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Foldcraft ’ s Lean Journey. Brian Kopas Vice President of Operations Foldcraft Company. Company Overview. Founded in 1948 100% Employee Owned since 1991. 215 Employees Trade Name Plymold 3 Mfg Locations: Kenyon MN (325,000 sq ft) Bloomington MN (50,000 sq ft)

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foldcraft s lean journey

Foldcraft’s Lean Journey

Brian Kopas

Vice President of Operations

Foldcraft Company

company overview
Company Overview
  • Founded in 1948
  • 100% Employee Owned since 1991.
  • 215 Employees
  • Trade Name Plymold
  • 3 Mfg Locations:
    • Kenyon MN (325,000 sq ft)
    • Bloomington MN (50,000 sq ft)
    • Corona CA (17,000 sq ft)
what does foldcraft do
What Does Foldcraft Do?

“We help our customers fulfill their brand image.”

slide5

Foldcraft’s Lean Journey

YTD through 11/96, Pella conducted 762 events…

Overall productivity has increased by 45% since ‘93…

Delivering an 8%-10% improvement per year…

60% reduction in order-shipment lead-time

WIP reduction of 50%.”

Industry Week

publishes

“Kaizen Blitz”

9/97

slide6

Industry Week

publishes

“Kaizen Blitz”

9/97

1st Foldcraft Shopfloor Event

8/98

Participate

in Pella Event

6/98

Pella

Visit

5/98

Foldcraft’s Lean Journey

slide7

Foldcraft’s Lean Journey

1st Foldcraft Kaizen Event Results:

25% Productivity Increase.

66% WIP Reduction.

50% Floorspace Reduction.

Knew enough to be dangerous! Recognized the need for expert guidance.

slide8

FoldcraftEngages TBM

12/98

Foldcraft’s Lean Journey

Industry Week

prints

“Kaizen Blitz”

9/97

1st Foldcraft Shopfloor Event

8/98

Participate

in Pella Event

6/98

Pella

Visit

5/98

slide9

1st

Event

With

TBM

1/99

Foldcraft’s Lean Journey

slide10

Foldcraft’s Lean Journey

Table Manufacturing/Laminating Process:

Heartbeat of our business.

We thought many events over months, TBM said “One!”

Worked round-the-clock to move major equipment.

2 Teams (24 team members, 22 contractors, 10 maintenance personnel & countless others).

Results were stunning!

slide11

1st

Business

Process

Event

1/00

Foldcraft’s Lean Journey

1st

Event

With

TBM

1/99

slide12

Foldcraft’s Lean Journey

Quote and Order Processing:

Could mfg faster than we could enter the order!

Much “harder” than Mfg events.

Mfg more accustomed to measurement, change.

Greater potential for improvement in the office.

slide13

1st

Policy Deployment Event

7/00

Foldcraft’s Lean Journey

1st

Business

Process

Event

1st

Event

With

TBM

1/99 1/00

policy deployment example
Policy Deployment Example

“HOW”

Breakthrough

Thinking

“HOW MUCH”

slide15

Created “Process Build”

7/02

Foldcraft’s Lean Journey

slide16

Foldcraft’sLean Journey

Process Build:

  • A team of five dedicated to building “lean”

equipment and supporting our Kaizen effort.

Incorporates unique to us safety, quality and productivity enhancing features into our processes.

  • Develops new “lean” processes in support of

product development.

“Free up the best to help the rest!”

slide17

Created “Process Build”

1st use of Lean Product Development

7/02

11/02

Foldcraft’sLean Journey

slide18

Concept

Development

Voice of the

Customer

Foldcraft’s Lean Journey

$

Lean Product Development Elements

Launch

Production

Preparation

Product Design

Idea

slide19

Launched

Daily

Walk

Through

1/05

Foldcraft’s Lean Journey

slide20

Daily Walk-Through:

Plan - Annual Goals “Deployed” to each cell.

Do - Daily Cell Operation & Plan Implementation.

  • Check - Operations leadership visits the cells every day to review performance.

- 1 hr. commitment daily.

- Cell Supervisors present performance.

  • Act – Kaizen Newspaper Items.

- Action items are assigned to specific individuals or support resources such as Engineering, Maint, and Process Build.

- Open action status is reviewed during walk-through.

slide22

Safety

Quality

Delivery

Cost

SQDC Performance Board

slide27

New 1st line

leadership

to drive

MDI

Launched

Daily

Walk

Through

1/05

5/05

Foldcraft’s Lean Journey

slide28

Managing For Daily Improvement

  • Focusing on every process cycle to insure

we do it with the right Safety, Quality and Cost

the 1st time, every-time.

  • Focusing on making the next cycle better than

the previous by eliminating waste and

Abnormalities.

Fixing it Today vs. collecting data to fix it tomorrow .

slide29

Foldcraft’s Lean Journey

  • Managing for Daily Improvement (MDI) by eliminating waste and abnormalities is an expectation of all management.

Two of these trend lines are unacceptable!

slide30

New 1st line

leadership

to drive

MDI

Hands On

Training

Lab

Created

Launched

Daily

Walk

Through

1/05

5/05

4/06

Foldcraft’s Lean Journey

slide31

Information Application Integration

Hands On Training Lab

First week in the life of ALL new employees.

Introduction to FC culture, customers, strategies.

  • Provides understanding of FC business concepts

-Lean, Kaizen, Standard Work, products.

Safety, Safety, Safety!

Demonstrates that “We’re glad you’re here!”

slide32

Self

Directed

Work Teams

Created

New 1st line

leadership

to drive

MDI

Hands On

Training

Lab

Created

Launched

Daily

Walk

Through

1/05

5/05

4/06

6/09

Foldcraft’s Lean Journey

slide33

Self Directed Work Teams

Mfg processes were working in flow, business processes were not.

Traditional dept. and leadership structure created bottlenecks and barriers to flow.

Depts were groups of individuals, each working to please their manager vs. teams working to please their customer.

Requires a transition from holding people accountable to people being accountable!

slide34

Mfg Lead-Time 66%

Floorspace 50,000 sq. ft.

Productivity 240%

Claims 48%

On-Time 95.2% 99.3%+

Results Achieved ‘98-Present:

>30% of sales today are from in-sourced or new items.

Barely scratching the surface!!

slide35

Results Achieved

A Major Customer Example:

Nearly 62,000 shipments from ’00 – ‘11.

Only 32 late shipments.

That’s 99.95% on-time performance!

slide36

Key Lessons Learned:

The success of the journey is directly linked to the authority and commitment of its champion.

Utilize an outside Sensei to speed progress, leverage a network of others on the journey, and to see-through organizational blind spots.

It’s not about tools…It’s about people.

Have patience and perseverance for the journey. The further you travel, the more you’ll recognize the distance to be traveled.

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