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P
osted on a message board in the office of Matt Kurtenbach (Daktronics Vice
President of Manufacturing) was the quotation, “You can act your way into a new
way of thinking faster than you can think your way into a new way of acting.”
Indeed, meeting competitive challenges was nothing new to Daktronics, Inc.
(See Appendix A for company history.) Following a period of rapid sales growth (see
Exhibit 1), in February 2006 the forty-year-old firm made a formal decision to pursue
lean manufacturing. Up until 2006, Daktronics had increased its production capacity
by, in essence, replicating its existing operations, adding facilities, equipment, or peo-
ple—or some combination of the three. Reflecting on Daktronics’ lean manufacturing
journey in May 2010, Kurtenbach commented:
Four years ago we realized we had to fundamentally change how we were operating.
Given our rapid rate of growth, it was apparent to us that this replication method was
not easily scalable and the growth of the company could/would be limited by the abil-
ity to grow our manufacturing output. We simply couldn’t build buildings and hire
people fast enough. This realization led to the exploration of lean manufacturing as an
alternative way to increase our output . . . the driving goal was to eliminate manufac-
turing as a constraint on the growth of our organization. 1
Source: company records. Note: dollars in thousands, except per share data.
Copyright © 2012 by the Case Research Journal and the authors. The authors developed this case for class
discussion rather than to illustrate either effective or ineffective handling of the situation. The case was
presented at the North American Case Research Association Annual Meeting on October 29, 2010, in
Gatlinburg, Tennessee. This project was made possible with financial support via a NACRA case research
grant and South Dakota State University.
Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 97
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Yet now, amidst a 2010 sagging U.S. economy, the year ahead looked rough. Atten-
tion was increasingly being placed on cost reduction. There was also talk about lean
accounting . . . and extending lean into the office environment. Was Daktronics ready
for new initiatives such as these? How well had he—and the manufacturing opera-
tion—accomplished its mission?
98 Case Research Journal • Volume 32 • Issue 4 • Fall 2012
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cables, or infrared or radio links. The controller, therefore, managed each of the pixels
(literally, “picture elements”—the combination of tiny dots in rows and columns) that
formed the message or visual image.
In addition to the display module and the controller, other components in a digital
billboard as shown in Exhibit 2, were: (1) the power supplies (which converted the
AC voltage/current to DC voltage/current to power the electronics and the LEDs);
(2) the cable harness to connect the components; and (3) a cabinet to house the
aforementioned.
Source: Daktronics.com
Manufacturing at Daktronics
In 2006, Daktronics engaged in component manufacturing (e.g., printed circuit
boards) and system manufacturing (i.e., metal fabrication, electronic assembly, sub-
assembly and final assembly), with the use of subcontractors primarily for metal fabri-
cation and loading printed circuit boards. It used a modular approach for manufactur-
ing displays, meaning that standard product modules were designed for use in a variety
of different products, thereby reducing parts inventories. While custom projects were
built according to the customer’s specifications, they might be designed to include a
significant percentage of standard components.
An enterprise resource planning (ERP) system coordinated order entry, produc-
tion, customer service, and other functions, and facilitated communications among
employee teams throughout the sales, design, production, and product delivery pro-
cesses. In April of 2006, Daktronics employed approximately 1,400 full-time employ-
ees and approximately 700 part-time and temporary employees, including students
enrolled at nearby South Dakota State University (SDSU). In fact, it was estimated
that about 18 percent of the labor force in Brookings were SDSU students. The break-
down of employees by type of role within the organization is shown in Exhibit 3.
None of its employees were represented by a collective bargaining agreement, and the
firm believed that its employee relations were good.
Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 99
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Prior to 2006, Daktronics manufactured nearly all of its products at its main facil-
ity in Brookings (approximately 375,000 square feet on a 45-acre site). In 2007, Dak-
tronics opened a 120,000 square foot production facility to build larger digital bill-
boards in Sioux Falls, South Dakota. According to Daktronics’ 2006 Annual Report:
We are incorporating lean manufacturing concepts as we reconfigure our manufactur-
ing to take advantage of the new space available to us. We expect to gain efficiencies
in labor and space utilization, along with improved inventory turns, improved quality
control, and reduced lead times as a result.
