Lean http://www.lean.org/FuseTalk/forum/index.cfm?forumid=1 FuseTalk Educational Edition Tracking the time in which equipment is being used http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9416 2020-01-15T09:37:13 -05.00 364132 2
I am searching for a way to track the time during which welding equipment is being used so a MES or ERP system can notify the use of equipment. Is there a widespread approach on the market for doing that?

I was thinking of some kind of docking station that recognizes when the equipment is being taken and put back on the docking station.
Does something like this exist in an out-of-the-box solution?

Thank you! ]]>
Lean Manufacturing Survey http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9415 2019-12-20T15:53:01 -05.00 APANAGIOTOP 1 The impact of Lean manufacturing practices on Business performance in manufacturing companies[/B]".

I am hoping to have about 30 people from various companies complete a simple survey, which will assist in my research. I will be happy if you could spend couple of minutes and fill the survey.


Appreciate your help.

Apostolos Panagiotopoulos-Thomas
MSc. Quality Management and Technology student,
E-Mail: std135499@ac.eap.gr ]]>
Flow Racking Suppliers http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9414 2019-12-20T15:52:43 -05.00 NWood 5
We're an Australian manufacturing company looking at purchasing a bulk store of a modular tube system to construct custom flow racking in-house.

We've looked at Creform, Trilogic, NisUSA, Connectatube, Ecoflex and FlexPipe.

The cheapest we have been able to find is a supplier out of China known as Shengzhen Jingi Technology or Top King. They are a quarter of the price of the next competitor, so we're pretty excited.
Just wondering if anybody has any reviews or advice?

Cheers ]]>
Manufacturing http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9403 2019-12-03T21:45:47 -05.00 TEgg 2 Difficulty in getting a department to embrace 5S http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9384 2019-10-22T06:30:06 -05.00 RSpend 8
I'm going to kickstart the project, but I have one department that can make or break our plant's 5S success - material handlers. They receive materials from vendors and deliver them to the areas that need them. Unfortunately, our warehouse is part and parcel with the factory floor, not separated, so we have a problem there that simply cannot be undone before this round of 5S work. I'd love it to happen, but...no.

This is also due to our recent move to AX Dynamics as a purchasing and inventory system.

This material handling department (MH) has had an attitude during the AX change that it is only going to make their job harder, while making the shop's jobs easier. They want more people to be able to do the work. (I used to work in that department, and believe me, they don't need more people. They just need to buck up and stay busy.)
Since they are the key movers of materials, I believe they need to be first in this implementation. They are in charge of storage of materials outside, most areas inside, and the movements, with a few other departments making moves into workcenters as well.
I feel like the management of this department should be replaced, but it's really not going to happen.

Has anyone had a department like this, that really doesn't want to be involved, has attitude like they don't care, it's not their job, etc, and successfully been able to turn them around? I feel like it needs to be owned by them, proudly, for it to work.

Any thoughts on how to, um, force this down their throats? ]]>
KPIs http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9374 2019-09-12T21:42:40 -05.00 361600 1 Lean certifications and awards http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9373 2019-09-12T21:42:13 -05.00 ChrysavgiDanak 2
we are a manufacturing company that is during the lean transformation journey. I was wondering if there is an organization which certifies lean companies or international awards for companies that are implementing lean. ?he goal is to have guidance by international standards and force ourselves for more advanced steps.

Thank you in advance.
Chrysavgi ]]>
Managing 'just in case' stock http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9372 2019-09-12T21:41:21 -05.00 DanielPybus 2
I have a quick question if anyone can help. I am working in a company trying to introduce some lean stock management practices. I have read that you shouldn't hold extra stock because you expect you will need it in the future, which makes sense. However, we have standing orders with clients, where they have orders sent in advance for up to six months for different components in various quantities. The stock we need to order for them comes from different parts of the world, and it can be problematic getting hold of it at times. In this case, would it be adviseable to hold that extra stock?

I appreciate any advice with this :) ]]>
First step to pull flows http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9367 2019-08-26T10:36:55 -05.00 Arnaud100 4
I am joining your community with the hope of finding some help!

I recently joined a textile factory which is quite old and works with pull flow since years. As you know the rocks at the bottom of the lake are big and well hidden by the water. I would like to start emptying a bit of this lake by pulling the flows.

But the specificities of the textile sector that I am new to, make the task complicated. I have no idea what to start with. I explain you quickly the process:

Basically, the first step is to transform rolls of fabric into cut pieces.

Then the cut pieces are split into 2 flows:
-Pieces ready to be sewn
-Pieces that need more transformation (molding)

The pieces that need more transformation are transfered to the molding workstation that invloves 16 machines. The flow in the next workstations is pretty smooth so I'm not gonna focus on it yet.

To make the task harder, each cut piece can be transformed on a selection of machines.

Finally when the two flows join again, we gather the cut and molded pieces to feed 19 sewing lines.

The main problem is that in order to optimize the fabric consumption, the cutting machines cut mattresses of variable layers. One mattress is made of a unique fabric, and can mix the patterns of all the finished goods references using this fabric. So one cutting job can feed several lines with very variable quantities.

I want to implement a kanban between the cuting machines and the molding workstation. Any idea how to do this with such a mess? Should I create some variable lot size? Maybe using someting else than a kanban?

Waiting to hearing from your good ideas and discuss about some industrial headache.

Arnaud ]]>
OEE Headache http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=44&threadid=9362 2019-08-15T11:57:45 -05.00 Mark_Saunders 9
I do have a specific question regarding OEE but first a little background. I work for a global manufacturing company; our head office is based in the US but I work in one of our sites in Australia. We are in the FMCG and Beer, Wine & Spirits industry, specifically printing labels.

We are in the process of looking at different performance metrics to use Operationally with OEE being top of the list. About 12 months ago we introduced a new MIS into the business which incorporates an automated data collection system linking our production equipment. This has given us access to far more accurate real time data than we have ever had access to previously from an operations perspective.

The issue I am having is with the formula's used to calculate a meaningful OEE score. Unlike discrete manufacturers our processes involve a lot of variability from job to job, and machine to machine. There is quite a bit of waste built into our job estimates and planning, but the biggest hurdle I am facing is that it is possible in our case of being able to produce our products using less materials than estimated as well as producing them in less time than estimated/scheduled. Using the generic OEE formula's it is possible to have multiple instances of Quality, Performance or Availability values greater than 100%.

I have been able to come up with formulas for both Quality and Availability that still give us a meaningful result that do not exceed 100%, but the Performance metric continues to give me headaches.

1. Has anyone else had a similar experience and found a solution?
2. Is tailoring OEE formulas to suit your own processes OK or is there a better performance measure to use in these types of cases?

Still fairly new to Lean concepts and methodologies so my apologies if I am missing something very simple. ??

Thanks ]]>