Nick Hegeman

1
Nick Hegeman

• Stryker MedicalSummer 2009
• Lean Intern

2
Introduction

• Butler UniversityEconomics
• Purdue School of Engineering and
  TechnologyMechanical Engineering
• Butler University Goalkeeper

3
Company Overview

• Stryker Corporation
• Healthcare Manufacturing
• 6.7 Billion in Annual Sales
• Stryker Medical
• Hospital Beds
• Hospital Stretchers
• EMS Equipment

4
Objectives

• Plant-Wide SMK Visual Board Implementation
• EMS MX-Pro Line Move
• 20 Documented Line Improvements

5
SMK Visual Boards

• Engage and Empower Team
• 6 Key Metrics
• Safety
• Quality
• Delivery
• Cost
• 6S
• Continuous Improvement

6
Results
7
MX-Pro Line Move

• Pre-Move State
• 5 assemblers to make 10 cots
• Total line area of 2270 square feet
• Months of inventory on line
• NO material flow

8
MX-Pro Line Move

• Line Move Goals
• Understand team needs
• Execute necessary changes
• Transfer knowledge

9
Results

• Line reduced by 970 square feet
• Walking reduction over 90
• Productivity increase over 60
• NO production interruption

Before
After
10
Line ImprovementsPDCA

• Engage and Empower Team
• Document Results
• Plan
• Do
• Check
• Act
• Measurable Results

11
Line ImprovementsPDCA
Previous Process
12
Line ImprovementsProcess

• Issues
• Ergonomics
• Efficiency
• Design Goals
• Minimize Press Footprint
• Minimize Cost
• Fail-Safe Design

13
Line ImprovementsPDCA

• New Process

14
Results

• Over 30 PDCAs
• Over 100 impact points
• Over 30,000 in inventory reductions
• Inventory space reduced by over 150 square feet

15
Review

• Visual Boards
• Metrics tracking increased from 32 to 98
• MX-Pro Line Move
• Exceeded goals without disrupting production
• Documented Improvements
• Goal of 20 PDCAs
• Completed over 30

16
Closing Remarks and Questions