flow?
Continuous flow is the process of creating an uninterrupted sequence of activities in the production line, which helps reduce downtime and waiting, which are both major sources of waste.

Essentially, this principle aims to set up manufacturing cells comprised of machines or workstations that produce one part at a time, step by step.

To be effective, continuous flow must take each of the three types of flow into consideration:

1– The flow of materials

2– The flow of information

3– The flow of human resources

Interruptions or slowdowns in any of these flows, such as an employee having to wait unnecessarily for parts, can hinder the entire production line.

Take a look at this video in which Paul Akers explains to us what is flow, what it does when it is not continuous and give us some tricks on give us some tricks on how to find solutions to bottlenecks.


How to improve performance with continuous flow
Continuous flow has several advantages. By eliminating downtime, it enables you to get goods to customers faster. This reduces your warehousing costs because you’ll require less space to store your products.

In addition, you can detect defects in the produced parts in advance. In fact, your employees can practically spot problems at the source before they become too significant and affect the entire production line, which improves your overall productivity and lowers your production costs.

Continuous flow is also known to increase versatility of your resources. As they will be capable of performing a large number of different tasks, they can deal with incidents more effectively.
How to ensure continuous flow is efficient
Since overhandling are the enemies of continuous flow, you must eliminate them from your process at all costs. Ideally, materials should circulate properly in your factory in order to prevent workstation supply delays.

When designing the continuous flow, also take employee feedback into account. Your employees are in the best position to put the theoretical principles of lean management into practice.

When designing work cells, give preference to U-cells. In addition to facilitating the supply of parts, this configuration provides notable space-saving and improves communication  and teamwork between workers.

For a noticeable improvement in productivity, also make sure that your resources have all of their tools at their fingertips, and not stored away in drawers or chests.

Lastly, do not hesitate to assign an experienced employee or a team leader to each work unit. They will help their colleagues develop new skills, while giving them the desired pace of production.
Lean principles
Continuous flow will obviously help you reduce your waste. However, to completely eliminate the non-value-added activities of your production processes, you’ll need to apply each of the  five fundamental principles of lean:

Define the value.
Map the value stream.
Create and maintain a continuous flow.
Establish pull (which means that the production of the product or service is triggered by a customer need).
Seek perfection by constantly improving.

Lean is much more than a work methodology. It will generate a real change of mindset within your facilities. You’ll evolve from an individualistic culture to a collaborative culture for the greater good of your organization!

About our Lean expert - David Nobert

David Nobert is Manager of Services on Createch's Operational Performance Improvement Team. With more than 15 years of professional experience, he specializes in continuous improvement and lean manufacturing, among other things. He holds a Master's degree in Industrial Engineering with a thesis from Université du Québec à Trois-Rivières and a Bachelor's degree in Industrial Engineering from Université du Québec à Trois-Rivières.

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WHAT CAN FLEXPIPE DO TO OPTIMIZE YOUR PLANT EFFICIENCY?
Flexpipe Modular industrial pipe racking system can help you with implementing continuous improvement principles. Your team’s creativity can result in a 10% increase in productivity per year. It has been a proven system for more than 50 years now.

10 tips to reduce change resistance when introducing lean manufacturing

10 tips to reduce change resistance when introducing lean manufacturing

If you're thinking of introducing lean manufacturing on the shop floor, you may have noticed that some production employees are hesitant to shift their habits. For example, they may say that their way of doing things has always generated good results or that the proposed modifications don't apply to their current situation. Rest assured, your predicament is common. Most businesses in the manufacturing sector have faced this problem at one time or another. Thankfully, there are many methods to overcome resistance to change.

Estimated reading time: 8 minutes

1 – Explain the reasons behind the change

Begin by stating the motive(s) for the transition to your team. Some ideas could be to be more competitive, to face growing demand, or to serve your customers better. However, avoid basing your explanations solely on profitability. If the proposed changes are purely for financial reasons, you risk not getting everyone on board.
2 – Call upon an external training facilitator

Before beginning the Lean training process, plan to have the appropriate resources. Smaller businesses often retain the services of an external instructor. In the eyes of the staff, he can lend credibility to the process thanks to his professional expertise.