In 2007, the company added an additional 80,000 square feet of manufacturing
space in Brookings and began manufacturing the Galaxy® line (smaller displays, used
primarily for on-site advertising) in Redwood Falls, Minnesota. The two primary rea-
sons for manufacturing the Galaxy® product line in Redwood Falls were: (1) it was a
highly standardized product; and (2) the lower ceiling height in the facility precluded
building larger video displays or billboards there. The Redwood Falls facility measured
approximately 100,000 square feet, which was primarily manufacturing space. At that
time, the company also expected that its investments in the Redwood Falls’ manufac-
turing facilities would increase, due to recent successes with the Galaxy® displays and
gas price digit displays.
Also during 2007, Daktronics’ total full-time employment grew by nearly 900
employees to 2,290, and its part-time and students to 935, with the employment
breakdown by function shown in Exhibit 3.
In 2008, Daktronics leased approximately 17,000 square feet in Shanghai, China,
for sales, service, and limited manufacturing to serve the Chinese market, and entered
into a lease agreement for a new building of approximately 90,000 square feet, primar-
ily to be used for manufacturing of architectural lighting products and final assembly
of video displays. Due to ramping up the facilities in Brookings, Sioux Falls, and Red-
wood Falls in 2006/2007, capacity constraints did not exist in 2008. The company
expected that the Commercial business unit would represent one of the fastest growth
segments of the business in 2009. Daktronics also anticipated growth in the U.S. and
overseas digital billboard markets, in on-premise advertising displays, and in higher
definition displays at sporting venues.3
Daktronics touted several accomplishments during 2009, including furnishing dis-
play systems for Yankee Stadium and Citifield, home of the New York Mets, and the
majority of displays for the New Meadowlands Stadium, home of the New York Jets
and New York Giants. Overall growth rates, however, were not as stellar as in prior
years (see Exhibit 1), with warranty costs contributing to a decline in gross profit mar-
gins. Daktronics attributed these costs to issues associated with new product designs
and quality in display systems.4 However, company officials believed that because of
100 Case Research Journal • Volume 32 • Issue 4 • Fall 2012
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Transportation Moving material does not enhance the value of the product.
Inventory Material taking up space, costing money, and potentially being damaged.
Problems are not visible.
Motion Any motion that does not add value to the product is waste.
Waiting Material waiting is not material flowing through value-added operations.
Over Production Producing more material than is needed (inventory).
Over Processing Extra processing not essential to add value from the customer point of view is
waste.
Defects Causes lost production time and the cost of rework or scrap.
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VP
Manufacturing
Matt
Kurtenbach
Lean Manager
Lean
Coordinator
Commercial
(Sioux
Falls)
Lean
Coordinator
Commercial
(Redwood
Falls)
Lean
Coordinator
Transportation
(Brookings)
Lean
Coordinator
Schools
and
Theatres
(Brookings)
Lean
Coordinator
Live
Events
(Brookings)
Lean
Coordinator
Corporate
EA
(Brookings)
Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 103
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Topic Participants
5S and Lean 101 Simulation All manufacturing employees (direct and support)
Lean Tools Employees on an as-needed basis as plans are kicked-off
(developed/given by Daktronics)
Lean Tools All Lean personnel (Lean Coordinators and Lean Engineers)
(5 days at Univ. of St. Thomas)
Lean Tools and Lean Leadership Plant Manager, Materials Manager, Manufacturing Engineer-
(2 ½ days at Univ. of St. Thomas) ing Supervisor, HR, Finance, Lean Coordinators, Division
Support Staff
Managing Value Stream Projects Lean Coordinators and Lean Engineers
(2 days with Lean Enterprise Institute)
Making Materials Flow Techniques Conducted by external consultant (former Toyota employee).
(1 day at Daktronics) Plant Manager, Materials Manager, Lean Coordinators, Divi-
sion Support Staff
Lean Problem Solving, A3 thinking 6 days conducted by external consultant (former Toyota
(8 days at Daktronics) employee). Plant Manager, Lean Coordinators, Division
Support Staff
104 Case Research Journal • Volume 32 • Issue 4 • Fall 2012
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team meeting schedule was set at three times a week for the duration of the project and
several meetings come to mind, especially early in the project when we would adjourn
in a stalemate or something was literally talked to death. Admittedly, there were times
when nothing from the meetings could be translated into anything actionable; we
struggled sometimes, but only sometimes.
