Marineland,Inc。

Marineland,Inc。在商业中超过35年,是世界上最大的商业和消费者应用程序的综合水生过滤系统制造商。他们的产品包括新鲜和盐水水族馆,泵,过滤器和相关配件,化学品,细菌和食物。Marineland为超市,餐馆,研究机构和宠物供应零售商提供活龙虾和鱼缸。他们的客户包括Petsmart,Petco,沃尔玛和独立零售店。他们目前有四个美国制造设施,共有400多名员工,年销售额为1.3亿美元。

挑战

Marineland面临越来越多的竞争在他们的业务的消费产品部分。他们的执行管理层试图通过将其电力过滤产品系列转移到中国的海上承包商来降低成本。业务的副总裁,已经拥抱了精益“思考”,使他的执行管理说服了依靠“思想”的行政管理是公司追求的正确方向,看看是否可以实现足够的节省,以避免将本产品转移到中国。There were several significant issues (e.g. payment terms, increased lead times, quality problems, increased inventory exposure, reduced flexibility to change and the inability to adjust to unexpected swings in demand) associated in moving the production offshore that would be avoided if the manufacturing was to remain in their Moorpark, CA facility.

解决方案

CMTC®他之前为整个执行管理人员和一个20人的精益实施团队提供精益培训,这次再次签约,以促进电力滤波器制造操作的改善。改善闪电战是一个密集的精益实施活动项目,在该项目中,团队成员应用精益原则和工具来快速改进过程。CMTC利用加州就业培训小组(ETP)的资金来抵消一部分的培训成本。在2004年4月的第二周的4天时间里,该小组进行并完成了4天的改善闪电战。

改进描述

The 4-day Kaizen incorporated the following Lean principles and tools: 5S’s of Workplace Organization, Kanban visual signals to trigger work flow, Point-Of-Use-Storage (placing all required inventory close at hand), set-up of sub-assembly Supermarkets, the re-layout and movement of manufacturing equipment into workcells, initiation of single-piece flow in workcells, establishment of visual work instructions, posting of hourly status boards with metrics and the retraining of production personnel. In addition, some quality issues were resolved and supplier price concessions were negotiated. The resulting benefits included: a 27% increase in labor efficiency, a 59% reduction in changeover time between power filter models, a 75% reduction in employee travel time and an overall cost reduction of 10%.

财务和投资影响

在Kaizen Blitz活动的第四天下午,该团队向执行管理提出了成就。Kaizen Blitz导致劳动力成本的年度减少10.6,000美元,每年供应商优惠每年49,000美元。然而,最大的影响是Marineland决定保留Moorpark,加利福尼亚州的电力过滤器的制造,而不是向中国送货。这导致保留了13名Marineland员工。

“底线是这个项目推迟了,至少暂时,从加利福尼亚州到中国的制造业工作。”

加里史密斯
VP.

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