Flexpipe Blog

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

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.

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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.

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.

Kaizen is a Japanese word meaning “continuous improvement,” and it refers to the incremental steps taken to create a more efficient, optimized workplace. As the concept of kaizen has gained popularity in North America, many companies have started holding kaizen events to improve specific areas or processes, as Shoplogix’s Martin Boersema explains in this video.

What is a kaizen event?

The goal of a kaizen event is to make improvements to a particular area or process within a business. In the manufacturing sector, this involves a kaizen facilitator meeting with operators and supervisors, usually over a few days. The aim is to analyze the current process and identify potential improvements.

How to lead a successful kaizen event

If you’re facilitating a kaizen event, here are a few things to keep in mind.

Don’t try to solve the problem yourself.
To understand the problem and identify the right solutions, speak with the people most familiar with the process you’re analyzing: the operators. Ask them what problems they deal with on the job every day. Their answers will help you determine the appropriate improvements.
Choose your team carefully.
Most participants in your kaizen event should be directly involved in the process you’re reviewing. Include the operators, but also the supervisor, as they will be the one overseeing any changes you decide to make. It’s also a good idea to invite an employee who is not involved in the process—they can often provide a fresh perspective on the problem at hand.
Understand the company’s goals.
As leader, you’re responsible for ensuring that any proposed changes are in line with the company’s strategic objectives. This means finding a balance between optimization and what the company needs. For instance, you might find a way for an assembly line to produce 300 parts per hour, but if only 200 parts per hour are required, this “improvement” may not be necessary.

How to handle reluctant participants
Some employees may be reluctant to participate in a kaizen event. They may feel that their work process is fine the way it is. Or, they may have reported problems with their work process in the past and feel frustrated that no one listened to them. They may think the kaizen event isn’t going to solve anything.

The best way to deal with reluctant employees is to talk with them on the shop floor. Ask them to walk you through their work process and what problems they have with it. If there’s room for improvement, it will most likely come to light during your discussion.

The key is to have these conversations at the worksite, not in a classroom. The kaizen event participants will be able to show you the challenges they struggle with, and you’ll get a more complete picture of the situation.
A common pitfall of kaizen events

Let’s say you lead a successful kaizen event that yields a list of useful improvements to be made and a plan for how to implement them. But then, weeks later, you discover that the work process has reverted to its former inefficient state. Why? It turns out that the manager wasn’t on board with the changes.

When leading a kaizen event, you must make sure the people in charge approve of the proposed changes. They will be the ones deciding whether to follow through on your recommendations, so be sure to take the time to explain how the changes will benefit them, their team, and the company as a whole.
The impact of a successful kaizen event
The improvements that come out of a kaizen event will ultimately lead to a better return on investment for the company. Small improvements (5S activities, for example) may not have a major impact on the bottom line in and of themselves, but over time, they add up.

For the employees, however, even small changes tend to have an immediate impact: suddenly, they have a solution to a problem they’ve been struggling with, in some cases for a long time. In this way, kaizen events often lead to happier, more engaged employees.

 
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.

____________________________________________________________________________
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 can increase production efficiency by 25% in manufacturing processes at Hologic.

Value stream mapping involves creating a detailed visualization of all the steps in your manufacturing process, allowing you to identify problems and potential improvements. It’s one of the fundamental tools of lean management, as TXM’s Normand Sawyer explains in this video.


What is a value stream?
The term “value stream” refers to the series of steps an organization takes between the initial order of raw materials and the delivery of the finished product to the customer. This includes both value-added actions (steps that contribute to the product’s value for the customer) and non-value-added actions (steps that bring no value to the customer, such as moving equipment or waiting between tasks).
What is a value stream map?
A value stream map is a detailed flow chart representing every step in your manufacturing process. It shows you how materials and information progress through your workspace and indicates all inventory points and processing and lead times, helping you spot bottlenecks and wasteful activities.

Value stream mapping actually entails creating two maps: one of your value stream as it currently operates, and another representing your ideal future process, with current problems solved.

