Flexpipe Blog

The time has come for many North American manufacturers to get back to work. The situation will obviously not be the same as it was before. Ways of doing things will have to be adjusted. In the coming weeks, plants will be implementing a host of new measures to comply with new government rules, particularly in terms of health and safety. If this is the case for your company, here are nine tips, based on the principles of continuous improvement (lean manufacturing) that will help you prepare for a safe return to work.
 

 
1– Distancing your employees from each other
It's not always easy to maintain a physical distance of two meters on an assembly line. Employees often work very close to each other and have little room to maneuver.

By using modular aluminum panels or those manufactured by Flexpipe, these new physical constraints can be more easily met. For example, you can add acrylic panels between employees working opposite each other or a tubular panel, with an acrylic interior, for employees working side by side. Acrylic is currently hard to find; you can, therefore, also hang mica canvases with eyelets on your structure or workstation that are attached to a steel or tubular frame.

In the event that you cannot modify your existing workstation, install large panels, either wheeled or fixed, between employees instead. Flexpipe offers several such modular panels. Why should you choose Flexpipe? You can take them down and reuse them to make a cart, for example, when the pandemic subsides.

[caption id="attachment_18909" align="alignnone" width="814"] Here are dividing panels for working side by side[/caption]

[caption id="attachment_18939" align="alignnone" width="814"] Here are dividing panels for face to face work.[/caption]

[caption id="attachment_18888" align="alignnone" width="814"] Here is a separator panel that will help create a distance between employees.[/caption]

2– Transforming your equipment into mobile units
Are your workstations and equipment on wheels? If they are not, take advantage of the current context to install them. It is an inexpensive investment that helps you increase the mobility of your work environment so that you can more easily comply with the rules of physical distancing. There are also various braking systems, such as foot brakes or total locks, to stabilize workstations.

For example, at Flexpipe, we have relocated part of the staff in our building reserved for assembly to our warehouse. This operation, aimed at reducing contact between employees, was simple to carry out since all our workstations are equipped with four- to six-swivel wheels.

[caption id="attachment_19444" align="alignnone" width="814"] Point of use tooling (POUT) with four swivels caster with total lock brake[/caption]

[caption id="attachment_19450" align="alignnone" width="814"] Steel Tool cabinet that was put on caster[/caption]

 
3– Strengthening your 5S program
Even though 5S can increase productivity and reduce the risk of accidents, it will also be advantageous when disinfecting work tools.

By using the 5S program, you will clean up your workstations to leave only the tools your workforce uses regularly. For example, at Flexpipe, an employee disinfects work tools, but also door handles and kitchen equipment three times a day. Thanks to the 5S program, our disinfection manager is much more efficient because he does not waste time disinfecting unused tools.

Already have a 5S program in place? Remind your staff about the importance of being rigorous, especially during a pandemic.

[caption id="attachment_19454" align="alignnone" width="814"] The 5S system facilitates the disinfection of workstations.[/caption]

See how the facilitators of hygiene measures apply in the medical sector.
4– Reviewing your work procedures and standards
While your plant is reopening, why not take advantage to review your work procedures and standards to avoid, as much as possible, the sharing of tools and equipment? In addition to improving your processes, you will provide a safer environment for your employees.

Over the next few weeks, you may have to operate with limited staff. If you have never done so, don't hesitate to reassign one of your temporarily laid-off employees to update your work procedures and standards, especially if you are eligible for government assistance for businesses.
5– Using visual cues
Visual cues are quick and easy to set up. Using different colored tape, draw lines on the ground to clearly delineate the corridors and separate work areas in your plant. For example, at Flexpipe, we have created one-way corridors to prevent people from crossing each other.

Don't hesitate to use vinyl that sticks to the floor to clearly mark the two-meter distance your staff must respect, especially in busy areas such as the cafeteria.

[caption id="attachment_19513" align="alignnone" width="1280"] Visual cues are quick and easy to set up[/caption]

 
6– Managing the flow of materials to work cells
Consider identifying the materials, raw materials, work in process, and finished products within each work cell in your plant to limit contact between your employees and other stakeholders.

For example, use flow racks for your hardware parts. With this system, the inventory handler brings the parts to the back, and the assembler takes them from the front, without any contact between the two.

