Seattle Lighthouse Reduced Part Cycle Time By 28% With GLSS
GLSS Green Belt John Pettit demonstrated the power of Lean Six Sigma by volunteering his time and expertise to support a local nonprofit. By identifying and removing waste from a key process, John helped the organization increase service capacity, generate additional revenue, and better serve its community. Congratulations to John for successfully applying Lean Six Sigma methodology and tools to create a meaningful, lasting impact.
â Craig Tickel, GoLeanSixSigma.com Master Black Belt Coach
Project Charter - Problem Statement
LH currently ships between 1,200 and 1,400 Stuff Sack ship sets per month, but the true production cycle time is unknown. Monthly output must increase to 3,000 units by the end of August and reach 6,000 units in early 2018. Without reliable cycle-time data, management cannot determine whether these production targets and deadlines are achievable.
Project Charter - Goal Statement
Project Charter - Scope
- Start: Work order by part or ship set
- End: Work order parts packed, palletized and ready to transport to Shipping Dept.
- In: Part work order, materials, process steps and WIP.
- Out: Ship sets of (1) PJ Flaps Assy. SS96-032, (2) PJ Patch Web/Buckle Assy. SS96-031, (1) Bottom Panel SS96-028, (1) Top Strap SS96-033, (1) Body Panel SS96-027
Project Charter - Business Case & Benefits
- Not meeting these production targets will jeopardize a substantial long term revenue stream for both companies.
Project Charter - Timeline
| Phase | Planned | Actual |
| Define | 05/27/2017 | 06/15/2017 |
| Measure | Â 06/02/2017 | 07/01/2017 |
| Analyze | 06/09/2017 | 07/10/2017 |
| Improve | 06/16/2017 | 07/14/2017 |
| Control | 06/20/2017 | 07/15/2017 |
Project Charter - Team Memebers
| Position | Person | Time Commitment |
| Team Lead | John Pettit | 75% |
| Sponsor | Brent Weichers | 10% |
| Team Member | Stuff Sack Area Lead | 20% |
| Team Member | Job Coach | 20% |
| Team Member | Shop Floor Rep | 20% |
Operational Definitions - Key Terms (Specific to The Lighthouse for the Blind)
LH: Lighthouse for the Blind
Stuff Sack: A waterproof sack used to compress a sleeping bag and keep it dry in the field. It consists of five components: 1) Patch Web/Buckle Assembly, 2) Bottom Panel, 3) Body Panel Assembly, 4) Top Strap Assembly, and 5) PJ Flap Assembly
Primary Contractor: The organization that subcontracted LH to produce the Stuff Sack components, which it then assembles into a finished product
Ship Set: A complete set of the five Stuff Sack components shipped together
DoD: Department of Defense
Support Staff: LH personnel who provide low-skill services and are not assigned to Stuff Sack production but are available as needed
Operational Definitions - Key Terms
Takt Time is the rate, or rhythm, at which a finished product must be completed to meet customer demand
Cycle Time (CT) is the actual time required to complete a process from start to finish and produce one unit. An employeeâs cycle time must meet takt time while allowing for an appropriate safety buffer
Process is the series of steps required to produce a product
WIP refers to the raw materials, labor, and overhead costs associated with products at various stages of the production process
Ship Set is a complete set of all parts required to assemble one Stuff Sack
Operational Definitions - Stuff Sack Process Flow
Key Takeaway: Stuff Sack consists of (6) non-sequential processes, with PJ Flap being the most complex and time consuming
Operational Definitions - PJ Flap Process Flow Diagram
Key Takeaway: PJ Flap includes (4) parallel process, with the critical path represented by red boxes
Operational Definitions - Data Collection Plan
Operational Definitions - Data Collection Form
Key Takeaway: Used median times, with hi and lo times eliminated. Cycle times estimated for the production of (1) unit
Total Cycle Time by Stuff Sack Part - Total Cycle Time by SS Part â (1) Ship Set
Q: How do we know what it takes to meet customer demand?