Creating a detailed map of your workflow’s current state is a crucial first step. To find effective solutions, you’ll need a thorough understanding of your existing process.
Why create a value stream map?
The essential function of a value stream map is to help you visualize the following aspects of your production process:

Flow of information: How information is communicated throughout the workspace
Flow of materials: How parts progress through the workspace
The big picture: How individual processes fit together as a whole

Representing these things visually makes it easier to spot strengths and weaknesses across your entire workflow—not just in specific areas. For instance, you might notice that operators spend the first five minutes of their shift awaiting instructions from a supervisor. You can then figure out how to eliminate that wait time, such as by posting instructions at workstations. Or, you might see that parts tend to pile up at one workstation, causing delays further down the production chain. You can then come up with a strategy to eliminate the bottleneck.



If you’re planning to adopt the principles of continuous improvement in your workplace, it’s best to start with value stream mapping. You’ll find out exactly what needs to be fixed and be better equipped to choose the right solutions.
How do you create a value stream map?
First, choose which process you wish to map. If you manufacture several types of products, they likely go through different processes and will each require their own map.

Once you’ve decided which value stream to focus on, put together a team. Value stream mapping is not a solo endeavour—to get an accurate picture of your current workflow, you’ll need to consult the people who are performing the tasks.



Next, begin gathering data. To ensure accuracy, it’s essential to observe operators at work and ask questions rather than relying on reports from managers. The goal is to get realistic information about each step, such as turnaround time, quality level, and changeover time, as well as details about any setbacks the operators face. Let people know your goal is to find ways to improve the overall workflow, not to criticize their performance; they’ll be more honest about the challenges they face and may volunteer useful information.

Now it’s time to map out your data on a whiteboard. The finished value stream map should resemble a flow chart, with detailed notes about every step of the workflow. Analyze your map and identify problems that need to be addressed.

Consider what changes could be made to solve these issues. You can start by asking yourself what the customer needs, then work backwards: what should the finished product look like? What steps are involved in creating that product? Can any steps be combined or eliminated? The answers to these questions will allow you to map your ideal workflow and determine how to achieve it.



Above all, remember that value stream mapping is a diagnostic tool, enabling you to assess the health of your production chain as a whole. Once you’ve completed a value stream map, you can implement specific lean manufacturing techniques, such as an Andon system or visual management, to create a more robust workflow.

TXM - Who they are?
TXM is a leading international lean consulting company with projects in more than 15 countries. Established in 2004, the company’s scope has since expanded beyond the manufacturing industry, with a team of diverse lean professionals lending their expertise to the resources, services, agriculture, supply chain, and distribution sectors.

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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.

One of the principal tools of lean manufacturing, visual management is used to communicate information about your operations in a way that is easy to understand at a glance, helping to facilitate safer and more effective workflows as well as saving time and reducing waste.

In this video, Leslie Pickering, co-owner of consulting firm Quadrant5, explains some of the key concepts of visual management and how they can help you make your workspace more efficient.

Communicate with visual indicators
Visual indicators, such as colours and floor markings, are one of the simplest ways to convey information in your workplace, allowing employees to locate equipment or determine production status with just a glance.

For instance, you might mark the upper end of a floor-to-ceiling pole with red paint to signal the location of a fire extinguisher. Or, you might install different colored anodized washers behind lubrication points to indicate different types of lubricants or different lubrication schedules (for example, red for weekly lubrication and yellow for monthly lubrication). Colors can also be assigned to machines, parts bins, and their associated tools so that there is never any doubt as to which tool should be used for a given machine.

Floor markings, meanwhile, can be used to communicate workflow and define the purpose of particular areas of your space, such as loading and unloading zones.

Optimize efficiency with visual aids
The idea behind visual aids is to lay out all the tools an employee needs to perform a particular task, and nothing else. They can be configured in various ways depending on the operator’s needs.

Tool boards—either a wall or a mobile board with a spot for every tool, designated by colour, shape, and label—are a great example of a visual aid. Unlike with toolboxes, a missing tool can be spotted immediately, meaning the operator can easily determine whether they have everything they need before beginning their task. A well-designed tool board will have plenty of space between tools so that the operator can easily pick them up.

