WGEP crawford boyer martins
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Transcript WGEP crawford boyer martins
WESTERN GEOPHYSICAL EXPLORATION
PRODUCTS - CASE STUDY
Esteban Boyer
Paula Martins
Josh Crawford
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
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INTRODUCTION
Background
Overview
Designing cells with product oriented flow
Using Kanban
Product quality/employee skills training
Material Waste reduction
Visual controls
Performance Measurement
Questions
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
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DESIGNING CELLS WITH PRODUCT ORIENTED
FLOW
Improvement
Designing cells with a product
oriented flow. (pg.395)
Results
Increased visibility
Improve communication
Reduce cycle times
Decreased cable movement by 50%
Reduced floor space by 30%
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
3
USING KANBAN
Improvement
They started to use the Kanban
methodology to make easier the
communication.(pg. 396)
Results
Decrease WIP from 60 cables to 12
cables
The lead time was reduced from
over 30 days to less than 5 days
And material short ages became
almost nonexistent.
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
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PRODUCT QUALITY/EMPLOYEE SKILLS TRAINING
Improvement
The bay cable cell design moved WIP
next to the first step of the
process(pg. 397)
Results
improved communication
Cross training( being trained in more
than one department )
Each employee learned the exact
requirements for quality
A collective effort to stop bad
products from coming down line
Group responsibility for the product
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
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MATERIAL WASTE REDUCTION
Improvement
WGEP stopped cutting cable an
extra few feet “just to be safe” and
started adjusting the length
appropriately. (pg. 398-399)
Results
4% reduction in cable cost
Decrease in wasted cable
A more efficient operation
Annual savings of this one process
amounting to more than $320,000
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
6
VISUAL CONTROLS
Improvement
They developed a system that
allowed all employees to
understanding current and future
demand, quality improvements, cost
reductions and others issues relating
to a particular manufacturing.
(pg. 399)
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
Results
Improve the understanding of the
status of the orders
Easy way to take a corrective action.
Visibility brings the cell together and
everyone in the process can help
and improve the process because
now they know what was going on.
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PERFORMANCE MEASUREMENT
Improvement
Little information was kept of plant
production, due to a lack of
communication between departments.
The supervisors began playing a sort
of shell game to hide costs from one
job to another.
Management created a new system of
performance measurement, reducing
the number of transactions done( pg.
402-404)
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
Results
A reduction in the bill of materials
Saw a reduction in the number of
jobs
Reports were written each week
detailing the number of completed
cables and their cost
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QUESTIONS
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
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