If you do use an external consultant, be sure the person overseeing the Lean process within your organization (the Lean sensei) works with the trainer to provide insight into the company's situation. The sensei can also guide the consultant's presentation and play a part in the discussions.
3 – Provide Basic Lean training to all personnel
[caption id="attachment_17846" align="alignnone" width="814"] Flexpipe assists in training while visiting an Adidas Plant in Vietnam.[/caption]

 

Before engaging in Lean practices, your employees will need to receive basic training on the Lean culture to understand it and speak its unique language. At the end of the process, they should be familiar with founding principles such as 5S and various types of wastes, and knowing what added value does and doesn't consist of.

To win over those who are most reticent, trainers can show testimonials, pictures, and videos of companies who have gone through Lean improvements. Doing so is a lighter and more user-friendly means of convincing instead of text-heavy presentations that don't always engage those in attendance.
4 – Visit other plants and speak with their employees
[caption id="attachment_17840" align="alignnone" width="814"] Flexpipe visited Lumenpulse in Quebec, Canada.[/caption]

 

[caption id="attachment_17843" align="alignnone" width="814"] Flexpipe visited Lumenpulse in Quebec, Canada.[/caption]

To convince employees of the benefits of the upcoming changes, suggest that they visit non-competitive plants, which recently undertook the same process as yours. If there is no one you can contact, search on LinkedIn or call organizations that do tours in Lean facilities, such as the Association for Manufacturing Excellence, the Gemba Academy, the Lean Enterprise Institute, or the Mouvement Québécois de la qualité.

While it may be challenging to get employees on-site, those who do go will become your most valued spokespeople. Why? Because they will have seen the transformation for themselves and, most importantly, talked with employees who carry out similar tasks. The latter will be able to explain how they experienced the change and the advantages of working in a Lean environment. Such discussions can reassure those who are particularly hesitant regarding the proposed adjustments.

Our team at Flexpipe recently toured the BRP snowmobile plant. After the visit, our five production team leaders exclaimed, "Wow, the production floor is open, airy, and clean. We would love to work in an environment like this."
5 – Start with small, simple changes
[caption id="attachment_17858" align="alignnone" width="814"] Employees are showing their simple and resourceful self-constructed Shadow Board[/caption]

To display the physical benefits of the ongoing change, choose a high-visibility work cell which will serve as a model. This space will be the designated location to implement your first projects.

Avoid beginning with lengthy, costly, and complicated undertakings. Instead, make small tweaks with a big payoff, such as improving a substandard workstation. Once you've finished your first project, ask your employees to examine the issue that has been solved—they'll have the proof right before their eyes.

Starting small means, you'll be able to show the results to your team quickly and reduce the risk of failure.
6 – Ask employees to pitch ideas
[caption id="attachment_17834" align="alignnone" width="814"] Improvement Submission Board at Flexpipe.[/caption]

 

[caption id="attachment_18007" align="alignnone" width="814"] Improvement Submissions with a visual explanation.[/caption]

Getting employees involved is the surest way to overcome resistance to change—even if you provide Lean training. You will need to make them understand that the ownership of the transformations doesn't solely rely on 1 or 2 people; instead, it's company-wide ownership. That way, a Lean culture will permeate all echelons of the business.

One of the best ways to have team members participate in the transition is to gather their ideas by using a suggestion box or board. Your supervisors and those spearheading the improvement process can also help employees make recommendations on an ongoing basis.

Responding to all suggestions quickly is a reliable approach to show that you open to change and innovation.
7 – Encourage employees to plan the entire project

While having ideas is undoubtedly a good thing, it's even better to explore them. Encourage employees to lend a hand in crafting the solution by having them sketch out a problematic element in their environment and what could correct it.

If needed, the person leading the improvement process can help the staff realize and refine their ideas. Additionally, he could suggest a brainstorming session among team members to generate further options.
8 – Ask employees to help implement an idea

Once you've collected the various concepts and encouraged employees to play a role in devising the solution, why not ask them to continue the creation process by, for example, having them design their new lean manufacturing workstation? Besides feeling proud of his accomplishment, an employee can improve upon his workstation again in the future according to the company's unique requirements, when need be.