 
Boost productivity by reconfiguring visual spaces

It’s a good idea to look at individual workstations, storage spaces, and equipment and assess how their layout might be improved; this can save operators significant time and effort.

Workstations should be tailored to meet the needs of the people who use them every day, and with the expectation that processes will change, ensuring maximum usefulness and adaptability.

A disorganized shelving rack, for example, might benefit from the addition of a pipe-and-joint system to keep materials organized and in place, thereby reducing the time the operator spends looking for a given material.

Consider also the differences between a heavy steel cart versus a modular cart with a pipe-and-joint system: when transporting materials, the modular model is not only lighter, but can also be adapted to accommodate different shapes.

These examples highlight just a few of the ways visual management can improve process efficiency. What’s more, these techniques are in many cases cost-effective and relatively simple to implement.

If you’re like most manufacturers, you probably still rely primarily on manual operations, which are prone to problems that can affect the entire assembly line. A great way to quickly pinpoint issues at manually operated workstations, improve response time, and reduce downtime is through an Andon system.

What exactly is an Andon? The term Andon is the Japanese word for paper lanterns. The Andon system, a lean manufacturing process, was originally pioneered by Toyota as a signal system using lights to alert a manager to the occurrence and location of a problem on the assembly line.

In this informative video, Bob Wilson, an Andon and lean manufacturing consultant, explains the main features of the wireless Andon system and how it can maximize productivity and promote continuous improvement at your plant.
The wireless Andon system
While traditional Andon systems tend to be expensive, time-consuming to install, and not very flexible, Wilson’s wireless invention is easy to deploy and add to over time. The web-based system gives you a visual representation of the status of your line that you can check anytime, anywhere, on any device.

 
Simple and customizable
The Andon system is user-friendly and easy to customize. You can set it up to suit your exact needs today—and tomorrow, as your plant evolves.

 
Multiple usage levels
You can use the wireless Andon system at different levels, from entry to advanced. At the entry level, the system lets you spot problems and shorten response times through an online display board and email/text notifications. As you become more familiar with the system, you can use it to analyze downtimes, create incident reports, monitor problem areas, prioritize key tasks, and schedule maintenance.

 
The escalation process
The wireless Andon system can be programmed to include different levels of escalation based on your priorities and urgency levels. For instance, if the line is down for 10 minutes, a notification is sent to the team leader. But if the issue isn’t addressed within, say, 30 minutes, the issue is escalated to the next level and a manager is notified.

Reporting events
Every time a notification is sent, the system records all the related data. You can also add more details to it. You can then go back, filter the information, and use it to monitor workstations, fix recurring issues, or make improvements.

Why not just jot everything down manually, like Toyota?
At Toyota, when an employee pulls the cord to alert a supervisor, they record the event manually, based on their interpretation. The reports are then placed in a stack that is eventually sorted by hand to see what needs attention. Not exactly streamlined!

What’s OEEE?
You’re likely familiar with OEE: overall equipment effectiveness. But you probably don’t have detailed data about your employees and workstations. With the wireless Andon system, however, you get OEEE data: overall equipment and employee effectiveness.

Want to make your manual operations more efficient? Contact Industrial Andons for more information.

 
About our guest speaker Bob Wilson

Bob Wilson is the owner of Industrial Andons and Jidoka Consulting. Bob invented, patented and developed a wireless Andon system used by companies across a broad range of industries to greatly improve their quality and productivity. He started his lean learning while working for Toyota and Ford, experiences that led him to become a Kaizen Circle Leader and to earn a Six Sigma Black Belt Certification.

Bob has worked on lean implementation projects ranging from the shop floor to engineering and business processes. At AMD, he led the Lean Engineering Team, launched and led the Lean Academy and the Lean Global Ops team, and currently works on Strategy and Innovation.

Bob co-authored the book First, Fire the Consultants! published in 2020.

