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August, 2015 ElEctronic Mfg SErvicES
Lean Manufacturing: Lectronics Completes “Do” Stage
By Jeff Riedel, Lean Champion, Saline Lectronics, Saline, MI S
aline Lectronics is being trans- formed into a lean organization in which continuous improve-
ments help enhance customer satis- faction, safety, quality, delivery, and profit. As detailed in previous arti- cles, the firm is engaged in a Lean Implementation effort to restructure and revitalize all aspects of the com- pany towards lean manufacturing. The initial phase of this overhaul fo- cuses on designing and implement- ing a complete lean system to manu- facture a new product for a customer supporting medical markets. Once this system has been fully imple- mented and perfected, Lectronics will apply the same lean principles to other areas of the organization and for products in other markets. Saline Lectronics recently com-
pleted the second stage of the plan, do, check, adjust (PDCA)
lean
methodology cycle, the “do” phase. To launch this second stage, the compa- ny acquired several pieces of auto- mated assembly equipment to imple- ment a lean manufacturing cell capa- ble of supporting the medical cus- tomer’s requirements for higher pro- duction volumes. Launch of the sec- ond stage was successful, greatly aid-
Saline Lectronics’ technicians performing different stages of
assembly work on the new lean, part-transfer system. This system was designed to accommodate the various arm-reach capabilities of each technician to help reduce fatigue.
spend most of their time and effort during the PDCA cycle in the “do” phase, since they are more comfort- able performing actual, physical
tems are released to higher-volume production levels.
If properly
planned (according to the first PDCA stage), the “do” phase makes it possi-
ed by the effective implementation of the PDCA first stage, the plan stage. In pursuit of lean manufactur- ing practices, many manufacturers
work rather than executing tedious planning. During the “do” phase, equipment is installed and launched, processes are tested, and pilot sys-
ble to launch a manufacturing line quickly and efficiently, and move from low-volume to high-volume pro- duction without interrupting the flow of parts to a customer. For fi- nancial stability, large capital invest- ments, such as automatic test and manufacturing equipment and tool- ing fixtures, can be evaluated at low- volume pilot levels before making commitments to major investments for equipment that may not function properly at higher-volume levels.
Measuring Success The “do” phase of the PDCA cy-
cle can be viewed as a scorecard, to measure how well the Lean Team ex- ecuted the PDCA planning phase. A smooth and successful launch in the second PDCA phase is attributed di- rectly to crafting a solid plan for each manufacturing element. This plan includes inputs from every member of the Lean Team, including opera- tors and support personnel such as maintenance, purchasing, and engi- neering staff. Specifically, the Lec- tronics’ Lean Team Leader observed each operator as they performed their work on the pilot production
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