Apply the same principle to your shipments. Clearly define the area in which the products are to be picked up, at a certain distance from your workspace.

7– Limiting unnecessary travel
The pandemic is one of the best reasons to encourage your employees to stay at their workstations. Indeed, unnecessary movement and travel are one of the most important wastes in value-added production because it does not add value.

At Flexpipe, we have put in place a policy to reduce the number of people walking around the plant.

Our assemblers receive their parts from a single employee who goes around the workstations with a trolley. If for any reason (defective part, lost part, etc.), one of our assemblers needs new parts, they must stay at their station and notify their supervisor. To avoid a recurrence, the employee is asked to describe as accurately as possible the problem they just encountered while waiting for the new parts. Once the problem has been described, another employee will take over the task of finding a solution to the problem.

 
8– Setting up POUTs for sanitary facilities
Like most factories, you have probably purchased sanitary equipment (gloves, masks, disinfectants, etc.). To improve efficiency, set up Points of Use Tooling (POUTs), which are small workstations in which sanitary equipment is neatly stored and easily accessible, at strategic points in your plant.

Use this opportunity to post the company's policies on COVID-19 at each POUT.

 
9– Deliver elevated quality standards right from the beginning
Production defects are one of the most common wastes in value-added production. Especially in the context of coronavirus, positively encourage your employees to do quality work right from the beginning.

Why should you do this? Because a poorly assembled part is manipulated by many employees who will try to discover the problem and fix it. In contrast, impeccable work involves fewer people and less travel. You will limit the risks of propagation while increasing your productivity.

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.

What is a Shadow Board?

A shadow board is a visual tool used in Lean and 5S workplaces to organize tools efficiently. Each item has an outlined space, making it easy to see what’s missing. By promoting order and visibility, shadow boards reduce downtime, prevent tool loss, and increase workplace safety.

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.

Source: 5ssupply

Download the PDF version of our 5S method chart.

 Why Are Shadow Boards Important in Lean Manufacturing?

Shadow boards are essential for implementing 5S methodology — Sort, Set in Order, Shine, Standardize, Sustain.They ensure tools are visible, available, and returned to the correct place after use. This improves efficiency, safety, and team accountability.

Take by exemple this cleaning station where every elements has its place and you can visually know what is missing.

What are the benefits of implementing shadow boards?

Reduce tool search time by up to 30%

Support 5S workplace organization

Promote clean and safe environments

Improve productivity and compliance with ISO/OSHA standards

The key is: 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

Comparison Table: Shadow Boards vs. Pegboards: Which Is Better for Your Workspace?

While both shadow boards and pegboards organize tools, shadow boards go a step further by providing visual standardization—each tool has a clearly marked outline, making it easy to identify when something is missing. Unlike pegboards, which rely on memory and habit, shadow boards reinforce 5S principles of Sort and Set in Order, reduce search time, and support Lean workplace audits. They’re the professional standard for industrial safety, consistency, and visual management.

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.

How Do Shadow Boards Make You More Competitive?

 In competitive industries like manufacturing, aerospace, logistics, and maintenance, efficiency is the key differentiator. A shadow board directly contributes to competitiveness by improving operational performance across multiple Lean metrics — from productivity to safety and cost reduction.

1) Reduces Time Waste and Improves Efficiency

Every second spent searching for a missing wrench, drill, or tool is a hidden cost.Shadow boards eliminate that waste by ensuring every tool has a designated location outlined visually. Workers instantly know what’s missing and where it belongs.

2) Supports Standardization and Lean Workflows

Competitiveness in manufacturing often depends on process repeatability and error-free execution.Shadow boards promote visual standardization, one of the key pillars of the 5S methodology (Sort, Set in Order, Shine, Standardize, Sustain).

When every workstation follows the same visual layout:

New employees onboard faster

Audits and inspections are streamlined

Productivity is consistent across shifts

This standardization supports ISO 9001 compliance, Lean certifications, and continuous improvement (Kaizen) — all factors valued by high-performing organizations.

