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%.

We started by analyzing the current state and reviewing material flow at each position. We were then were able to establish a redesign goal based on a key strategy of putting the steel rolls back into raw stock. This was unusual in industry; once a coil of steel is put on the line it is usually fully run.

Their requirements were based on demand of 70 pallets per shift. They were initially able to achieve this with 3 full-time packagers. We focused on improving safety and ergonomics, reducing the space needed for the process, and reducing the number of personnel needed to meet demand. This was all possible by reducing the setup times and designing equipment to put the steel back.  This allowed OMS to manufacturer closer to customer needs and make available coils for other unique cutting and slitting needs.

Finished goods inventory was reduced by creating a quick changeover system and reducing lead-times. We also focused on office functions to eliminate errors, redundancies, and the waste of processing in order to speed up the flow of information. The demand for quicker responses came due to the factory putting away the steel and not occupying manufacturing time to run the steel out.  This freed up opportunities to offer unique orders to customers and fulfill more customized needs of the customer. In the end, the customer benefited greatly with more available capacity and variety from each machine line, and able to receive products to match their order needs.

We were able to perform packaging and slitting with personnel in the same area. The 70 required pallets per shift that originally needed 3 dedicated personnel could not be completed with only 2 people. OMS was able to increase capacity per shift in order to shutdown the third shift, saving the costs that went with it.  Finally, the square footage used for WIP and Semi-FG inventory areas was reduced by half.

These improvements allowed OMS to gain more control and stability of cash flow while better matching the movement of the commodity pricing. They were able to build a new raw material warehouse with a direct rail spur, further enhancing their ability to respond to increasing needs of customer orders.

This streamlining of processes, along with shorter lead-times and improved information flow, resulted in great customer service and agility for OMS.

We initially analyzed the entire value-stream to establish the need for linking operations based on takt time and flow methodologies. WhiteWater then worked through the entire business, from steel processing, to theming, to shipping, in order to identify and eliminate costs of quality, high labor costs, outsourcing stagnation, and need to expand operations.  They were able to conduct comprehensive production planning and administrative reform based on actual demand and the uncovered capacity on the frontline value-added processes.  This was a total transformation of the business.

After achieving savings of 30–35% in each frontline process, production management reform was able to leverage this into an overall savings of 30%. This also resulted in a significant reduction in lead-time for delivering finished products to customers. They can now output more products with fewer people, at a lower cost. Quality also increased naturally because the employees self-managed their work as well as designed the entire manufacturing system and communication system.

In 2015, WhiteWater Industries received Canada’s Best Managed Company Award.

With efforts underway, we developed and deployed a multi-layered production planning system for each client line of business. We did this at each process on the factory floors in four plants. We then developed and deployed a visual escalation board specifically for the leadership to utilize, thus preventing all future issues from stagnating.

We created a method to dynamically train and share new skills on the job, which was deployed to the frontline staff with eagerness. To further this, we developed a zero defect PDCA problem-solving system for the quality and delivery of each composite component.

We implemented custom information dashboards to share results and engineering challenges with all of BFG’s global facilities. This allowed the organization, as a whole, to replicate any successful methods discovered at any one of its facilities to deliver the best results for all customers.  Finally, we implemented cross-plant and cross-country on-the-job training to ensure world-wide stability for the entire enterprise.

Within a short time, throughput increased by 200%, while quality defects were reduced from an industry norm of 32% to 0% in only 4 months. On the production floor, WIP was reduced from 300 composite panels to just 50 at a given time in a given area.

Likewise, the manufacturing lead-time shrank from 2 weeks to same-day. Our deployment of our engineering and quality information system, which links the global organization, has shortened lead-times, highlighted the real needs of customers, and increased the quality of the products. With this revolutionary new system, the customer’s voice is integrated into the factory and quality processes.

To begin, we implemented visual production planning and started planning the capacity between the production and sales departments. SMED was introduced in order to lower machine setup times, thus allowing IMSA to achieve higher product mixes. From there, we developed and implemented electronic production planning and devised self-management systems to help the frontline staff make important operative decisions. This technology enabled IMSA to streamline all departments, including; Production, HR, Purchasing, Engineering, Maintenance, Laboratory, Sales, and Field Sales Engineers.

With an amazing turnaround, IMSA’s manufacturing-shipping lead-time was reduced by 88%. All works-in-process consisting of copper, aluminum, and PVC were reduced by XX million USD in working capital.

In the Finished Goods Warehouse an increase in product mix is also evident. Products available for sale “SKUs” increased 19 times. This was achieved with no implementation of information systems, no new warehouses, no new personnel, and no new equipment.

Enna designed, developed, and implemented IMSA’s own customized ERP software to incorporate quoting, HR, quality, engineering, internal logistics information systems, and sales.  Today, IMSA is the number one producer of electrical cables and magnet wires in their industry.