One way to make ideas come to life more efficiently is to have tools and necessary materials on hand. A moonshine shop can be an exciting option to provide a creative setting.
9 – Celebrate the victories—and the defeats—resulting from the change

[caption id="attachment_17864" align="alignnone" width="814"] All the Flexpipe employees at the MPA Trade Show in Montreal.[/caption]

Your organization should celebrate both the highs and lows related to the change process. Some businesses offer a reward such as t-shirts, corporate items, or gift cards to participants. The gifts need not be expensive; they're meant to recognize the employees' efforts and encourage them to continue the Lean transformation endeavor.
10 – Keeping flexibility and agility in mind while recruiting
Even with the best intentions, sometimes it's difficult to overcome resistance to change in some employees. When recruiting, make sure to emphasize flexibility and agility. Ask candidates to give you examples of changes they've gone through in past jobs and how they reacted to it—beware of those with a hardline stance or who seem insincere.

____________________________________________________________________________

WHAT CAN FLEXPIPE DO TO OPTIMIZE YOUR PLANT EFFICIENCY?

Flexpipe modular industrial pipe racking system can help you with implementing continuous improvement principles. Your team's creativity can result in a 10% increase in productivity per year. It has been a proven system for more than 50 years now, which allows to reduce the 8 manufacturing wastes.

How shadow boards help you be more competitive

How shadow boards help you be more competitive

As a manufacturer, one of your main advantages is to eliminate wastes, in other words, actions that are unnecessary and provide no added value. Shadow boards are an excellent means of implementing continuous improvement principles because their purpose is to eliminate the 8 manufacturing wastes. This article will give you tips on how to sort your tools and create order so you can efficiently carry out daily tasks, regardless of the nature of your work.

According to the 5 S method
According to the 5S method, shadow boards are commonly used to visually manage tools that are frequently utilized during the day. It's a very appealing approach as you can apply it to almost any environment!
A shadow board is a visual method of stocking items by means of a filled-in contour of every one of them in a colored backdrop to show where the tool should be put back after each use.
It's in the second S: SET IN ORDER or "Seiton" in Japanese, that the shadow boards come in. The exact meaning of this term is to lay out all objects and put each one in its place. Establishing a designated location for every tool or piece of equipment will help you find what you need when you need it.

Image from 5S Supply, Tool Tracer™ Tool Shadow's expert to stay organized.
 

Download the PDF version of our 5S method chart.

 

 

A place for everything and everything in its place
You can increase efficiency by significantly reducing wastes that provide no added value, such as time lost looking for a screwdriver a broom or a pair of scissors.
Good to know - For optimal visual management of your tools and parts, here are the 3 essential elements of a shadow board:

ID tag
Color code
Tool's shadow

Typically, a pegboard is the shadow board's foundation on which is painted the contour or shadow of the item to be hooked on the board. Shadow boards are an efficient way to create a visual impact thanks to the colored background. You can put tools or production items on them, such as dies or prototypes, for example.

 
The shadow board above is a kitting cart that one of our customers uses with its supplier to avoid overpackaging and waste materials on the production line.

By sending these boxes back to the supplier, the latter can simply insert all the items ordered by the customer in them again without having to restock packaging materials himself.

In addition to being environmentally friendly, this method prevents the supplier from forgetting any items and makes order prep easier. The color coding calls attention to missing parts.
 
Make your own shadow board

3 simple steps to build a shadow board to meet your needs
This section of the article will provide you with tips as well as steps involved in building the type of shadow board that will be most effective and profitable for your business needs.

Step 1 - decide which tools you need
First, gather all your tools to decide which ones will go on the shadow board. To help you choose those needed to carry out your tasks, think of the setting in a hospital's operating room. A surgeon should never have more than what is required to operate on the patient nor have to hunt around for a specific scalpel!

Tip : If you have trouble figuring out what you use in a typical workday, put in a box all the tools and parts that you utilize as the day progresses. As such, you'll have a better idea of what's essential in your workstation.

To avoid unnecessary steps, you should always position your tools as close as possible in your workstation. Normally, these would correspond to those which you use within the hour or during the workday. In an office setting, the same principle applies: Items that are regularly utilized should be placed on the desk.
Use this chart to decide if the tool in question should go on a shadow board or not.

Step 2 - Decide on the type of panel and its location
Once you've decided on the tools that should be within reach, now it's time to choose the material. The number of items and the shadow board's location is two determining factors at this step in the process.
Here are some examples of our customer's shadow boards as a source of inspiration. Some chose to use materials they already had on hand, while others opted for laser cut-outs in foam panels.