3) Enhances Safety and Reduces Incidents

Disorganization can create unsafe environments — tripping hazards, misplaced sharp tools, or missing emergency equipment.By maintaining visual control, shadow boards make hazards obvious and reduce the likelihood of accidents.

Insight: Facilities with structured visual management systems, including shadow boards, report up to 25% fewer safety incidents.

Improved safety means fewer disruptions, lower insurance premiums, and higher employee morale — competitive advantages that compound over time.

How to make a Shadow Board?

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 needFirst, 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.Step 2 - Decide on the type of panel and its locationOnce 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.Choosing the HDPE PegboardHigh 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-4814 on the online store.Choosing the Masonite PegboardMasonite 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.Choosing the Metal PegboardLong-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.Choosing the Acrylic PegboardPlastic 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.Step 3 - Draw the outline of your toolsTo 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!

The Results

 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.

[cta id="47558"]

Additional FAQ: Shadow Boards

How do you maintain and audit a shadow board over time?

Regular maintenance involves weekly 5S audits to ensure tools are returned and outlines remain visible. Worn outlines or labels should be replaced immediately. Many companies add a checklist or QR audit system next to the board to track tool usage and condition.

Can shadow boards be mobile or modular?

Yes. Flexpipe systems are modular by design, meaning shadow boards can be mounted on casters or pipe frames for mobility. This allows teams to move tools between workstations, making them ideal for Lean cells and changeover zones.

What color coding should be used for shadow boards?

Color coding helps identify tool types or ownership. For example:

🔵 Blue: maintenance tools
🔴 Red: safety or emergency equipment
🟢 Green: cleaning supplies
⚫ Black: shared tools

Following consistent color standards across your facility improves visual control and prevents tool mix-ups.

Are shadow boards suitable for cleanroom or food industry environments?

Yes, but materials matter. In cleanrooms, labs, or food processing plants, use stainless steel, HDPE, or antimicrobial PVC panels instead of standard foam. Avoid porous materials and ensure boards are easy to sanitize and resistant to moisture.

How can shadow boards integrate with digital or smart factory systems?

Modern shadow boards can include barcode or RFID tags for each tool. Linking them to a digital asset management system allows for real-time tracking, automatic audit logs, and alerts when tools go missing — ideal for Industry 4.0 environments.

What are common mistakes when creating a shadow board?

The most frequent mistakes include:

Overcrowding the board with rarely used tools
Poor layout that ignores ergonomics and reach zones
Fading outlines or low-contrast colors
Inconsistent labeling across departments

To avoid these, start with a pilot area, involve operators in the design, and update layouts every 6–12 months based on workflow feedback.

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

A waterspider (Japanese: mizusumashi) is a dedicated support role in lean manufacturing responsible for keeping operators supplied with materials, tools, and information so they can focus exclusively on value‑added work. By handling non‑value‑added transport and replenishment tasks, the waterspider helps maintain continuous flow, reduce motion waste, and minimize downtime across the production line.

https://youtu.be/BOtGy607bv0

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

The key to adding value tasks without distractions

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.

What Tasks Does a Waterspider Perform?

A waterspider performs standardized “milk run” cycles that keep production areas stable and predictable. These tasks are designed to support takt‑time flow and prevent operator interruptions.

Core Responsibilities

Deliver raw materials, components, and subassemblies

Collect empty bins and return them to staging areas

Remove waste and recyclables from workstations

Refill consumables (fasteners, packaging, labels)

Move Kanban cards and support visual signal systems

Prepare upcoming changeovers by staging materials

Communicate shortages or quality issues to leads

Water Spider is the go-to person in a well organized area

A water Spider must be intimate with the process or work cell they support

Why This Matters

Every minute an operator spends searching for materials or leaving their station is lost value. The waterspider role protects that value by shielding operators from avoidable disruptions.

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.

How Does a Waterspider Improve Productivity in U.S. Factories?

U.S. plants leverage the waterspider role to improve material flow, reduce downtime, and increase labor efficiency—especially in high‑mix, low‑volume environments. Teams adopting this role typically experience fewer bottlenecks, shorter changeovers, and cleaner workflows.

