L E A N

Big Results With Less

NIST program helps small organizations eliminate waste
by
Tamara Nystuen

W ITH A NEW focus on domestic security, companies involved in related tech-

nologies and systems have been called on to significantly increase produc-
tionefficiently and rapidly.
One of those companies, Garrett Metal Detectors, a manufacturer of
sophisticated handheld and walk-through security detection devices, was
able to respond quickly and successfully to a 300% increase in orders
because it implemented lean manufacturing in its Garland, TX, plant.
Garretts security detection products are used worldwide by law enforcement agencies, air-
port authorities and school districts. Garrett also is the vendor of choice for the International
Olympic Committee and has provided security equipment for every Summer Olympics since
1984 and for the 2002 Winter Olympics in Salt Lake City.
Like other small manufacturers, Garrett had
heard about lean manufacturing but wasnt
sure how to get started. Leadership of this 100-
employee company knew it needed to
improve manufacturing processes to stay agile
and competitive in the marketplaceespecial-
ly in the walk-through metal detector area.
A phone call to the Texas Manufacturing
Assistance Center (TMAC), an affiliate of the
National Institute of Standards and
Technologys (NIST) nationwide Manufacturing
Extension Partnership (MEP), helped get the
ball rolling. TMACs lean team toured
Garretts operations and immediately identi-
fied a few key improvement opportunities.
TMAC conducted a Lean Manufacturing
101 training course for Garretts walk-through
detector team. After completing this training,
the team identified how to balance assembly
operations by flowing the product through
the process.

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LEAN IMPLEMENTATION: Labinal Aero Defense Systems worked with the Oklahoma Alliance for Manufacturing
Excellence to implement lean manufacturng in its Pryor Creek, OK, plant. Employees started lean on a line that makes
wire harness systems for Boeing Aircraft.

The TMAC team also engaged Garrett employees in
a value stream mapping exercise to identify nonvalue
added activities, an effort that eliminated more than
150 yards of motion in an operation that delivered
materials from a stock table to an assembly station.
Through these and other exercises, Garrett was able to
reduce required floor space by 33%.
In addition, Garrett hit its 300% production increase
with no additional staff and reduced cycle time by
75%shrinking the time it takes to produce one unit
from days to mere hours.
As a result of this lean project, we were able to
increase production three to four times with the same
number of people in half the space, said Bob
Podhrasky, a Garrett senior vice president.
Its time for lean
Lean manufacturing is about eliminating waste
across an entire companyfrom the shop floor to the
front office. Its about producing what customers want
when they want it. Its about focusing on the big pic-
ture and learning how to do more with less.
For many companies, getting started is the biggest
challenge. Thats where MEP can help. MEP is a nation-
wide network of not-for-profit centers in more than 400
locations across the United States. Its sole purpose is to
provide small and medium-sized manufacturers with
the help they need to succeed. Services are fee based,
with fees determined by local market conditions.
Lean manufacturing is the stuff that you can go
back and do today. It doesnt require a large financial