Photo credit: Trilogiq

Photo credit: Trilogiq
If this type of shadow board interests you, we highly recommend its manufacturer - who also happens to be one of our suppliers: OSAAP AMERICA.
This Maine-based company, in the US, produce boards made of various types of foam, most with laser cut-outs for added precision. Curious to see how they do it? Take a look.
 
Types of pegboard
HIGH DENSITY POLYETHYLENE (HDPE)
High density polyethylene is a 1/4 inch thick white plastic surface. This type of material is rigid, the high density of this product makes it shatterproof and ultra durable. This surface is easily cut with a decent saw. For more information, refer to product D-PEGW-481/4 on the online store.

MASONITE
Masonite pegboards are the most common on the market. They can generally be found in hardware stores or home improvement big-box stores. The panels are available at low cost and have either 1/8-inch holes or 1/4-inch holes for more robust use.
Masonite panels are not intended to hold heavy tools, such as drills. Doing so would cause the panel to warp and eventually rip. Also, with time, the holes in the panels can sustain damage from frequent hook changes.

The image below shows various types of hooks that you can use to hang your tools

Photo credit: Triton Products
Tip: At Flexpipe, we simply use screws with bolts for added strength.
 

METAL
Long-lasting, metal is easy to clean and is one of the most solid materials on the market. It also gives the pegboard a stylish look. It's worth keeping in mind that metal boards are the most expensive option and their weight makes them difficult to buy in larger sizes.
Additionally, if the air is humid, be sure to use stainless steel to avoid rust issues. Finally, remember that metal conducts electricity, so take precautionary measures to provide your employees with a safe work environment.

 

ACRYLIC
Plastic or polymer acrylic pegboards offer unparalleled versatility and reliability. They are much lighter than their Masonite and metal counterparts.
Their durability is unbeatable, given that they are rustproof, will not crack or warp. This type of board can withstand heavy loads.

Each type of material has its advantages and drawbacks; evaluate them all to find the best for your needs.

You can also make your shadow boards out of foam if, for example, you need to store or handle fragile parts a production line. You'll notice that most of these shadow boards are placed on a wheel-mounted cart or rack.
If you decide to build a foam shadow board, there are several grades of foam from which to choose. On the other hand, the more the foam is porous, the more difficult it will be to cut, as Ethafoam for example. There are greater risks of it disintegrating where the knife penetrated it, consequently shortening its life span.
Type-A foam panels, such as Crosslink, are of better quality thanks to their high density. This type of foam will protect fragile parts more effectively.
You can also use materials you already have on hand in your plant to build your shadow board. Some of our customers used MDF panels, whereas others decided on steel panels. A little creativity mixed with a desire to reuse existing materials can give pretty impressive results!
Tip: Regardless of the type of material you choose for the shadow board, we suggest dividing it into sections. It will be much easier to alter only a portion of the entire board, instead of the whole thing, should you have to move tools around.
 
Step 3 - draw the outline of your tools
To begin, set your tools on the panel to use up space in the most optimal way. This task may be painstaking as you'll have to try a few configurations before finding the ideal one.

Be sure to properly align all tools. We recommend grouping them by families: adjustable wrenches, hammers, screwdrivers, drill bits, etc. After, draw the tools' outlines at their designated location on the panel.
To conclude, all that's left to do is to place the hooks and hang your tools. Take a picture of the final product and show your project to the rest of the team so everyone can use this work method!
 
Benefits of using a shadow board
In short, implementing the 5S system will have a positive effect on your operations, such as:

Reduced costs as you'll only use the tools and material that are necessary
Improved quality
A more secure work environment
Increased productivity
Increased employee satisfaction regarding their designated tasks

Whether the shadow board is in an office setting or for workstations in the production line, everyone will come out a winner. Don't wait another second before trying one!

Circular manufacturing: The rules of the circle

Circular manufacturing: The rules of the circle

Circular manufacturing is a system for maximizing efficiency and reducing waste in a manufacturing site.

In this video, Robert Simonis, principal consultant at KCE Consulting, explains the four rules of this lean technique and how they can improve the flow of any work process.


Rule No. 1: The process should begin and end in the same location
For optimal flow, the work process should always end near the spot where it began. This ensures that as soon as an employee finishes a task, they can start the next one without wasting any time travelling from one end of the warehouse to the other. This usually means that the process will be laid out in a U shape.