A: Cycle Time Analysis
Key Takeaway: 20-25 minutes to produce (1) ship set
Cycle Time Analysis - 3K Ship Sets Per Month - Level 1 Analysis: SS Cycle Time by Part (3K)
Key Takeaway: Reducing PJ Flap and Patch WB cycle times are critical to success
Cycle Time Analysis - 3K Ship Sets Per Month - Level 2 Analysis: PJ Flap Cycle Time by Function (3K)
Key Takeaway: Sewing function appears to not meet customer demand
Cycle Time Analysis - 3K Ship Sets Per Month - Level 3 Analysis: PJ Flap Cycle Time by Process Step (3K)
Key Takeaway: Process cycle times meet Takt Time required at 3K/Mo.
Cycle Time Analysis - 3K Ship Sets Per Month - 3K Load Analysis, 100% Cross- Trained Staff
- Assume employees skills sets are interchangeable
- Does not recognize that employees have a different array of capabilities
- (8) employees with room to spare under Full Takt Time
- Test skill qualifications for each skill
Key Takeaway: (8) 100% cross-trained employees required
Cycle Time Analysis - 3K Ship Sets Per Month - 3K Load Analysis, Current Staff Size, Skills & Equipment
- Load allocations reflect operator specific training
- (12) employees required
- (2) sewing station operation at 62% of Full Takt Time
- (1) Two-person team RF Sealer
- (1) Two-person team Sonic Welder
- Higher levels of cross-training would allow more efficient use of staff
- Adding (1) sighted employee would free- up Faiza & Ernie for monitoring production and cross-training
Key Takeaway: Meeting 3K/Month production target is doable with existing shifts, personnel, skills and equipment
Cycle Time Analysis - 6K Ship Sets Per Month - Level 1 Analysis: SS Cycle Time by Part (6K)
Key Takeaway: The cycle time of 4 of 6 Stuff Sack parts exceed Full Takt Time, with PJ Flap and Patch WB needing the most improvement
Cycle Time Analysis - 6K Ship Sets Per Month - 6K Load Analysis, 100% Cross-trained
- 18-20 100% cross- trained employees required
- (3) sewing station for PJ Patch
- High need skills: Sew PJ Patches, Sew PJ Web loops, Part Marker
- 2nd Shift (4 employees) for RF Sealer and Sonic Welder; possibly (2) solo operators
- Adding (1) sighted employee is essential to perform tasks requiring visual inspection: Slitter, Inspection
Key Takeaway: Additional personnel and cross training are required
Cycle Time Analysis - 6K Ship Sets Per Month - 6K Load Analysis, Current Staff Size, Skills & Equipment
- Personnel skills is a barrier to load leveling
- (3) sewing station for PJ Patch
- High need skills: Sew PJ Patches, Sew PJ Web loops, Part Marker
- 2nd Shift (4 employees) for RF Sealer and Sonic Welder; possibly (2) solo operators
- Adding (1) sighted employee is essential to perform tasks requiring visual inspection: Slitter, Inspection
Key Takeaway: Additional personnel and cross training are required
Challenge Skill Criteria - Criteria: Slitter-sheeter machine operator needs to be fully sighted
- Q. Why does a slitter-sheeter operator need to be sighted?
- A. Because cause they have to visually inspect material for flaws.
- Q. Why is visual inspection of the material needed?
- A. Because the operator needs to see potential flaws.
- Q. Why does it need to inspected at the slitter?
- A. It doesnât, it just needs to be inspected.
Solution: Install flaw detecting cameras on light table or have inspection done by sighted employee
Key Takeaway: Drilling down of skill requirements can lead to unanticipated alternative solutions to cross-training, e.g. technology, changes in standard work
Walk Time and Layout Design Analysis - Stuff Sack Spaghetti Map - Before
Key Takeaway: A picture is worth a 1,000 words
Walk Time and Layout Design Analysis - PJ Flap Spaghetti Map - Before
Issues:
- No organic flow between work stations
- Presence of other departments disrupts flow and increases walking distances
- Bulk WIP dispersed throughout department
- Remote work stations preclude monitoring & increase walking distances
Key Takeaway: PJ Flap traffic pattern is representative of the department
Walk Time and Layout Design Analysis - PJ Flap Spaghetti Map - After
- Positioned equipment to reflect organic flow of WIP
- Centralized bulk WIP rack
- Introduced concept of a âMilk Runâ for supplying materials and picking up completed work
- Dedicated space for pallets and boxes
- (2) dedicated strapping stations
- (2) assembly/sort work stations not open surface tables
- Timely pick up of completed work orders assigned to Shipping Dept.