Website: industrialandons.com
Contact: industrialandons.com/contact
Phone: 1-866-290-7551

Here are examples of how medical manufacturers use the pipe and joint system for lean manufacturing. Below are several photos of various workstations: U and L-shaped work cells and one-piece flow assembly line, among others.

 
Do you want to quickly set up a new production line or a temporary one to better adapt to the new situation?
Manufacturers also use pipe and joint systems to build carts for different purposes: WIP, kitting cart, sub-assembly, etc. The structural system can also be used to build custom flow racks and 2-bin systems than can be integrated into the workstations.
Discover many applications examples in the medical industry

Contrary to popular belief, innovation isn’t always the result of a costly and challenging process. Sometimes, a little imagination and resourcefulness are all it takes to solve recurring problems. The moonshine shop, a corporate continuous improvement concept, is part of a new trend built around that notion. Here are ten things you may not know about this increasingly popular practice.

Listen to Cesar Flores owner of consulting firm Lean Moonshine shop going deeper in every aspects of a moonshine shop, from getting started to budget aspects.

Issue and ideas submitting process
Approval process
Space needed
Budget
How to calculate ROI

Download your printable PDF Moonshine shop checklist

1 - Moonshine shops were inspired by Prohibition
During the Prohibition era, from 1919 to 1933, Americans got creative and started making their alcohol, often at night by the light of the moon, from whatever materials and food (fruit, vegetables, etc.) they had on hand. This illegal liquor was dubbed “moonshine.”
2 - Toyota, a continuous improvement pioneer
[caption id="attachment_26468" align="alignnone" width="814"] Photo: The moonshine is directly connected with the human factor of the lean concept since the operators and assemblers who take part in the production chain are always invited to suggest improvements. They are the main players in a moonshine. Source: thedrive.com[/caption]

Without Toyota, the moonshine shop would probably have never come about. From 1948 to 1975, the automotive giant developed the famous Toyota Production System (TPS), a corporate philosophy that sought to find the most efficient production methods while eliminating waste.

Associated with what’s known in North America as “lean manufacturing,” TPS has inspired a variety of related concepts. Chihiro Nakao, founder of the Shingijutsu Company and a former Toyota employee, used TPS as a springboard to develop the moonshine shop.

 
3 - Failure is part of the process
In a moonshine shop, employees use simple and inexpensive materials to find solutions to problems they encounter in their day-to-day work. Using affordable materials means fewer budget constraints and lets employees give free rein to their creativity.

What’s more, that a fear of failure doesn’t hinder creativity. Quite the opposite—failure is a normal part of the creative process. For instance, if employees in a moonshine shop design an inefficient forklift, they don’t need to be afraid of being reprimanded by their superiors for wasting valuable company resources. They just roll up their sleeves and find a way to make it better. They might use protostorming and trystorming, which make it easy to create simple physical prototypes quickly.

Here's a good example of how to sketch processes and ideas while doing a brainstorm with the team.



At GE the mocking-up process is very important. And here again, the emphasis is put on the energy deployed around an improvement. It does not need to be big and beyond expectations to be put in place. After having evaluated all aspects, the actions taken have to be accordingly to the real needs and not bigger.


4 - Working together to find solutions is the most significant advantage

One of the main advantages of the moonshine shop is how fast you can implement improvements. For example, if an employee regularly performs a non-ergonomic movement, they can report the problem to the moonshine shop manager.

Instead of calling a subcontractor and waiting months for them to come and adjust the employee’s workstation, the manager (often called the “lean sensei”) can quickly come up with and implement a solution. The employee will be happy and feel like the company cares about them. This will encourage them to contribute other ideas, helping foster a culture of innovation within the company.

