Food Production and Distribution (International Foods)

New (green-field) consolidating separate manufacturing and distribution center sites into one facility

  • Value Stream Mapped manufacturing operations to identify non-value added steps and internal best practices
  • Used Spaghetti Mapping, Time & Motion Studies and Process Flow Mapping to analyze the current state of: 1) receiving to putaway, 2) pick/pack/ship, and 3) information flows from manufacturing plans, suppliers and customers
  • Improvements: 1) Specified different racking types (drive through, traditional racking, narrow-aisle) and forktrucks (traditional forktrucks, reach trucks, swing-reach trucks) based on volume, velocity and temperature storage requirements.  In temperature controlled areas used narrow aisle racking and swing-reach trucks to minimize storage space.
  • Improvements: 2) Aligned different racking types with separate dock doors based on delivery trucks (full truckload, mixed pallet LTL, local delivery box truck)
  • Improvements, 3) Utilized best practices identified in Value Stream Mapping to reduce labor requirements and speed-up equipment changeover

Results

Combined warehouse and plant has allowed for growing sales with the same number of people previously employed in the two separate sites

Uniform Light Assembly and Distribution (Clean Uniform)

Re-layout of uniform stockroom, including inventory storage locations and uniform customization/assembly operations to relieve congestion and allow for growth

  • Process flow mapped stock room process, identifying 26 of 95 steps to be eliminated
  • Used Spaghetti Mapping, Time & Motion Studies and Process Flow Mapping to analyze the current state of: 1) receiving to putaway, 2) pull for assembly, 3) assembly, and 4) ship
  • Conducted Pareto Analysis to identify that 1000 of 7000 items comprise 80% of volume
  • Improvements: 1) Installed conveyor to assist with receiving of heavy boxes, 2) Moved high volume items to the middle of the layout, close to receiving, 3) Moved assembly to the middle of garment storage to reduce time to pull items for assembly, and 4) Improved information flow, eliminating spreadsheets

Results

Eliminated 3500 hours per year of labor while supporting a 10% annual growth rate

Industrial Valve Assembly and Distribution (Dema Engineering)

Client planned an addition onto their production and warehouse facility to support more finished goods storage and facilitate increased material flow in assembly operations. This project layout included (i) raw materials and purchased components, (ii) work-in-process, and (iii) finished goods

  • Process flow mapped information flow supporting production and customer ordering, identifying 22 of 73 information flow steps to be eliminated
  • Used Spaghetti Mapping, Time & Motion Studies and Process Flow Mapping to analyze the current state of: 1) receiving to putaway, 2) pull for assembly, 3) assembly, and 4) pick/pack/ship
  • Conducted Pareto Analysis to identify that 1000 of 7000 items comprise 80% of volume
  • Improvements – Safety: Identified and quickly corrected critical safety problems including: 1) Heavy items on pallet racking close to walkways, 2) Inappropriate shelving with potential for items falling and hitting people, and 3) Picking from moving staircases that are not stable given the weight of the items
  • Improvements – Layout: 1) Create high-level “U shape” material process with inbound – assembly – outbound design, 2) Surround assembly operations with material-shelving, replenished via kanban system, and 3) Finished goods warehouse designed for efficient pick-pack-ship operation with pickable locations at floor level, eliminating the need for moving staircases

Results

Reduced material handling labor by 7600 hours per year and made workplace safer