52 I O C T O B E R 2 0 0 2 I W W W . A S Q . O R G
commitment to get started. Whether youre a compa-
ny of 10 or 10,000 employees, you will see benefits,
said Mark Sessumes, a TMAC manufacturing special-
ist. To get started, you just need a few people who
realize the company needs to change. Lean helps
change the mind-set across a company, giving
employees the ability to improve at all levels.
Theres room for improvement in nearly every com-
pany, and lean is an ideal way to get started. MEP staff
can help companies identify the best opportunities to
eliminate waste, looking at factors such as overproduc-
tion, inventory, defects, processing, transportation,
waiting, motion and underutilized people.
Every area of a company is interconnected. The
relationships arent always obvious, but in our experi-
ence, these connections are very important, said
Gerard W. Ward, president, Connecticut State
Technology Extension Program, another MEP affiliate.
Thats why lean works so well. It helps companies
target specific issues that, in
turn, lead to wide-ranging
improvements throughout Lean manufacturing is the stuff
entire organizations.
Lean tools that you can go back and do today.
Once the improvement It doesnt require a large financial
opportunities are identified,
MEP staff members work with commitment to get started.
companies to determine which
lean tools are right based on
the findings. Basic lean tools and services include:
Value stream mapping. Value stream mapping is a
tool used to create a material and information flow-
chart of a product or process. This powerful tool
allows companies to map the flow of product from
the back door as raw material, through all manufac-
turing process steps and off the loading dock as fin-
ished product.
Total productive maintenance. Total productive
maintenance (TPM) is a process to maximize the
productivity of a companys equipment for its
entire life. TPM fosters an environment in which
improvement efforts in safety, quality, delivery, cost
and creativity are encouraged through the partici-
pation of all employees.
Setup reduction. Setup reduction uses a four-step
changeover improvement process to help compa-
nies design no or low cost solutions to dramatically
reduce or eliminate changeover time.
Pull or kanban systems. Pull or kanban systems con-
trol the flow of resources in a production process by
replacing only what has been consumed. With these
systems, customer orders drive production sched-
ules, so production is based on actual demand and
consumption rather than forecasting.
Cellular or flow manufacturing. Cellular or flow
manufacturing is the linking of manual and
machine operations into the most efficient combina-
tion of resources to maximize value added content
while minimizing waste.
5S system. The 5S system is a series of activities
designed to improve workplace organization and
standardization. The 5Ss stand for: sort through all
items and remove unneeded ones; set in order
remaining items; shine or clean everything; stan-
dardize the first three Ss by implementing visual
displays and controls; and sustain the gains.
Kaizen blitz
A kaizen blitz is an intensive, focused approach to
process improvement that combines all or some of the
previously mentioned tools to rapidly make improve-
ments to a specific product or portions of a process.
Lean is a powerful concept,
but not every principle applies to
every company in the same way.
Thats the power of MEP: We can
help companies identify goals,
work with them to identify the
best approach and tools, and
coach them through the imple-
mentation process, said Chuck
Spangler, vice president, South
Carolina MEP. We can also help
companies measure the resultsan often forgotten
step.
Three companies recently worked with a MEP cen-
ter to implement various principles of lean manufac-
turing to achieve specific, measurable results.
1. Label printer
The first, Design Label Manufacturing, is an East
Lyme, CT, producer of pressure- and nonpressure-sen-
sitive prime labels for consumer products such as
automotive oil, tools, pharmaceuticals, detergents and
food. The 50-employee company has garnered both
national and international recognition for its quality,
having been awarded the Tag & Label Manufacturers
Institute award.
Not satisfied to rest on its laurels, Design Label
knew remaining competitive depended on its ability
to give customers the highest quality at the lowest
possible cost with the shortest lead time possible.
With the introduction of digital presses, the company
also knew its entire process for doing that could
change in just a few years.
In 2000, the digital press had not yet been adapted
to the label industry, but Design Label knew the
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B I G R E S U LT S W I T H L E S S
technology was imminent, so it began working with a
consulting company to bring lean techniques into its
operations. Unfortunately, Design Label had problems
sustaining any of the improvements it made.
Although the consultants visited for a week every
month and made a lot of changes on the shop floor,
operators reverted to their traditional process methods
once the consultants left. Design Label then asked the
Connecticut State Technology Extension Program
(CONNSTEP), a NIST MEP network affiliate, to help
implement lean techniques that would stick.
CONNSTEP organized a cross functional team of
employees to make the actual changes. Team members
were trained in basic lean principles through classroom
instruction and realistic, hands-on simulations. They
also were assigned homework to reinforce the lessons.
For example, after train-
ing in value stream map-
ping, the team created
current and future state
With the new floor layout alone, employees
maps to determine sources
of waste and how they
reduced space requirements by so much that
could be eliminated.
CONNSTEP staff stopped
the company now keeps finished goods in
in or provided assistance
by telephone if team mem-
the plant, eliminating the need to lease
bers had trouble in
between the training ses-
additional warehouse space.
sions.
CONNSTEP also held a series of kaizen workshops
on weekends to minimize disruption to Design
Labels production processes. During these work-
shops, employees reconfigured the entire shop floor.
One of the improvements they made was to move the
binderywhich consisted of several pieces of equip-
ment used to cut, count, stack and package labels
next to the press that created most of the work for the
bindery operation.
With the new floor layout alone, employees reduced
space requirements by so much that the company now
keeps finished goods in the plant, eliminating the
need to lease additional warehouse space. Design
Label also was able to cut lead time within a six-
month period to three days, beating the 10-day indus-
try standard by an entire week.
But employees didnt stop there. Rapid changeovers
led to increasing responsiveness, reducing finished
goods inventory by 50% and decreasing work in
process by 80%. And because employees were trained