[caption id="attachment_26473" align="alignnone" width="814"] At Avio Aero plant in Bielsko-Biała the notion of working together is key to success. Source: magazineabout.com[/caption]

At Avio Aero plan in Bielsko-Biala Employees on the production line are here again submitting their ideas to the Moonshine shop manager via email or submission forms that are available everywhere on the plant. The moonshine shop manager will prioritize requests and organize a shop where different types of employees will be invited. It is good to also include workers outside the process to get some fresh ideas and perspectives.
5 - Moonshine shops foster innovation

If you’re already using other concepts to improve and optimize corporate processes and productivity, such as protostorming, trystorming, kaizen, Karakuri, or the 5S method, you’ll be happy to know that a moonshine shop is fully compatible with and complementary to these concepts.
6 - Suitable for any company

Simple to set up, moonshine shops aren’t just for multinationals like Toyota. Small- and medium-sized companies can also reap the benefits.

At Flexpipe, for instance, employees who want to cut down on physical waste can use a board. Using sketches, they first describe the current situation and then propose a solution. Once they are finished, the Continuous Improvement Committee, composed of four or five people, evaluates their proposal.

If the solution is approved, several employees are released from their regular duties to work in the moonshine shop. Using basic tools (saw, measuring tape, Allen wrenches, worktable, storage unit, etc.) and other materials, such as Flexpipe pipes and joints, wheels, and magnets, they make the solution proposed by their coworkers.

 
7 – Maintenance is not moonshine
Your company probably has a department that deals with everyday issues at the plant. These experts monitor, control, and maintain the equipment regularly to avoid breakdowns that could affect productivity. Although the moonshine shop shares this same principle, it has a different goal.

Instead of performing corrective and preventive maintenance, moonshine shop employees focus on continuously improving corporate processes. Rather than simply repairing a damaged workstation, they find ways to improve it so that it is out of service less often.

At Boeing, moonshining is everyone's business, but there are also people dedicated to it full-time. Efforts have been made to ensure that lean and continuous improvement workshops are applied outside of the production environment. Boeing in Seattle has therefore created a model of continuous improvement modeled on the philosophy of the moonshine with employees who, naturally, have a maintenance profile. The maintenance people are very creative and resourceful. It is also characteristic of the moonshine shop. This combination is undoubtedly a winner! But even though, don't forget that maintenance and Moonshine shops are two separate and totally different activities.

[caption id="attachment_26446" align="alignnone" width="429"] Moonshine shop at Boeing. Source: reliableplant.com[/caption]

Even though production at Boeing is on a large scale, the goal of the moonshine shop is on a small scale. We must ask ourselves the following question: should we deploy costly, extravagant, and time-consuming solutions to solve problems that require targeted and rapid actions at workstations that have a more or less limited lifespan.

Consult this entire slide presentation to know more about Moonshine process at Boeing

And, just because we like to see this video again and again, here's the famous time-lapse video of a Boeing 737 construction!



 
8 – Support from management is essential
[caption id="attachment_42420" align="alignnone" width="714"] Overview of a training space and continuous improvement workshop of a company in the packaging industry.[/caption]

Even with the best intentions in the world, a moonshine shop cannot be useful without constant and unwavering support from management. Senior management should keep in mind that employees assigned to this department will inevitably make mistakes and possibly “waste” company time and resources.

What’s more, although a moonshine shop is inexpensive to set up, it needs an operating budget and a certain degree of structure. It also requires a manager to serve as the go-between for employees and management, to ensure, among other things, that projects are running smoothly.

 
9 – Ideally, employees should receive value-added management training

Since the moonshine shop is a tool for implementing value-added production initiatives, there must already be a value-added management culture within the company. It’s better if your employees, especially the moonshine shop manager, have received prior training in value-added management and its related concepts, such as protostorming and trystorming. They should also be familiar with the eight wastes and the 5S method. Once trained, employees can take full advantage of a moonshine shop.

 
10 – A moonshine shop doesn’t have to take up a lot of space

To set up an efficient and productive moonshine shop, you need a dedicated space at the plant, equipped with basic tools and materials. For example, some companies have a moonshine shop right in the middle of their facility so that employees can see innovative work taking place in real-time.

But some small businesses feel they don’t have the space to set up this kind of initiative. If this is the case for you, you should know that there are lots of different solutions, such as folding units, that let you set up a moonshine shop in a relatively small space.