As a first step, the LED assembly process was broken down into manageable parts,
and examined in detail vis-à-vis “proof of concept” exercises.11 When doing these exer-
cises, manufacturing engineers used stopwatches to document operations, taking notes
and recording employees’ feedback. At the conclusion, a product was selected for a
prototype experiment—one that had twenty-seven hand-inserted parts, including
eleven gravity drop-type parts, nine parts that required hand tools to attach, and eight
parts that required hand tools as well as hand-soldering.
The former means for transporting the product between assembly stations was to
use simple push carts; one cart, pushed by one person, was used to convey one printed
circuit board on to the next station. So, discussions ensued concerning how materials
could be more efficiently transferred and moved between stations along the produc-
tion line. According to Pekas, those discussions “directed us to rely on an energy source
that would always be available—gravity.” Consequently, gravity conveyors were pur-
chased; not for the entire length of the line, but for at least one key location, which was
equipped with an automated section to provide a timed release into the production
line. Finally, to maintain control of work in process, trays were used (two feet long x
eighteen inches wide) on which the printed circuit boards would be placed. Based on
100 feet of conveyor length, the conveyor held up to fifty trays.
While there was also a desire to test the product as it was being assembled, the
product test time exceeded each of the work station assembly times. Consequently, it
was decided to forego “live” testing initially in favor of collecting First Pass Yield data,12
though all agreed that in-line testing was imperative eventually.
Two nearly identical proof of concept exercises were conducted in order to demon-
strate the benefits of product assembly using a flow line to the two production shifts.
At post-build meetings, information was presented (e.g., assembly times) and employ-
ees were invited to share their thoughts. According to Pekas:
The feedback received from the employees was both positive and negative and both
extremes were expected; it was something new—a dramatic change for everyone. All
of the feedback was recorded, regardless of the positive or the negative tone and many
of the concerns the employees voiced became a part of the planning conversations as
the line developed. There were also some people in the audience who recognized and
understood the value that this flow approach to production would bring right away.
These same people would become flow line advocates and became a supportive voice
on the line for the people who had trouble coping with the velocity of change once
things started to roll.
Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 105
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To paraphrase this person’s statement, he said we should simply accept the idea (for
now) that everything will flow, everything. This statement would capture at least 75
percent of the product mix and 85 percent of the volume. He went on to say that the
product mix is not the problem; the insurance policy to managing a high mix-driven
production schedule is machine redundancy, and at this time we are fortunate enough
to have duplication of every automated process needed to produce any product in our
mix! With these comments, the product sort discussions stopped because it made sense:
adopt an “everything will flow” philosophy and filter out the exceptions that have unac-
ceptable production parameters (such as an extended test cycle).
The “everything will flow” philosophy led to consideration of whether the equip-
ment should be laid out as a single line with side-by-side, duplicate resources, or as two
independent production lines. Pekas continued:
The benefit of a single production line with duplicate resources is that idle equipment
could be undergoing a setup for the next product while another product is running.
This configuration mitigates flow line downtime that would result from a high prod-
uct mix because it can drive the need for many different machine setup iterations. A
single line configuration would simplify production line leadership’s responsibilities
(only one line to manage), staffing level needs would be better understood, preventative
maintenance could be done while products are running (duplicate resources), and this
configuration would promote a balanced or ‘equal use’ approach to equipment utiliza-
tion. Ultimately, product velocity and production, in general, could be maintained
consistently down the flow line.
So, duplicated flow line resources (equipment) is simply a production insurance policy
comprising two things: changeovers have no production impact and as an equipment
backup strategy for unplanned outages. Being ‘duplicated’ can certainly translate to
mean underutilized, but the additional expense of carrying underutilized equipment
was the preferred option because of the assurance that the line would always be in a
condition to provide predictable and steady production.
