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Streamlining Manufacturing Processes to Reduce Waste at Seaboard International Inc.

Explore the history and evolution of Seaboard International Inc., now Weir Seaboard Products, and delve into Lean and Six Sigma methodologies to optimize operations, reduce waste, and enhance overall quality control.

stewart-velazquez
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Streamlining Manufacturing Processes to Reduce Waste at Seaboard International Inc.

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  1. SEaBoard InternationalInc. Brent Currie Yasmin Jaber Celeste Thomson Clifford Traugh Management 602 3/1/2012 Dr. Attaran

  2. The history • Originally called Bakersfield Oil Tool • Family owned job shop for oil tools by Irv Duhn in late 1940’s • Rex Duhn took over the company and took it international • Renamed to Wellhead Incorporated, after the Persian Gulf War • In 2007, Wellhead Inc. was acquired by Seaboard International. • By 2011, Weir Oil and Gas acquired Seaboard International. • Currently known as Weir Seaboard

  3. Products • API Wellhead Products • S-22 Casing Head and Spools • S and SD Tubing Heads • SMB-22 Multibowl • Independent Wellhead Products • Casing Heads: W75, W92 • Tubing Heads: WK, WR, W2F • Accessories: Belled Nipples, Drilling Flanes

  4. products • Specialty Wellhead Products • Communication Slick Joint • Fas Dril Unihead • NW-A and NW-B Casing and Diverter Heads • QDC Quick Lock Drilling Coupling • Q92 Wellhead System • Valves • Series 500 • Series 1500 • Series 1600

  5. Scope of Practicum • The process of receiving and manufacturing the product. • What problems may have caused the relatively high waste rate within the company? • What can be done to assist Seaboard International in reducing these wastes? • Can these waste products be reused in any way before they are wasted?

  6. Non-Conformance Report Data

  7. Pareto Chart

  8. Cause and Effect Chart

  9. Operator Error • Incorrect Tool Offset • Incorrect Edit • Incorrect Program • Incorrect Tool • Incorrect Insert • Operator Not Paying Attention

  10. How Lean can reduce Waste of Capital • Make steel suppliers in multiple sizes • 3 to 4 most common sizes • Continue to order 25 foot sticks for job shop projects. • Implement Just-In-Time Inventory • Less capital tied up in inventory • Less unused material just laying around

  11. How can Lean reduce waste of Time • Less Quality Control inspections • Currently QC is done 5 times • QC of Raw Materials • QC after Raw Materials are cut • QC after Machinist makes part • QC after assembly of machinists parts • QC after testing

  12. How Lean can cut unnecessary steps • Cut Quality Control to 3 steps • Inspection of raw materials • Inspection after machinist makes part • Inspection after testing

  13. Reduction of Defects through Six Sigma • Define- Too many defects coming out of Manufacturing. • Measure- We found that most defects were caused by were operator error. • Analyze- What can be done. • Purchase new machines that require less input from operators. • Purchase Robotic Machines to do the most common manufacturing procedures. • Establish two man teams.

  14. Six Sigma Continued • Improve- Implement one of these options to increase overall quality. • Control- Continuously monitor new techniques to ensure quality has been achieved.

  15. What we chose • Two man teams have the best chance of reducing errors without incurring a huge cost. • The operators can cross check each other’s work. • The dry run can be signed off by two staff members to ensure that it is done every time. • Accountability can be established.

  16. Update • Weir Group Merger • Bakersfield Location Scaled Down • Equipment Moved • Improvements?

  17. Thank you!! Hope you enjoyed the presentation!

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