[caption id="attachment_26416" align="alignnone" width="615"] People on the production line, the workstations, and the equipment should be organized to optimize the flow and minimize waste so that productivity can be maximized. Source: Assembly Mag and Bosch Rexroth Corp[/caption]

By contrast, a process that follows a straight line—while it might seem logical for the flow of materials—forces operators and material handlers to make a return trip to their starting point at the end of each cycle, which is a form of waste.
Rule No. 2: The process should not intersect
When a process starts and ends in the same location, there’s a risk that people or materials will cross paths somewhere along the line. It’s important to make sure that doesn’t happen, as much for efficiency as for safety reasons.

[caption id="attachment_26398" align="alignnone" width="1875"] Material handlers travel the width of the building, then return empty. Source: Robert Simonis[/caption]

[caption id="attachment_26395" align="alignnone" width="1897"] Empowered teams focused on optimizing their value stream. Source: Robert Simonis[/caption]

Wherever people or objects cross each other, slowdowns, bottlenecks, and accidents can happen—just like at an intersection. An intersecting production line also creates confusion about which direction to take, resulting in lost time and misplaced materials.

Creating a clear, unobstructed path forward is a key part of optimizing flow.
Rule No. 3: Make the circle smaller
Whereas the first two rules of circular manufacturing create a more logical process for operators, the third rule helps cut motion waste and transportation waste.

Imagine the production process as a circle; the larger the circle, the greater the distance employees have to travel from one point to another.

When work cells are placed close together and frequently used tools and parts are within reach, employees will spend less time walking and more time performing the tasks that add value to the end product.
Rule No. 4: The process should be circular, but not circle-shaped
Once the first three rules of circular manufacturing are implemented, the production line will not be shaped like a circle. Rather, the process will be U-shaped or resemble some variation of this form (for instance, a serpentine or Christmas tree pattern).

[caption id="attachment_26404" align="alignnone" width="2101"] The new process offers a closer option from beginning to end.[/caption]

Unlike a circle, these shapes create a short distance from one side of the path to the other, reducing total travel time.
How does circular manufacturing help with line balancing?
One of the main advantages of a circular configuration over a straight line is that it allows for greater flexibility when it comes to line balancing (levelling the workload across different stations on a production line to prevent bottlenecks).

A straight production line can be balanced only by redistributing tasks to stations to the right or left. But with a circular line, process steps can be redistributed to cells behind as well as to the right or left, providing more options for improving flow.
How does circular manufacturing benefit employees?
Employees who are accustomed to the straight-line model might be reluctant to try a circular workflow because it appears to be more demanding.

Rather than remaining at one station where they repeat the same task over and over, employees on a circular line switch between different tasks and operate more than one machine.

While this does require operators to learn new skills, the benefits are clear. Moving around and using different muscles is more ergonomically sound than repeating the same motion all day long, so operators tend to experience less fatigue and fewer injuries. Being involved with different stages of production also helps operators feel more engaged with their work.

Looking for evidence of the four rules of circular manufacturing—a workflow that starts and ends close together, does not intersect, reduces travel distances, and is circular but not a circle—is an excellent way to quickly assess whether any manufacturing site is set up efficiently and safely.

KCE Consulting LLC helps companies around the world improve their manufacturing, logistics, and business operations. Using a learn-by-doing model, KCE’s consultants train future leaders throughout the supply chain and provide solutions based on Kaizen, Kaikaku, lean process design, operational excellence, and more.
Visit his website: kceconsulting.com

What is the role of the Waterspider in a lean manufacturing structure

What is the role of the Waterspider in a lean manufacturing structure

Water spider is a term that refers to a specific person whose main job is to take care of intermittent tasks such as supplying material at workstations.

Like during surgery the assisting person is like a Water Spider, they allow the surgeon to perform the added value task with no distraction.

[caption id="attachment_21927" align="alignnone" width="814"] The key to adding value tasks without distractions[/caption]

The rationale behind the water spider in the factory is similar where it allows the rest of the personnel to devote their full attention to added value tasks.

The Water Spider position is often confused with a simple material handler but in a lean manufacturing layout, a Water Spider must be intimate with the process or work cell they support, not just a pick-up-and-drop-off handler.
The tasks of a water Spider
Water Spider is the go-to person when there is an out-of-cycle task, for example:

supply raw materials and parts,
transport finished goods away from the work area,
remove waste,
move Kanban cards,
update status boards,
pack materials to be taken away,
replace tools
help with changeovers,
keep an eye on less experienced personnel.