We discussed two independently operated lines (since we had two of each piece of
equipment) as a possible configuration, but we really didn’t have the staff to position at
two lines and we were not in a position to hire additional people. Another concern was
with machine failures; if any one of the machines failed on a producing line, the result
would require relocating assembly parts, people, and tooling. In addition, this would
require equipment setup efforts for all machines on the line versus having to set up
only the single, back-up machine on the producing line. Certainly there would be idle
assembly staff during the setup time of the second machine on the down line, but this
production-vacant time could be planned for and filled with a teambuilding exercise,
training, safety reviews, or other policy reviews.
To prepare for high mix flow line production, work instructions were prepared,
identifying both preproduction (preparatory) tasks that were not value-added and
assembly work . . . and not simply paper-based (as in the past), but electronically. A
“kit prep” area was also established to ensure that all of the parts to be used for assem-
bly (primarily by hand) were properly organized, accounted for, and in good condi-
tion, prior to commencing production. If a kit was incomplete, it was quarantined
until the problem was resolved. Both cleared work orders that were ready to build and
uncleared work orders were posted on a scheduling board. The scheduling board was
used to determine the order of production, taking into account product similarities
and necessary changeovers. The goal was to always maintain a few orders (approxi-
mately four hours’ worth of production) in the kit prep area. According to Pekas:
106 Case Research Journal • Volume 32 • Issue 4 • Fall 2012
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If a work order doesn’t clear kit prep because it’s missing parts or contains inappropri-
ately formed parts, the result is downtime on the line. This means idled employees,
product rescheduling, equipment tear-downs and setups, and a whole host of other
issues that are detrimental to a flow line. The success of the entire value stream depends
greatly on detailed attention provided by very sharp people who understand the conse-
quences that a kitting error creates.
Manufacturing engineers observed that machine operators spent a good deal of
time searching for parts, resolving parts and programming problems, and that various
other issues took them away from their machines and their primary responsibility of
setting up and operating machines. However, by having resource [machine] duplica-
tion—rather than two independent lines—flow line downtime would be minimized.
Exhibit 7 shows before and after 5S photos. Check sheets were used to create
accountability of daily, weekly, monthly, and quarterly tasks. For example, at the end
of each shift (twice daily), employees logged accomplishments of such items as: sweep
floor, empty garbage, return tools and other items to proper places/retract cords, and
clean and organize tables with WIP.
Before After
Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 107
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Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 109
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The value stream maps—for both the batch-and-queue production and the high mix flow line—appear in
Exhibits 9 and 10. The purpose of the value stream maps was to depict the steps to improvement—using lean’s
symbols—in the effort to add customer value while reducing waste. By developing these maps, production lead-
ers and operators could visualize how the desired, high mix flow line should look . . . and develop action plans
to transition from the batch-and-queue system to the flow line.
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Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 111
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Reflections on Results
In reflecting on Daktronics’ results, Pekas observed:
There have been many exemplary people who have worked in this factory for many
years and throughout all these years, each and every one of them endured at least some
degree of change; it is inevitable. However, what is different about the changes that
have transpired over these past few years is that these changes were much more accel-
erated (in my opinion) and carried out with a greater purpose—survival; and many
companies are in a similar situation. Certainly, the weakened economic times inspired
additional urgency in the grand scheme of things, but even in a robust economic envi-
ronment, the dynamic of change should consist of a well-developed plan that is tightly
coupled with a shared sense of urgency. This is the recipe for improvement.
The high mix, flow line is not in a perfect state. Admittedly, there are elements of the line
that do not reflect the desired stability that we believe we need, but to those issues we
will continue to strive for excellence. On the other hand there are elements of this line
which we recognize as substantial gains, and developing a trained staff is one of them.
As described by Matt Kurtenbach, other accomplishments are shown in Exhibit 11.
Measure Outcome
Production Space Recovery of 928 square feet of production space (50 shelving units and 25
carts removed from floor).
Work-in-Process WIP volume was reduced; WIP value was reduced by > 50 percent.
Work Instructions An electronic work instruction template was developed; work instructions for
several hundred Electronics Assembly products were developed. This elimi-
nated most of the paper-type work orders as well as work order processing for
this value stream.
Product Handling Product racking and un-racking iterations between machine operations were
reduced by over 70 percent.
As a result of the conveyor installation, product handling was reduced,
thereby reducing opportunities for handling-related quality defects.
Order Completion Average days to complete an in-house work order decreased from 20+ days to
Time three days (maximum), with some only a few hours.
