Components manufacturer streamlines the movement of parts, reduces idle time by more than 50%
By Michael Beauregard, Senior Consultant
The Problem
A manufacturer of precision machined parts for aerospace customers experienced a 15% drop in efficiency compared with the previous two years due to delays in its Deburring, Blasting, Wash, Chemical Clean, and Part-Marking support processes. These delays resulted in significant labor idle time, parts building up between processes, and excessive move times. The company estimated it lost nearly 1000 hours of labor due to these issues.
Objectives
The company aimed to reduce idle time in the de-burring production area—the highest contributor to delays—by 50% and improve productivity by 25%. They wanted to document and implement a new workflow, train employees, create a safer work environment, and use visual factory techniques to improve 5S, communication, and accountability.
Under the guidance of Daniel Penn Associates Senior Consultant Mike Beauregard, the team actively observed the current state of the production floor, a crucial step in continuous improvement. Among their observations:
- Associates dropped off and picked up products based on floor space, availability, and directions from assorted colleagues and managers. There was no planning.
- No defined incoming/outgoing areas or FIFO lines caused confusion.
- It was not easy to visually determine whether work had been completed.
- Boxes and crates were placed too close to associates performing their operations at their workstations, creating potential safety issues.
- Space around work areas was cluttered, leaving no egress.
- Boxes, hoses, and pallets were creating trip hazards.
- The chemical clean process caused delays based on its location out of the natural part flow.
Rethinking Workflows
After testing and measuring travel time scenarios, the team created new workflows for the Debur, Wash, Chemical Clean, and Part-Making processes, relocating equipment within each process to facilitate efficient movement.
Original Workflow for Deburr
New Workflow for Deburr
Original Workflow for Chemical Clean
New Workflow for Chemical Clean
Original Workflow for Part-Marking
New Workflow for Part-Marking
Travel Distance Saved
| Area | Original | Improved | Yearly Savings |
|---|---|---|---|
| Deburr | 170 ft. | 115 ft. | 153,262 ft. |
| Wash | 175 ft. | 150 ft. | 62,602 ft. |
| Blast | 265 ft. | 140 ft. | 35,052 ft. |
| Part Making | 270 ft. | 50 ft. | 331,558 ft. |
| Chemical Clean | 370 ft. | 150 ft. | 62,150 ft. |
| Alodine | 260 ft. | 170 ft. | 78,812 ft. |
Results
By creating new workflows for these support processes, the team eliminated nearly 740,000 feet per year of travel distance to move parts. Reducing travel distance will save 38% of the measured idle time on a weighted average. After other planned changes are made, the team projects to exceed its goal of reducing idle time in these processes by more than 50%.
The company will save an additional 220,000 feet of travel distance while reworking parts in the Debur operation. The team recommended lighting improvements in Debur that will match the inspection area and reduce some of the rework. In addition, a consolidated approach to Part Marking will save the debur operators time going to the part marking machines.
Productivity improvements in the wash process will save about 125 labor hours annually.
Benefits
Deburr operators no longer have to hunt for the next job. Parts are not dropped anywhere in the department; they go to designated areas, so operators don’t waste time looking for a specific part. There is now only one move to get to the pallet for the next job.
For two-thirds of the parts, there will be no movement from the wash to the clean chem process, no WIP or multiple pallet handling, and no need to wait for the hoist.
Safety Improvements
The deburring process now operates in an airflow-controlled environment away from the open floor. Backdraft booths provide improved ventilation when workers debur large parts. The eye wash area was moved to a more accessible location. Improved organization has eliminated people walking on pallets or being surprised by pallets placed behind their work areas. Each booth now has a defined minimal space. Blast dust collectors are better spaced; dust hoppers are more accessible for daily maintenance. Workers will no longer have to bend over to use the parts washer controls.
Lessons Learned
Team members shared their impressions of the kaizen event after re-mapping workflows for the deburring, blasting, wash, and part-making support processes, itemizing and budgeting for new equipment and installation, and documenting follow-up actions. They endorsed the need for visual factory organization so that everyone coming into the area can see where things go and the status of parts. They were surprised by the travel distances mapped in the original set-up for each process and satisfied to have contributed to the improved workflow.
This kaizen event empowered the company’s team to implement visual factory concepts and set the stage for them to continually seek ways to improve the process.