In short, there’s no excuse for not setting up a moonshine shop at your company. After all, continuous improvement is a collective responsibility!
WEBINAR about Moonshine shops  - extra tips


 
What do you need to build your own Crib or Moonshine shop?


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Visit Lean Moonshine shop 

Lean Moonshine Shop Specializes in real Kaizen/ Kaikaku implementation, Lean Manufacturing, Lean Process Improvement and problem-solving.

You're almost there: 5S principles have been implemented in all workstations and offices throughout the plant, and all employees have all the necessary tools to work efficiently and safely. The last step? Applying the 5th S, Sustain (Shitsuke in Japanese), recurrently. We have tested five applications for you that will help you accomplish this task.

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5S, organization method of workstations
To put yourself in a situation, let's take a look at this table to get a better idea of ​​what are the 5S and where the follow-up is compared to 4 others. Click on the image to enlarge it and print it as needed.

Download the PDF version from this table

 
The 5th S: sustain
The last S is often perceived as the hardest to apply, as it involves remaining steadfast in keeping up good practices. As such, it's often the most neglected.

The process is akin to someone who decides to start training to get in shape. The person chooses the best way to reach their objectives, develops a plan, and acts on it. If the initial plan is not followed and the person derails from their goals, the result (getting into shape) is compromised. As such, the "Sustain" step of the 5S calls upon self-discipline to continue good habits. Without this 5th pillar, the efficiency of the other S's is reduced.

 
We tested five apps for you.
To make the job more comfortable for the manager who will guide each employee in evaluating their workstation, here are a few applications to help carry out the audit and the follow-up after the audit. They can be installed on a smartphone or tablet.

The mobile app is essential for a 5S audit. There are several available for iPhone or Android, and we have reviewed a few of them for you.

1- 5S Workspace Audit by Tulip

Tulip offers a variety of tools that can scan data from your business' production line. This development platform allows businesses to create specific versions of applications, including quality evaluation, 5S audits, primary cause analysis, and visual management.
(Visit their web site)

[caption id="attachment_14867" align="alignnone" width="814"] (Source: Tulip (https://tulip.co/app/5s-workspace-audit/)[/caption]

Tulip offers a variety of tools that can scan data from your business' production line. This development platform allows businesses to create specific versions of applications, including quality evaluation, 5S audits, primary cause analysis, and visual management.

Here are the Tulip app's features:

Create step-by-step instructions for your 5S audit that can be quickly followed by operators.
Incorporate pictures, videos, CAD, and other multimedia to guide workers through the audit process.
Easily define interactive forms to standardize workstation organization.
Provide automatic scores for the audit and track progress over time.
Let operators and supervisors provide feedback within the apps.
Connect your audit apps with IoT sensors, such as temperature and humidity, to ensure the right working conditions are being met.
Monitor audit compliance by worker, team, or area and visually track progress over time.
Through the "Connectors" feature, make action items visible to the entire team, and track progress against the action items.

(Source: Tulip (https://tulip.co/app/5s-workspace-audit/)

 
2- Lean 5S App

(Source Appli Lean 5S: http://www.apilean.com/appli-lean-5s/)The Lean 5S app is a question-and-answer based model where the answers are selected from world-renown best practices by lean manufacturing experts. The questions cannot be personalized with the app, contrary to the other apps we reviewed. The only way to do so is by mandating Lean 5S App to do it for you. The app is available in 4 languages: English, French, Spanish, and Portuguese.

Visit their web site

Here are the available options:

Carry out a 5S audit broken down in 5 groups of 5 questions, thus giving you 25 questions that will guide you in searching for improvement opportunities.
Follow the evolution in time of the audit's result for a given perimeter
Get tips on how to do a 5S construction site
Configure auditors and perimeters
Filter past audits by perimeter, observer or date
Create a photo gallery relevant to the perimeter to see the evolution from a visual standpoint
Plan countermeasures with pilots and deadlines
Report gaps that have been immediately corrected
Set the time period you have available for the audit and be informed of the remaining time
Get an overall score of your 5S audit and a detailed score by group
Export your reports in PDF and.Fives formats
Import other 5S audits done on other devices in fives format
Send the audit in one click to pre-registered recipients
Read the audit in the language of choice

(Source Appli Lean 5S: http://www.apilean.com/appli-lean-5s/)

 
3- GoCanvas

The GoCanvas app provides continuity of audits, thereby ensuring consistency with regards to cleanliness, organization, and efficiency in your work environment. GoCanvas audits adapt to all work sectors. This tool can help oversee the quality of your work environment on a sustained and ongoing basis and a way for work teams to adhere to established standards.