Quality In-line testing strategy reduced defects and increased First Pass Yield (FPY),
which, in turn, reduced the need for full-time, degreed electronic technicians
from 17 to 10.
In-line testing repurposed electronic technicians to serve in primarily repair
roles; the more repetitive pass/fail-type testing is done by assembly staff.
FPY results for all of FY 10 (May 09 to May 10) was 95.9 percent (goal of
96.5 percent). From Sept 09 (the month that in-line testing began) to April
10, FPY was 96.7 percent. In five of these eight months, FPY was greater
than 97.5 percent.
Scrap The average monthly scrap cost for FY 2009 (May 08 to May 09) was
$9,615; FY 10 (May 09 to May 10) average monthly scrap cost was
$2,762—a reduction of just over 70 percent.
Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 113
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Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 115
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primarily for assembly. Daktronics purchased some of the needed commodity parts in
China but flew sub-assemblies in from the U.S.
In 2009, after more than 41 years in business, Daktronics’ products were found in
nearly 100 countries on six continents around the world. However, the severe recession
that began in the United States in 2008 affected Daktronics as well. In fiscal 2009, the
company began to see the economy negatively impact its Commercial business unit
and, to a lesser degree, its International business unit. The stock price took a hit, fall-
ing from a high of $29.82 in October 2007 to a low of $6.55 in March 2009. As fiscal
2010 began, the adverse economic conditions also began to affect the sports business
in the company’s Live Events and Schools and Theatres business units. The company
began to see costs and selling prices of products being affected by the growth of com-
petition across all of its business units. In FY 2010 its challenge was how to weather
the recession and emerge well-positioned to resume pursuit of its stated goal to be a
billion dollar company.
President and CEO Jim Morgan remained optimistic. He believed that,
The interest of our customers in providing more entertainment value at sports venues
using our display technology is still there. We have a list of potential projects in our
sales pipeline for summer and fall delivery in calendar 2010, but there remains uncer-
tainty on how the economy will impact these projects. We will know more about this
as we move through the fourth quarter of fiscal 2010 and into the first quarter of 2011.
116 Case Research Journal • Volume 32 • Issue 4 • Fall 2012
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Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 117
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Ledstar, Inc., specialized in manufacturing LED text variable message signs (VMS)
for transportation applications since 1988. The VMS used on highways across North
America provided information to motorists. Ledstar’s products could be purchased
directly from the company.
LG Electronics, located in Korea, was established in 1958. Globally, it had 9.4
percent of the LCD TV market and 13.5 percent of the flat panel TV market in 2010.
It had leveraged its TV capabilities—including high definition (HD) TV—into com-
mercial products for the public venue market as well as many other market segments,
including healthcare, transportation, education, financial, retail, hospitality, quick ser-
vice restaurants (QSR), food services, government, and small business.
Lighthouse Technologies offered a line of LED text and video displays for almost
any application. The company had sales offices around the world and was recognized
for its custom mobile and modular units, as well as some of its displays in large sports
venues. Lighthouse was known as one of the industry’s leading companies for new
products and technologies. The company sold direct and through systems integrators
to customers.
LSI Industries entered the DOOH industry with its 2006 purchase of SACO
Technologies, Inc., of Montreal, which gave it the ability to produce large-format LED
displays. The company manufactured LED text and video displays and LCD displays
for nearly every application. LSI also had the ability to design and manufacture custom
displays and sold them direct and through integrators and resellers.
Mitsubishi Electric rated in 2009 as the world’s 215th largest company by Fortune
Global 500, manufactured standard and custom LED text and video displays, and a
variety of other products. It had sales locations around the globe and was capable of
manufacturing some of the largest custom LED video displays through its subsidiary
Mitsubishi Diamond Vision. The company sold its products through several distribu-
tion channels including direct and through partners, resellers, and system integrators.
Nevco, Inc., manufactured its first scoreboard in 1934, and had been considered
the largest private scoreboard manufacturer for some time until Daktronics displaced
it. Most recognized for its LED scoreboards. The first also manufactured LED text and
video displays. Nevco was capable of small custom scoreboard designs and sold directly
to end users and integrators mainly in North America, but also around the world.