[caption id="attachment_21939" align="alignnone" width="2260"] Water Spider is the go-to person in a well organized area[/caption]

 

[caption id="attachment_21933" align="alignnone" width="2260"] A water Spider must be intimate with the process or work cell they support[/caption]

Water Spider needs to make sure that the production flow is uninterrupted, and workers are only devote added value tasks.

When a particular worker doesn’t have to take care of auxiliary tasks, they can concentrate on their own productivity. They can become more efficient at adding value.

They should visit the workstations and operators in the same order and at similar intervals. The speed and frequency of their rounds should be dictated by the needs of the process.
The analogy with the insect
Water Spider is mizusumashi in Japanese and is often used even in English meaning “make water cleaner” or “purify water”.

[caption id="attachment_21930" align="alignnone" width="2560"] Water spiders are representing by Water beetle, notable for their divided eyes.[/caption]

Water spiders are representing by Water beetle, notable for their divided eyes and that dives into freshwater but does not stay into water. The water spider dives into the process to get close to the cell, even goes into the cell to do occasional relief work for operators. Specifically, the whirligig beetle is known for their habit of swimming rapidly in circles… and for their gregarious behaviour…and are also notable for their divided eyes which are believed to enable them to see both above and below water”.

And If employees don’t like the name why not using Point of use Provider.
How to boost productivity
While some floor managers might feel the urge to put a not-so-skilled worker in this position, this is not a good idea:

In order for a water spider to really boost productivity, they need to have a great working understanding of the whole process and need to be able to read the whole workspace.

Here are some important requirements for the job

They should be helpful at every workstation they service, and this requires knowledge of all processes and great work experience.

They should be first to notice when problems arise, and this requires good working relationships with management, to raise the issue.
They should help with the unexpected and know about the challenges faced in the day-to-day work at stations and this require to communicate well, gets along with everyone to help
They should move, lift, transport and do a lot of walking required for the water spider to be in good shape to walk, lift, and move material.

Learn more on how to maximize productivity with the Andon system. A great way to quickly pinpoint issues at manually operated workstations, improve response time, and reduce downtime is through an Andon system.
The Japanese Influence
[caption id="attachment_21921" align="alignnone" width="900"] Taiichi Ohno, the founder of the Lean Approach[/caption]

Some Senseis say that Water Spider role is a “rite of passage” to becoming a supervisor.

This is why it makes a lot of sense, to treat the position as a way to groom a future team leader, supervisor or manager, instead of a “go-fer” or “catch-all” job.
Elements of success

Both the water spider and the other workers' Everyone should have a clear idea of what the water spider is there to do and not to do. : Managers might view water spiders as auxiliary, and therefore secondary in priority.
This might lead to assigning them fill-in tasks, which might end up hurting the productivity of the whole facility. Don’t treat the water strider as a floater, or as an excess person.
Depending on the size of the work area and the material demands, a water spider may not perform that role full time but their rounds should still be made at regular intervals, though, to keep operators from running out of parts.
A clear process flow and defined work sequence (clear flowing water) is required to design the workload of the Water Spider position.
To begin, the role should be tested out on a small scale to get a feel for how to use this position. The key is structure. They must make the rounds in sync with the pace of production.
You might find that Water Spider might do too many empty rounds at first and feel that there is the inefficiency to work on. However, you should try to optimize the system first not the water spider time. It can be deemed acceptable as long as the water spider manages to help boost the efficiency of the whole operation.

Read on to learn how a modular pipe handling system helped Hologic increase its productivity by 25%.
Extra recommendations!
[caption id="attachment_22003" align="alignnone" width="2560"] Spaghetti diagram[/caption]

For every workstation on the assembly line create a spaghetti diagram of the stock replenishment path
Work on small and regular milk runs
Clock the water spider with a pedometer to log the typical distance travel and ask how this could be improved
Supermarket should be not too far from the assembly line. There may be more than one supermarket for longer lines.
An exhausted water spider is a good sign that something is wrong. And at this point, he might now be able to see clearly.

You should be able to see how having a well-functioning water spider can boost overall efficiency and potentially calculate an ROI to present to management. Furthermore, isolating the auxiliary tasks mostly transportation and movement waste in a single place will help to examine them and possibly reduce or eliminate them.