in and thus owned the lean processes, their commit-
ment to change is high.
It wasnt outsiders changing things. It really was
the people here who made the changes, said Jeff
Dunphy, Design Label president. CONNSTEP guid-
54 I O C T O B E R 2 0 0 2 I W W W . A S Q . O R G
ed us through these changes, and it worked out much
better that way.
2. Metal stamping and assemblies provider
Bi-Link Metal Specialties is a provider of precision
metal stampings and assemblies used in a variety of
high-tech equipment such as wireless phones and
computers. In 2001, Bi-Links Deerfield Beach, FL,
facility decided to transform itself into a lean enter-
prise to reduce inventory, increase quality and pro-
ductivity, and improve customer service. It sought the
assistance of the Florida Manufacturing Extension
Partnership, a NIST MEP network affiliate, to guide it
through its lean transformation.
As a first step in the process, Florida MEP worked
with Bi-Links management to introduce the princi-
ples of lean manufacturing
to key employees. Florida
MEP staff presented a
Lean Manufacturing 101
workshop, providing all
team members with the
knowledge and tools nec-
essary to advance to the
next stage of the lean
transformation.
Next, Florida MEP staff
assisted Bi-Link with a
value stream mapping
exercise. At the initial stage of the process, Bi-Link cre-
ated a work cell on the production floor and
redesigned work stations to eliminate wasted motion
and expedite the flow process.
With Florida MEPs input, the Bi-Link team then
used a kanban replenishment system between the raw
materials warehouse and the production floor. These
changes virtually eliminated the majority of compo-
nent kitting and substantially reduced parts counting.
With the success of these initial projects behind it,
Bi-Link underwent a series of classroom training ses-
sions and kaizen events to implement lean manufac-
turing techniques throughout the organization. The
lean techniques implemented either on a plantwide
basis or on specific product lines yielded outstanding
results for this 110-person company. They included:
A reduction in work in process from two to three
weeks down to two to three days.
A 35% increase in labor efficiency.
A 50% reduction in customer lead times.
A 40% improvement in space utilization.
The Florida MEPs lean manufacturing approach
empowered our organization to meet customer expec-
tations while simultaneously optimizing our through-
put. The entire organization works as a team,
continuously modifying, improving and helping each
other get the job done, said Pete Krebs, Bi-Links
facility manager. The Florida MEP did a great job of
facilitating the paradigm shift in how we conduct our
business, and it has become our method of operation.
3. Aerospace manufacturer
Labinal Aero Defense Systems manufactures wire
harness systems for several Boeing aircraft at a plant
in Pryor Creek, OK. During the 1990s, Labinals busi-
ness was so successful it grew from 60 to 550 employ-
ees in a four-year period. Although this growth was
positive, it came with a few drawbacks.
In 1999, for example, Labinal outgrew its 50,000-
square-foot manufacturing facility, reducing capacity
and causing bottlenecks during the production cycle
when the wire harness manufacturing process had to
be stopped halfway through to set up for the other
half of the process.
Spurred by a presentation from the Boeing Co. on
the benefits of lean manufacturing, Labinal was con-
vinced implementing lean would improve its opera-
tions. A neighboring company referred E.J. Sweeney,
the companys lean manager, to the Oklahoma
Alliance for Manufacturing Excellence, a NIST MEP
network affiliate.
The alliance introduced Labinal to Lean 101
Simulation, an MEP lean manufacturing tool. After
reviewing the program, Sweeney asked the alliance to
schedule Lean Manufacturing 101 training for compa-
ny managers, including three executives from its
headquarters in France. Labinals managers were
impressed with the training and asked the alliance to
expand it to include key employees.
Due to this training, shop floor employees now have
a common language and vision, and they are commit-
ted to reorganizing and streamlining their workplaces.
One of the first projects was value stream mapping of a
product line scheduled to move into a new 80,000-
square-foot expansion to Labinals existing plant. In
addition to streamlining the production line, the pro-
ject included designing a layout that would signifi-
cantly reduce work in process and lead time.
Sweeney also developed accelerated improvement
workshops that trained employees how to implement
kaizen and measure continual incremental improve-
ments. Empowering employees to design their work-
stations into manufacturing cells dramatically
changed product flow and increased efficiency.
One of our employees designed a counterbalance
system for her hand tools that hangs above her head
and is tied to a string. When she needs a tool, she
pulls down and uses the tool, which goes back up
when she finishes, Sweeney said. I told her it would
never work but to go ahead and try it. It not only
worked, but now other employees are using her
design, and we havent lost or broken a tool since.
Results of the initial manufacturing step of the pro-
gram were significant:
Product cycle time was reduced by 11%.
Productivity jumped 336%.
Setup time fell from 480 to zero hours.
Nonvalue added travel time dropped by 98.5%.
Product travel time decreased by 90%.
Product volume increased by 11.6%.
Product defects were reduced to zero.
Inventory was decreased 82%.
Due to the success of this initial project, Labinal has
continued to train employees on lean manufacturing,
using the concepts of total productive maintenance,
the 5S system and cellular flow manufacturing to
achieve similar results.
Lean manufacturing has definitely had an impact
on productivity and efficiency, said Norman Jordan,
president and CEO at Labinal. Lean reduced the
number of hours it takes to build our products, and
were producing a significantly better product. You
can stand in one area of the plant and see entire prod-
uct lines built start to finish.
How to succeed
Passion for improvement drives a successful lean
manufacturing company. Firms that are successful in
lean:
Have internal drivers or champions.
Change their companys culture.
Dedicate appropriate resources.
MEP can help companies go above, beyond and
ahead. Lean is a component of 360vu, a new, integrat-
ed suite of tools and services developed by NIST MEP
to help manufacturers improve and blend every part
of their companies. Offered exclusively by certified
MEP providers, 360vu is an approach to business
designed specifically to help manufacturers take a big
picture look at how to improve their productivity,
profitability and competitiveness.
More information on MEPs lean program can be
obtained by calling 800-637-4634 or by going to
www.mep.nist.gov.
TAMARA NYSTUEN is principal of Nystuen Communications in
Ham Lake, MN.
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