Key Takeaway: Centralized WIP and âMilk Runâ clean up traffic patterns
Walk Time and Layout Design Analysis -Walking Study Approach & Methodology
- Current work stations are lean to accommodate Blind operators
- Insignificant non- value added operator motion
- Walk distance impacts material handler
- Walking distances stepped off based on process flow diagrams
- Frequency of trips estimated by Supervisor
Key Takeaway: Operator motion is limited. Reducing wasted motion will not have a direct impact on the Stuff Sack cycle time
Walk Time and Layout Design Analysis -Walking Distance Before and After Proposed Layout â 6K/Mo.
All Parts:
77% reduction in walking distance across all Stuff Sack components
11 fewer miles walked per 6,000 ship sets
11 hours freed for value-added activities
Highlights:
96% reduction in walking distance for the PJ Flap
78% reduction in walking distance for the Patch Web/Buckle
Key Takeaway: (11) additional hours for value-added activities, e.g., monitoring production, cross training & troubleshooting
Bonus Improvements - Assembly & Sorting Work Station (Design Stage)
Assembly and sorting are currently performed on 10-foot folding tables that are too high for seated work and too low for standing
Large, open surfaces tend to attract clutter and are often used for unintended purposes
Workstations designed specifically for assembly and sorting will improve motion efficiency and ergonomics
A standing workstation design is preferred
Existing workstations may be repurposed for Stuff Sack production
Bonus Improvements - Strap Cutter Loader (Implemented)
- Original process involved loading a reel between the two wheels using a thin rod as the axel, then suing small clamps on each side. This process was performed on the floor (poor ergonomics)
- Since there was only (1) stand only 1 of 2 web cutters could be in simultaneous operation
- Original process took 17 min, the same as the time it took to run a cycle of strap cutting
Bonus Improvements - Strap Cutter Loader (Continued)
- The new Web Reel Holder feeds the material at the correct height. There are 2 loaders to allow both cutters to run simultaneously
- The white plastic discs that hold the reel in place are replaced by clear plastic to allow the employee to see when the reel is about to run out (currently being manufactured)
- The gas shock lifts the loading arm when the reel runs out. The locking latch holds the arm down when running
Bonus Improvements - Strap Cutter Loader (Continued)
- The âdonutâ allows for the two different size of reels to be loaded on either stand
- A ruler was mounted on the loader to check proper length
- New process time is 50 seconds, which is a reduction of 16 minutes, 10 seconds
Bonus Improvements - "Milk Runâ Cart
- Erratic and frequent sewing station replenishment and finished product pick- ups are significant contributors to wasted motion
- Introduction of a âMilk Runâ dramatically reduces wasted motion
- Milk Run 4x daily
New Staffing / Takt-Load Leveling Tool
Automated Operator Standard Work Sheet
Production Monitoring Form & Process
Production is currently measured by work order, which does not accurately capture process cycle time
Some workstations are equipped with manual or electronic counters
Real-time production data is not captured or monitored
A new production monitoring form will be posted at each workstation
Supervisors will monitor and manage production throughout the day
Run charts will be created and maintained to track individual and department performance
Observations & Recommendation
Issue work orders by ship set
Protect the PJ Flap critical path
Limit the supervisorâs direct production time to allow greater focus on value-added management activities, such as monitoring production, troubleshooting, and cross-training
Maximize cross-training opportunities based on employee abilities
Remake the defective bottom cutter die to eliminate the gap
Create multi-piece dies for patches and pockets
Assign workstation operators responsibility for setup and cleanup
Modify the input and output bins at the RF sealer workstation to maintain target production levels
Assign the Shipping Department responsibility for picking up completed work orders
Restrict designated spaces and equipment to their intended uses
Reduce WIP storage to increase process velocity
Control production quantities by grouping materials into bins based on planned daily output
Replace two worktables with two workstations designed specifically for parts assembly and sorting
Already Implemented:
- Create Strap Cutter Loader
- Activate 2nd strap cutting machine
- Mount strap measuring rule on strap cutter
Project Storyboard
