Job shops may be ill-advised to undertake a complete reorganization into FLEAN (Flexible and Lean) cells. A FLEAN cell would (i) be flex-ible enough to produce any and all orders for parts that belong in a specific part family and (ii) utilize lean to the maximum extent possible to eliminate waste.
This is the first article in an eight-part "reality" series on implementing continuous improvement at Hoerbiger Corporation. Throughout 2013, Dr. Shahrukh Irani will report on his progress applying the job shop lean strategies he developed during his time at Ohio State University.
In the August issue, we examined the lean tools that will and will not work in high-mix, low-volume manufacturing facilities. Now, we will examine how to implement the tools that will work in the job shop with an approach that expands the capabilities of value stream mapping.
Make no mistake -- lean manufacturing is here to stay. And no wonder. As a fiercely competitive global economy continues to alter companies’ “Main Street” thinking, that relatively new dynamic is spurring the need for “I-need-it-yesterday” production output. And for increasingly more industries -- big or small -- that means getting as lean as you can, as fast as you can.
When the term, “what you see is what you get” is applied in the computer
industry, it means that users or customers are able to see their end
results without the encumbrances of
complicated software code that enables
this function. Software works behind
the scenes ultimately to produce transparency and the desired effects. In
many ways, this concept should be
extended to the relationships that exist
between suppliers and buyers and even
among internal company departments.
Two high-volume gear production cells grace the shop floor at Delta Research Corporation in Livonia, Michigan. Thanks to lean manufacturing, these cells have never shipped a defective part to a customer since they were developed over three years ago.