JD 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). JD Plating, with approximately 32 employees, is a barrel finishing company processing CnZn and NcCd for the automotive, construction, appliance and hardware industries. JD Plating was excited at the opportunity to have employees participate in the Lean and Clean workshop.

JD Plating created a cross-functional team of managers to participate in the workshop. All team members committed a full week to the workshop.

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 Improve overall accuracy and flow of RFQ process

o Annual savings of $74,000

o Develop better client communications

o Reduce overall unit costs by 17%

o 17% reduction of process water

For additional information, contact Michael Coast, MEP contact for SP at MMTC, 734-451-4215 or SP’s offices at 202-530-0096.

www.supplierspartnership.org