U.S.‑Specific Advantages

Addresses labor shortages by maximizing operator productivity

Improves consistency in union and non‑union environments

Integrates smoothly with modern MES/ERP systems

Reduces forklift dependency through structured delivery routes

Enhances safety and compliance with OSHA‑aligned routines

What Skills Should a Waterspider Have?

A successful waterspider is not an entry‑level material handler—they require process awareness and strong organization.

Key Competencies

Deep knowledge of workstation flow and takt time

Ability to recognize production abnormalities

Strong attention to detail and route discipline

Physical ability to travel set routes repetitively

Clear communication with team leaders and supervisors

Pro Tip: In many U.S. facilities, top waterspiders eventually transition into team lead or supervisor roles thanks to their broad visibility across the line.

How Do You Implement a Waterspider Role in Your Facility?

Implementing the waterspider begins with mapping your current material‑handling flow and identifying where operators are losing time. The goal is to create a repeatable, timed route that supports the entire production area.

HowTo: Step‑by‑Step Implementation

Map Current Flow: Document material paths, distances traveled, and operator interruptions.

Identify Pain Points: Look for repeated delays, shortages, cluttered workstations, and bottlenecks.

Define the Route: Create a timed milk‑run loop aligned with takt time and shift schedules.

Train the Waterspider: Teach standard work, escalation triggers, and communication expectations.

Pilot the Role: Test the loop for one week and track downtime reductions.

Adjust and Standardize: Optimize the route, update standard work, and finalize responsibilities.

Scale Facility‑Wide: Apply the model to additional lines or departments.

Waterspider vs. Material Handler: What’s the Difference?

A waterspider follows a highly standardized route that directly supports takt‑time flow, while a generic material handler responds to needs as they arise.

FunctionWaterspiderMaterial HandlerRouteFixed milk‑runReactive or variableTimingSynchronized to taktAs neededPurposeMaintain flowMove materialsImpactReduces waste and downtimePrevents shortagesSkillHigher process knowledgeBasic logistics

Common Mistakes When Deploying a Waterspider in Lean

Avoid these pitfalls to maintain the intended benefits:

Using the role as a “utility worker” instead of honoring the standardized route

Overloading the waterspider with extra tasks (quality checks, rework, meetings)

Failing to measure performance with KPIs such as stops, shortages, or route completion time

Assigning inexperienced staff without process knowledge

Ignoring ergonomic or safety considerations along the route

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”.

Water spiders are representing by Water beetle, notable for their divided eyes.

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

Taiichi Ohno, the founder of the Lean Approach

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.

How Do You Measure Waterspider Success? (KPIs)

Tracking performance ensures the role stays aligned with lean goals.

Route completion rate (% on time)

Number of operator interruptions prevented

Frequency of material shortages

Average station uptime

Travel distance per cycle (ft or meters)

Changeover preparation accuracy

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!

Spaghetti diagram

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.

Frequently Asked Questions (FAQ)

How do you determine the ideal length and timing of a waterspider route?The ideal waterspider route is calculated by mapping the production line’s takt time, workstation replenishment needs, and total walking distance. A standard approach is to design a loop that can be completed within one takt cycle or a multiple of it (e.g., every 5–10 minutes). You measure material consumption at each station, then set a route length that ensures operators never run out of parts while keeping the waterspider’s path consistent and repeatable.How does a waterspider support Just-In-Time (JIT) and continuous flow?A waterspider enables JIT by delivering materials only when needed and in the exact quantities required, preventing overproduction and excess inventory. Their timed milk-run cycles synchronize material flow with takt time, making shortages or interruptions less likely. This predictable rhythm supports continuous flow by keeping workstations stable, supplied, and free of unnecessary motion or searching for materials.What tools or visual management systems help waterspiders stay organized?Waterspiders rely heavily on visual tools that make status and needs obvious at a glance. Common systems include Kanban cards, color-coded bins, shadow boards, floor markings, replenishment boards, and standardized carts with labeled locations. These tools reduce decision-making time and help the waterspider spot abnormalities—such as missing parts or blocked flow—before they impact production.How do you adapt the waterspider role for high-mix, low-volume production environments?In high-mix, low-volume (HMLV) settings, waterspider routes must be flexible and built around frequent changeovers, smaller batch sizes, and variable material needs. Instead of one fixed loop, many U.S. plants create dynamic routes updated per schedule or work order. Standardized carts, well-defined kit sizes, digital Kanban, and close coordination with scheduling teams help ensure the waterspider can support rapid product shifts without delays.What ergonomic and safety considerations should be included when setting up a waterspider route?A safe waterspider route minimizes bending, twisting, and unnecessary lifting. You should design routes with clear walk paths, adequate lighting, and minimal forklift interaction. Carts should be at ergonomic height, easy to push, and fitted with brakes and low-friction casters. OSHA-aligned training for manual material handling, emergency procedures, and hazard recognition is essential to protect the waterspider during constant travel.What training or skills development should a waterspider receive before starting the role?Effective waterspiders receive training in takt time awareness, material flow concepts, Kanban systems, problem identification, and basic lean principles. They also benefit from hands-on coaching in route discipline, communication skills, escalation procedures, and workstation flow. Many companies also include safety training, ergonomic best practices, and cross-training with operators to develop a deeper understanding of the entire value stream.

