The assembly line was a traditional batch and queue design. Overflowing with work-in-progress inventory, some operators were overburdened while others waited for work. Also, the poor flow of materials made it difficult to predict hourly / daily output.    

Under the direction of the Lean Engineer and Line Manager, a cross-functional team was formed with representatives from operations, maintenance, quality, and engineering. The Kaizen Week began with all team members attending a half-day Introduction to Lean Workshop, which included a “flow” simulation exercise. The team members then split into groups to map the process, time each task, and create spaghetti diagrams for both operator and material movement.

On day 3 the full team reviewed the Value Stream Map and non-value adding tasks were either eliminated or reduced. The team also agreed on a new Line Balance Chart and ‘U’ shaped Line Layout. Day 4 was extremely busy with everyone involved in setting up the new line layout and relocating some machines which required validation. At 06:00 on day 5 with great anticipation, the new process began operation.

By the end of the Kaizen week the following had been achieved:

• The workstations were grouped into a ‘U’ shape, producing a product family.
• The product family employs common materials, tooling, set-up procedures, cycle times, workflow, etc.
• The cell is flexible to allow for changes in volume and product mix.
• The ‘U’ shape facilitates flow in and out of the cell. In addition, it aids in help and communication between team members.
• A simple Continuous WIP (Conwip) system was introduced to maintain WIP at a minimum level.
• All involved in the Kaizen Week having at first hand witnessed the simplicity and power of Lean Manufacturing became huge advocates for the subsequent roll out across the plant.