____________________________________________________________________________
WHAT CAN FLEXPIPE DO TO OPTIMIZE YOUR PLANT EFFICIENCY?
Flexpipe Modular industrial pipe racking system can help you with implementing continuous improvement principles. Your team’s creativity can result in a 10% increase in productivity per year. It has been a proven system for more than 50 years now.

See how the modular system improve operational efficiency while saving time in manufacturing processes at Waterax.

 

How to deal with motion waste

How to deal with motion waste

One of the eight types of waste identified in lean methodology, motion waste is any movement during a work process that does not add value to the customer. This includes actions such as walking, bending, lifting, and reaching that slow down the process and make the task more difficult for the operator.

As Shoplogix’s Martin Boersema explains in this video, motion waste tends to be the most common type of waste in a work cell—but it is relatively easy to correct through continuous improvement initiatives such as kaizen events.

How to identify motion waste
To identify motion waste, observe the work process and take note of any movement that seems to be slowing things down. Maybe the operator has to walk across the shop to read a set of instructions, or they spend several seconds fiddling with a part.

[caption id="attachment_26243" align="alignnone" width="2560"] One of the eight types of waste identified in lean methodology, motion waste is any movement during a work process that does not add value to the customer.[/caption]

Ask questions to find out why these extra movements are taking place. Once you determine the cause of the waste, you’ll be able to come up with solutions.It’s helpful to conduct a time study on the work process to find out exactly how long it takes to execute each step. If there is fluctuation in the time it takes to perform a particular task—maybe sometimes it takes 30 seconds, but other times it takes 60 seconds—motion waste might be the culprit.
Common types of motion waste
Types of motion waste vary depending on the work process. In an injection molding cell, for example, the operator may have trouble keeping up with the machine’s production cycle if they have to walk several feet away from their workstation to retrieve the parts they need.

Or perhaps they can still keep pace with the machine, but the seconds they spend walking could be better spent on a task that adds value, such as performing an inspection.

In an assembly cell, where the work is performed manually, the efficiency of the process depends on how easily the operator can carry out each step. Small issues might slow down the work—maybe they have to fiddle with a part to get it to fit inside its nest, or they have to rotate their body to reach the tools they need.

If the workspace isn’t organized efficiently, employees will wind up moving around as they search for missing parts, tools, or information.

[caption id="attachment_26252" align="alignnone" width="1920"] If the workspace isn’t organized efficiently, employees will wind up moving around as they search for missing parts, tools, or information.[/caption]
How to reduce motion waste
In many cases, motion waste can be reduced by making necessary equipment more accessible to the operator. This might mean replacing a large cabinet with a tool cart that can be wheeled closer to the operator’s workstation, or perhaps substituting a large bin with several smaller bins so that the operator doesn’t have to reach far inside to retrieve the part they need.

To eliminate motion waste related to searching, it’s important to ensure that all equipment is stored in the right place and properly labeled; there should also be an effective communication system in place. Visual management is a lean technique that can help with this.

Other types of bottlenecks will require their own targeted solution. If an operator is struggling to fit a part inside its nest, the nest might need to be redesigned for a better fit. If an operator has to manually insert a part at one end of a machine and then eject it at the other end, it might be worth examining whether one of those tasks can be automated.

[caption id="attachment_26258" align="alignnone" width="815"] In many cases, motion waste can be reduced by making necessary equipment more accessible to the operator.[/caption]
How motion waste impacts employees
Employees who have to make a lot of unnecessary movements while performing a task often experience fatigue, sore muscles, and sometimes even injury. Some people may not realize the extent to which excessive movement affects them; they might think that a second or two of bending or lifting isn’t a big deal.

However, when solutions are implemented to reduce motion waste, most employees notice that they are less tired, especially at the end of the work week.

[caption id="attachment_26249" align="alignnone" width="815"] To eliminate motion waste related to searching, it’s important to ensure that all equipment is stored in the right place and properly labeled[/caption]

Part of continuous improvement is training employees to spot motion waste and working together to find the right solutions, but it’s also essential to educate managers about the problem.

Ultimately, they will be the ones implementing the improvements that will make a significant difference in their employees’ quality of life.

About Shoplogix
With its industry-leading smart factory platform, Shoplogix helps manufacturers reduce operating costs and maximize profitability by unlocking hidden production performance improvements. Headquartered in Oakville, Ontario, the company has an international presence, with offices around the globe.