The East Coast's Largest Annual Manufacturing Event
PM and Profit$
John P. Kravontka, CMRP, President, Fuss & O'Neill Manufacturing Solutions LLC
- Understand what happens when PM is deferred
- Understand what happens when PM is not done properly
- Understand that a PM performed correctly will lead to improved equipment performance and reduced maintenance costs
- Learn to develop a strategy to overcome the issues surrounding poor performing PM
5S and Visual Systems
Dan Fleming, CI Manager, Greater Boston Manufacturing Partnership (GBMP)
Learn to use 5S and Visual Systems to make every operation in your facility "speak to you" so you can manage at a glance. Enable your employees to share critical information as part of their work, rather than in addition to their work. Along with 5S, successful Visual Management is crucial to creating the foundation for a stable lean implementation.
CT DEP: Transforming Government: Transferability of Lean Results
Karen Caliendo, Human Resources Specialist, Company/Organization: Department of Environmental Protection
Get an overview of the Connecticut DEP's lean journey and how the agency is using lean to transform government. Included are case studies of successful teams and how their process improvement results are transferable. Hear from some of the 27 teams that have participated in Kaizen events on their results and what the agency is doing to continue its cultural change.
When Push Comes to Pull!
Karla Piccolo, Corporate Lean Leader, Zygo Corp
Discover how Zygo Corporation took one of its mature manufacturing areas from an old fashioned push system to a Lean pull system. The team overcame many challenges, including managers who were not promoting lean, skeptical employees, space limitations, part shortages, and two departments that were not united to serve their customer.
Zygo used value stream maps, standard work flow charts, internal Kanbans, and the posting of metrics and goals to engage employees and have significant success. This presentation will review how they reduced work in process by 35% ($186K), increased monthly on time to goal performance from 60% to 95% and reduced overtime by more than 10% ($20K) per year.
Quick-Change (Setup Time Reduction): Putting it to Work in Your Factory
Bob Elliot, CI Manager, Greater Boston Manufacturing Partnership (GBMP)
This presentation provides the tools to create production flexibility and free up valuable capacity in your plant through set-up reduction techniques. Learn what is meant by set-up and changeover time and how to find and identify set-up reduction opportunities.
Many examples of best practices are detailed — which you can immediately apply in your own setting. Discover how to standardize and sustain set-up reduction efforts over time.
TWI: Training Within Industry Overview
Tom Southworth, Consultant, CONNSTEP
TWI, the Training Within Industry programs that were launched just prior to and during World War II, has been making a comeback in recent years after being discarded in the booming post-war economy.
With new economic challenges taking place around the globe, companies in the United States, as well as abroad, are discovering that something old is new again. TWI's resurgence could not come at a more appropriate time.
Ferguson Perforating & Wire Company — Successes in Their Lean Journey
Presented by Ton Hendrix & Peter Fahlman
One of the largest perforators in the world, Ferguson Perforating of Providence, RI has been on its Lean Journey for two years. Ton & Peter will share with you the reasons Ferguson chose Lean to improve their company, the obstacles they've faced, the challenges they've overcome and the amazing results that have made it all worth it.
OEE (Overall Equipment Effectiveness)
Valerie Biester, Value-Added Services Manager, Siemens Industry, Inc.
Do you track OEE (Overall Equipment Effectiveness)? With a basic understanding of OEE you can understand where and why downtime is occurring in your factory, make corrections and increase your profits.
Management's Role in Lean
Dan Fleming, CI Manager, Greater Boston Manufacturing Partnership (GBMP)
This presentation gives a basic understanding of managers' role in continuous improvement (CI) and sets the stage for them to understand how to support improvement activities and projects undertaken by the organization.
It provides a solid foundation for managers in companies using continuous improvement and contains many specific points managers can take away and use to help the organization reach new levels of excellence.
Lean Manufacturing Initiative Relies on Company's Products to Improve Quality and Speed Delivery
Peter Lariviere, CEO, Lista International Corp.
A few years ago, Lista International Corp., a company that provides storage and workplace solutions, began a lean manufacturing program to drive waste out of its manufacturing processes, turning to its own products to make the move successful. The goal was to provide customers an improved offering of custom-configured products with the shortest turn-around time in the industry by driving out complexity and creating a highly flexible manufacturing environment.
Lista's lean manufacturing program uses value stream mapping, 5S workplace organization and housekeeping (sort, set in place, shine, standardize, sustain), and a Kanban order/inventory withdrawal system.
Through this program, Lista has steadily reduced its turnaround time from more than two weeks to five business days for many products.