Elm Plating Gets Lean and
Clean with MMTC
Elm Plating is a member of the Suppliers Partnership for the Environment (SP). EPA, a partner of SP, sponsors a portion of the Lean and Clean Workshops facilitated by the Michigan Manufacturing Technology Center (MMTC), a National Institute for Standards and Technology (NIST)/Manufacturing Extension Partnership (MEP). Elm Plating, with approximately 100 employees, is a high production metal finishing company providing zinc and barrel plating and anodizing services to automobile, automobile-related and other industries. Elm Plating was excited at the opportunity to have employees participate in the Lean and Clean workshop.
Elm Plating assembled a team drawing employees from operations, control, training, quality, shipping, purchasing, maintenance and human resources. The 3-day review was designed to identify recycling and environmental improvements that needed to be made in order to improve ISO:14001 measurables.
The workshop began with an introduction to the MMTC philosophy and common practices used by other companies to maintain a Lean and Clean facility. This provided a framework of what it means to be a Lean and Clean manufacturer. The team reviewed case studies of companies that have incorporated Lean and Clean concepts into their operations.
The team next completed a value stream mapping course and a waste walk. This exercise provided the team hands-on experience with identifying value-added versus non-value-added time in specific areas. The waste walk helped the team identify current and potential waste generated by processes in the facility.
The team used findings derived from value stream mapping and waste evaluation to brainstorm ideas for changes to improve the process. MMTC representatives encouraged all members to participate, allowing the whole team to be equally involved.
After the brainstorming session, team members were given specific assignments from the list of ideas to investigate feasibility and cost information. Employees gathered information and reported their findings back to the team. Team members were encouraged by the amount of money that could be saved through the implementation of their suggestions.
All information was compiled and presented to the executive
management staff on the last day of the workshop. All group members were part of the presentation. Executive management was pleased to see how
the principles from the workshop were used to identify potential improvements
in the facility. Waste such as time, material and money were identified and
specific projects for improvement were suggested. Through participation in the workshop, the employees now share
the Lean and Clean philosophy that has always been a part of management’s
vision.
|
Potential
improvements and cost savings include:
o Less spillage by reconfiguring the storage location o Less oil on plating lines o Annual recycling and environmental savings of $9,252 o Improved control and scheduling of recycled materials o Reduced processing/handling and transportation times of recycled materials o Created neater and cleaner recycled materials storage area, taking up less floor space |