WHY IT WAS DONE
- To create a quick response team and process dedicated to the engineering and purchasing of parts for small (simple) pumps – VCM, VLK
- To create takt, flow and pull in the team and in the area
- To determine the items that need to be stocked in inventory to assist the program
WHAT WAS DONE
- Training in Takt, Flow and Pull
- Created a team dedicated to the quick response ideal
- Process flow chart (current and future state) documented
- Brainstormed ideas as to how to implement the new program
- Created a VCM “Quick Ship” program
- Developed relationship with motor vendor
- Created 3 layouts, with pros and cons, to help determine new layout for engineering and the co-location of instrumental departments (purchasing and documentation – within engineering – see layout design below)
- Customers do not like long lead times; and would be willing to pay for a product that is quicker and of superior quality
- Even engineering needs to adopt the lean ideals of takt, flow and pull
AND THE RESULTS...
- A documented and executed reduction in lead time from 17 weeks to 6-8 weeks.
- Process improvement times:
- 44% time savings
- 65% reduction in throughput in engineering
- Average savings per VCM order: $$$$
- Approximate increased sales earnings: BIG BUCKS!!
VISUAL CONTROLS AND METRICS
- Created a standard data package for quick ship pumps
- Created criteria for the VCM quick ship program (which includes size, material type, paint, testing, motor, seal, etc.)
- We need to shorten our lead times in order to be competitive in the market
- You may need to burn a few boats to get where you need to be – create a sense of urgency
- Never say impossible
- Learning from a sensei was a great experience!