TOMORROWS LEAN ENTERPRISE LEADERS

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TOMORROWS LEAN ENTERPRISE LEADERS
Sandip Bhattacharjee Subhaditya
Bhattacharya Pardeep Gill Eric Moyasaenko Manoj
Patil Jeremy Stowell
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What is Lean

• A philosophy and a set of tools
• Improve Bottom line
• Reduce waste (muda)
• Continuous Improvement (kaizen)
• Pursuit of Perfection

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RIDE the COMET
Types of Waste

• Rework and repair
• Inventory
• Delay
• Conveyance
• Overproduction
• Motion
• Extra Process Steps
• Talent

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ACADEMIC INPUTSLEAN MANUFACTURING COURSE

• Lean tool kit (Value Stream Mapping, JIT, single
  piece flow, visual management, change management,
  Lean Performance Measurables.
• Simulation of Mass production plant and Lean
  Plant.
• Real time value stream mapping experience in
  supplier plants student teams led by Ford
  engineers and plant personnel

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The Sites

• Storage Technology Corporation, Louisville, CO
  (Jeremy)        
• GE Superabrasives, Worthington, OH (Subho)
• Ford Motor Company, Dearborn, MI (Eric)
• TI Automotive Systems ,Washington Court House and
  Sabina Plants,OH (Sandip Manoj).
• Visteon Corp, Dearborn, MI (Gill)       

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Personal Learnings

• Everyone in the company has to believe in Lean
  in order to get its full benefit. - Subho
• We found that Lean principles could be
  implemented both in professional and personal
  lives. Manoj and Sandip

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Personal Learnings

• This internship reinforced the importance of
  utilizing networks within an organization. -
  Jeremy
• Lean has made me aware of the implications of
  pushing demand on customers. - Gill
• Its as much about forming relationships as
  analyzing processes. - Eric

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Financial Impact

• Saved over 98,000 by negotiating with suppliers
  to obtain cost reductions. Also secured shorter,
  more consistent lead time commitments from
  suppliers.
• Placed suppliers on bid-lists to facilitate
  choosing lowest total-cost suppliers.
• Worked on initial stages of a lean project
  implementation. As a result, recommendations
  were made to improve interaction and information
  sharing with the supplier base that will lead to
  future cost savings.
• Recommended process improvements to increase
  output of production line from 1800 units per
  week to 3500 units per week (94 increase in
  throughput).

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Financial Savings cont.

• Recommended removing 3 operators from a
  production line saving the company approximately
  150,000 in direct costs for this line.
  Operators can be redeployed elsewhere.
• Made multiple suggestions in a high volume
  manufacturing cell to reduce labor,
  work-in-process inventory and floor space.
• Recommended process changes that would reduce RM,
  WIP, and FGS inventory by 88.5 million.
• Analysis led to the cancellation of nearly
  100,000 in unnecessary purchase orders.

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General Impact

• As MBA interns in a large company we bring a new
  and fresh perspective to the way business is
  done.
• The Lean class has given us the skills required
  to analyze and identify best practices, as well
  as to identify areas where visual factory and 5S
  could improve the existing processes.

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General Impact

• Since we know that implementing Lean
  Manufacturing is a lengthy process, we have
  helped companies set up basic processes and
  understand the basic concepts of Lean.
• One of the most important core concepts of Lean
  that we have tried to concentrate on is waste
  reduction.