Aligning efforts of new, remote facility with its HQ

Aligning efforts of new, remote facility with its HQ

Inadequate resources stymies need for flexibility, response

Discovering and filling a manufacturing engineering gap was the initial project presented to Implementation Engineers.

Analyses, software programs begin to close the gaps

Having implemented many similar projects, we worked with the plant’s team to identify all critical tasks and milestones required to transfer and start up the new products on time.

Visuals, labor reporting systems keeps tabs on jobs, staff

New systems were developed and implemented for labor and downtime reporting.

New product needs space, 2 more robots

One of the new products that the client wanted to produce had 13 weldments and 60 detail parts that were supplied to the customer. This new product was different than its other products and was to be made in the new southern plants.

Reporting system tallies, compares operators’ efforts

The production control system at the plant did not collect and report machine downtime or operator performance data effectively, so we reviewed alternative methods.

Keeping track of job sequence and hourly production

Machine uptime on the tube benders was crucial to customer deliveries and most tube-bending equipment was overloaded. Use of a Job Sequence Board and Hourly Production Scoreboard were critical to maximizing process throughput.

Other Tasks Completed

Our analysis determined the client’s new plant in the remote location needed two benders and four presses to support production in the peak season. The client is determining whether to build component parts ahead of plan or to outsource to other bending and press departments to other facilities.