We focused on transitioning the facility from a traditional batch-and-queue manufacturing system to one that could accommodate, in an agile manner, higher mix and smaller lot production based on true customer demand. We started by walking through the value stream to establish the current state of the operation and the management of that operation. It was clear that cycle times and stagnation of inventory were key to a number of issues faced by Watlow and its management. We identified the truly value-added steps and set to change the information flow to facilitate the smaller lot size production needed.  In the end, we established ‘broken-line” manufacturing cells and rapid flow lines.

Through changing the flow of production we were able to reduce PVC inventory within the system from 11,000 pounds to only 4,200 pounds. By collaborating with their supplier, we were able to reduce the floor space needed for this inventory by 50%.

We visualized the communication systems on the factory floor, thereby establishing flow management between processes in the factory with no expenditure on information systems or management systems.  This allowed us to reduce travel flow of product information by 70% as well as cut the lead time by 46%.

We also focused on the priority customers for Watlow. One such customer for tapered thermo couplers for a large semiconductor account occupied a large amount of capacity.  This change in method at Watlow was realized across other accounts too.  Transportation of WIP parts was reduced from 4486 to 1309 feet and work order open times went from 15 to 8 days. Finally, setup time was reduced 79%.