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.
____________________________________________________________________________
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.

Le Chaînon has seen its reception capacity reduced to 50% due to the pandemic linked to Covid-19. A donation of divider panels made it possible to continue to welcome and support women in difficulty in a safe environment for all.

Le Chaînon is a Montreal-based organization that has been helping women in transition since 1932. In addition to its helpline and support services available at all times, it offers short and long-term accommodation to more than 500 women annually.

One of its most-used services is emergency accommodation, which houses 12 women every day. They spend the night in a secure dormitory, can eat supper and breakfast, and receive many services, such as healthcare and clothing care.

Unfortunately, with the arrival of the COVID-19 pandemic, the shelter had to reduce its lodging capacity by almost 50%. In fact, due to the physical distancing measures decreed by Public Health, only seven women could sleep there.

Since the occupancy rate was 100% before the health crisis, the organization did not want to penalize those needing its services by accommodating fewer women.

Helping Le Chaînon pursue its mission
Le Chaînon’s management came up with the idea of installing protective panels. After doing some research, they learned that Flexpipe made sneeze guards to limit the spread of the coronavirus. Excited by this great project, we donated several panels to them and made the trip to Montreal to come and install them.

 
In the picture, Julia Sourbé, Patrice Mongeau, Richard Forgues, Katia Poulin and part of the Flexpipe team

Flexpipe sneeze guards are made with steel tubing and connectors that form the frame of the structure. Mika fabric, which helps block droplets, forms the wall and is attached to the frame with self-locking tie wraps.

There are several models, some of which are installed directly on the floor, and others on counters or furniture. Regardless of the model, assembly time is generally only 15 to 20 minutes per panel.

Panel installation
At Le Chaînon, we installed protective panels in the dormitory, as well as in the common dining room. In the first case, we installed partition walls between each of the 12 beds, starting at the height of the pillows. 

Since the fabric used for the panels is transparent, the organization’s officials can easily see each of their residents and chat with them, while respecting the hygiene rules related to COVID-19. Solid panels, for example those made of plywood, would not have provided the same advantage.

In the dining room, we installed smaller sneeze guards the middle of each of the tables. Thus, the organization can serve as many meals as it wishes, without having to reduce its capacity. Additionally, women can sit across from each other to eat and chat, which helps to overcome isolation.

Mika fabrics not only improve communication, they also increase the lifespan of the panels. If the fabric ever got damaged, the organization would not need to get a new structure, it would only need to replace the damaged fabric, a process that only takes a few minutes. Tubes and connectors are strong and built to last for years.

Multi-purpose equipment
Once the pandemic is over, Le Chaînon can easily use the protective panels to meet new needs. Like the other Flexpipe products, these are fully modular and easily convert into a shelf or support for an electronic tablet or laptop.

In this picture, Sonia Côté, president and general manager at Le Chaînon, surrounded by Eric Collard and Sylvain Lejour of tinktube and Flexpipe.

We are very happy to have helped this wonderful community organization continue to operate during this time of uncertainty. Thanks to our sneeze guards and partition walls, Le Chaînon was able to install sneeze guard separator panels in the dormitory, in the cafeteria and in the Le Chaînon store.

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