Lean Manufacturing – MiTek Automation

MiTek Automation used Lean flow manufacturing to convert a fast-growing, highly configurable equipment business from batch production to a more responsive cell-based model.

Problem / Challenge

After the housing downturn, MiTek Automation emerged with a sharp surge in demand as customers responded to its upgraded machinery and new products. Sales grew roughly tenfold, from about $4 million to $40 million, but the existing batch-oriented job-shop model could not keep pace with shorter lead-time expectations or the complexity of build-to-order configurations.

The challenge was not simply adding labor or expediting work. MiTek needed a manufacturing system that could support one-off customer configurations while improving throughput, reducing backlog, and stabilizing labor performance across fabrication, paint, assembly, and final test.

Transformation Approach

The transformation centered on replacing batch production with takt-based flow cells that built one unit per customer order. Each cell was designed around balanced work content, buffered handoffs, and clearer visual control so production could move at a predictable cadence without losing the flexibility required for configurable machinery.

• Balanced major products to a new takt time instead of releasing large work-order batches.
• Introduced Line-Balancing Kanbans (LBKs) to buffer intra-cell flow for order-specific work.
• Used In-Process Kanbans (IPKs) for common, higher-volume parts shared across configurations.
• Converted standard materials from kit-to-order handling into replenished kanban bins managed by Materials Management.
• Established daily order review so machines would not stall because of missing parts, information, or supplier delays.

These changes let MiTek support product variety without relying on constant firefighting, which had become the default operating mode under the old scheduling model.

Flow Cell and Kanban Design

MiTek's table and Planx product families were redesigned into linked flow cells. Standard, high-volume components were replenished to stocking levels through IPKs, while lower-volume or customer-specific work flowed through LBKs tied to actual orders. This reduced unnecessary scheduling effort and helped synchronize welding, sub-assembly, paint, and final assembly.

For the MatchPoint Blade Saw line, the goal was especially aggressive: nearly doubling annual throughput from 35 units to 60. That required balancing work across mechanical assembly, electrical assembly, final test, welded housings, and sub-assemblies so each workstation stayed aligned to takt rather than building local queues.

Order Review and Cross-Functional Coordination

Flow manufacturing only worked when information moved as reliably as material. MiTek introduced a disciplined order review process spanning Sales, Engineering, Purchasing, Production, and Accounts Receivable so stalled orders could be surfaced and resolved early.

• Visual order review highlighted whether each order step was complete, in process, or stalled.
• Teams could quickly distinguish shortages caused by suppliers, internal cells, missing engineering input, or commercial holds.
• The process reduced hidden waiting time between departments and kept flow cells moving on the highest-priority customer work.

Results

• Reduced manufacturing cycle time for the MatchPoint Blade Saw from 11 weeks to 6 weeks.
• Increased MatchPoint Blade Saw throughput from 35 units per year to 60 units per year.
• Reduced backlog from 14 months to 8 months even while demand continued to grow.
• Improved earned-to-actual labor efficiency from 55% to 85-90%.

Together, those gains showed that MiTek did not need to choose between customization and operating discipline. A well-designed flow system allowed the business to absorb demand growth while improving delivery performance and labor productivity.

Practical Takeaways

• Configurable manufacturing can scale when flow is designed around takt, not batch convenience.
• Kanban buffers work best when they clearly separate common replenished parts from order-specific work.
• Constraint resources such as paint or shared fabrication need explicit synchronization rather than informal prioritization.
• Daily visual order review is often the bridge between a technically sound cell design and reliable execution.