The apps for each audit type can be built very intuitively and do not require in-depth programming know-how. All you need to do is drag-and-drop the features you want in the app, and give them the desired shape (calculator, drop-down menu, checkboxes, barcode, calendar, photos, etc.). These features distinguish GoCanvas from the rest of the apps. Its customer service is also noteworthy.

Here are the app's main features:

(Source: https://www.gocanvas.com/mobile-forms-apps/2983-5S-Audit-Form)
Pricing: https://www.gocanvas.com/show_pricing_plans

App builder
Image capture
Signature capture
Calculations
GPS
Barcode scanning
Mobile payments
Upload a database

Source: https://www.gocanvas.com/mobile-forms-apps/2983-5S-Audit-Form
Pricing: https://www.gocanvas.com/show_pricing_plans

Visit their web site

 
4-  iAuditor - by SafetyCulture
At Flexpipe, we use iAuditor, which we consider to be among the best apps on the market. Its intuitive and adaptive interface can manage audits in other sectors, not only 5S audits. iAuditor also focuses on safety and inspections. You can prepare your audit model on the iPad and subsequently use it on your smartphone. Several audit models are suggested in the app's library.

Bye-bye paper! You can write your notes directly in the app for each item evaluated.

Pictures of the workstation being evaluated can be taken in the app and linked to the element being evaluated. These pictures act as proof and as a reference to instill discipline. They can also be used as illustrative purposes for the team when posted on information boards.

Here are iAuditor's features:

SMART FORMS: The drag and drop template builder makes it easy to create customized forms
INSPECTIONS: Complete inspections from anywhere on any mobile or tablet device
WORKFLOWS: Build workflows to manage your inspection and reporting procedures
REPORTING & ANALYTICS: Detailed inspection reports to get insights and fix problems faster
INTEGRATIONS: Connect iAuditor to your business software systems
SITESNEW: Know how your sites are performing in real-time.

Once the audit is finished, the app produces a report which can be quickly sent by email or printed for use at a later date.

Download a 5S audit report done at Flexpipe

 
The perception of a 5S audit
Managers have much to gain by promoting a positive image of a 5S audit. It's not a question of a verification; instead, it's more about ensuring that existing standards are respected. It must be perceived as a way to make the employee's work easier.

[caption id="attachment_14858" align="alignnone" width="814"] This workstation was cleaned after a Kaizen at Flexpipe.[/caption]

We sat down with Éric, who is a team leader and assembler at Flexpipe. After receiving training on 5S principles, audits now make perfect sense to him. He actively participated in standardizing workstations. The efficiency he gained following the standardization process translated into a significant reduction of production time. Where he once walked between 5 and 6 km per day on the production floor, that number is now between 3 and 3.5 km. Also, given that there is less handling to do, the risk of injury has decreased. He is convinced that audits are necessary so that the benefits keep paying off following the changes.

[caption id="attachment_14861" align="alignnone" width="814"] (Éric, team leader and assembler at his Flexpipe workstation)[/caption]

Éric concludes by saying: "In the spur of the moment, we tend to choose the easy way out. It's easy to stray from the standardization that was implemented and revert to old habits. In the end, it's a losing proposition. Audits are a way of reminding us of this."

The lack of discipline and rigor comes at a high price for manufacturing companies. Material that is only used occasionally is, ultimately, an unnecessary expense. Furthermore, work-related accidents are insurance costly. One can conclude that the benefits of upholding standards are measured in dollars, energy spent, space occupied, and are, as a result, not negligible.

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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.