Optec Display, Inc., in business since the late 1980s, primarily manufactured
standard outdoor LED text and video commercial advertising displays. It used manu-
facturing sites in the U.S., China, and Taiwan and had a 300+ dealer network that sold
its displays primarily in the U.S., with some global sales.
Optotech Corporation, established in 1983, manufactured both standard and
custom LED text and video displays for a variety of applications, its best known being
digital billboards. It also made LCD screens and other products. It had locations in
Taiwan and China, as well as sales locations throughout the world. To sell its products
Optotech used resellers and integrators, but also sold directly to the customer.
Panasonic Corporation, headquartered in Japan, was one of the largest electronic
product manufacturers in the world, comprised of over 634 companies. The com-
pany offered a wide range of digital signage solutions, from all-inclusive bundled solu-
tions, to custom-designed enterprise networks. Panasonic provided hardware, software
installation and support for its customers.
Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 119
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For the exclusive use of B. Albritton, 2017.
120 Case Research Journal • Volume 32 • Issue 4 • Fall 2012
This document is authorized for use only by Billy Albritton in Summer 2017 C580: Introduction to Operations and Supply Chain Managemen... taught by Carl Briggs and Dan Carroll, Indiana
University - Bloomington from May 2017 to November 2017.
For the exclusive use of B. Albritton, 2017.
Notes
1. Lean Manufacturing at Daktronics. Presentation for South Dakota Engineering
Society, April 2, 2009.
2. Small orders generally had margins in excess of 40 percent and large orders had
margins of generally less than 30 percent.
3. It also felt that the sports business was generally “recession-resistant,” because buy-
ers could use video display products to generate revenue (through advertising).
4. Daktronics’ officials perceived that “excessive custom design” led to an increased
risk of warranty costs.
5. Daktronics 2009 Annual Report, p. 1. Available at: http://files.shareholder.
com/downloads/DAKT/669959025x0x302969/3d7827ec-d35d-415a-
9f34-bb0c397f65b3/Daktronics_%202009_%20Annual_%20Report_%20
Wrap_%20062509_%20shareholder.pdf
6. For long-term construction-type contracts, it recognized earnings using the
percentage-of-completion method.
7. Batch-and-queue refers to a system in which large lots—or batches—are pro-
duced. When a batch must wait for downstream processing, it sits idly in a
“queue.” A batch-and-queue system tends to require more production space,
and results in greater inventory and lead times than a one-piece flow. One-piece
flow means that parts move stepwise through processes with no work-in-process
(WIP) in between either one piece at a time or a small batch at a time.
8. The characters A and 3 together refer to the paper size, which is the metric equiv-
alent to 11-inch x 17-inch paper. The A3 technique is a part of Toyota’s Quality
Circle problem solving techniques, which were developed during the 1960s.
9. There are various versions of the five S acronym, but the basic idea is to main-
tain a workplace that is clean and free of unnecessary materials. For example,
Stevenson (2009) suggests Sort, Straighten, Sweep, Standardize, Self-Discipline.
10. Tooling (as opposed to “tools”) refers to machine accessories, which would be
mounted to the machine or used in setting up equipment.
11. A proof of concept refers to a rough prototype or working concept that provides
an indication of an idea’s feasibility.
12. First Pass Yield (FPY) is generally defined as the number of units of acceptable
quality (i.e., those not requiring rework) emerging from a process divided by
the number of units going into that process over a given period of time.
13. This would generally be considered a broad product mix.
14. This conclusion was reached based on a target test cycle of one minute per station,
with a maximum of three stations staffed. Products requiring more than three
minutes to test were viewed as “out of scope,” and were systematically sampled
(e.g., every second or third board), which would not slow the pace of the line.
15. This follows from Rule 1 of the Toyota Production System: “All work should
be highly specified as to content, sequence, timing, and outcome.” That is, all
operators should accomplish the same task(s) the same way.
16. For example, if the flow line required the line to operate at a 1.5 minute takt
time, then each of the work stations along the flow line would not contain work
content that exceeded 1.5 minutes.
Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc. 121
This document is authorized for use only by Billy Albritton in Summer 2017 C580: Introduction to Operations and Supply Chain Managemen... taught by Carl Briggs and Dan Carroll, Indiana
University - Bloomington from May 2017 to November 2017.