Feature Article Lean Manufacturing at BIMAC by Noel Davis, President, BIMAC Precision Castings T


o be leaders, we have to engage people with a vision. All of us have to find a way to get things done, regardless of the obstacles of our time. We have to tap into our own versions of how, with tight resources, unusual groups of people thrown together, to manage to be successful during difficult times. Today we all see a shortage of trained workers. We need to train for another generation.


The Origins of “Lean” In 1941 the United States of America was plunged into War, just having recovered from The Great Depression. Manufacturing output had to increase during a time when labor was severely constrained. During that time, Training Within Industry (TWI) programs were developed and adopted successfully to increase manufacturing productivity with non-skilled workers. The WWII American workforce, caricatured now as Rosey the Riveter and 4-F Buggs Bunny, actually exceeded the output of past legacy factory workers. There are people available, they need to be trained. Private groups continued to teach elements of the TWI program to help rebuild the economies of Europe and Asia. In short, these originally American industrial


improvement programs


were well received in Japan and were harnessed by companies like Toyota – the beginnings of Lean Manufacturing and Kaizen. We have forgotten its origin, purpose, and success.


How to Start?


It is important to consider carefully how and where to start. The Lean Journey should not be a training series, but a cultural change championed by leadership tied to the strategy of the company. Without an overall strategy, Lean Implementation, will not have significant sustainable business improvement. Regardless, the start is wherever the company begins this


34 ❘ August 2023 ® Lean Event


5-S Kaizen series of Rapid Improvement Events in Ceramic Mold Work Center


Business Case: Reshoring potential: Shorter lead times will create opportunity to get more business from legacy customer


importing from China


Focused Area: Ceramic Molding Metric Set Standard 5-S for other Work Centers


Goals:


On Time Delivery 100% To customer Kadant Black Clawson


Leadtime Downtime


Standard Work Table 1


journey – the intent of the start is what is important. BIMAC’s Lean start is an integral


part of our overall strategy to achieve sustainable year-over-year growth targets for the company. We have to think through the dimensions of external customers and product families versus internal


operational areas. We want


to make significant improvements but balance that desire by devising small achievable steps. We worry that if we do not have the resources for day-to- day operations, how will we have the resources to simultaneously make real improvements?


Collaborating with


people and getting them to change is always a challenge. It is particularly important


to demonstrate a credible


perceived “win” early in the process and build momentum. Training perceived as “a waste of time” will kill enthusiasm. BIMAC started a first improvement event, Kaizen, in a specific area, selected for a high probability of success, to create momentum for future improvements, which fit into the company’s overall business strategy. Company


leadership experience


with a Lean journey is extremely important, but strong industry specific


experience paired with a resource with Lean implementation experience is just as good. It is imperative that the company’s strategy be paired with the implementation. We envision a series of improvement


activities, each one in turn gaining sequential buy-in, growing momentum with our people, solving real problems, ultimately achieving the strategy of the company.


Where to Start? BIMAC is a 64-year-old company in the metal casting business consisting of a small foundry with basic shell-making capabilities. We have embarked upon our


Lean Manufacturing journey by


starting with a 5-S Kaizen in our oldest casting process, the Osborn-Shaw ceramic mold casting process. BIMAC’s Shaw process uses a mixture of refractory aggregate, hydrolyzed ethyl silicate, alcohol, and a gelling agent to create a mold. This slurry mixture is poured into a reusable large wood & resin pattern up to 75” inches in length. Once the slurry is hardened into a rubbery


state, the pattern is


removed. A torch is used to ignite the mold to burn-off volatiles. Our Shaw


50% Reduce by half 0%


Eliminate waiting for materials


100% Easier training of backups to mitigate absenteeism


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