Kaizen Breakthrough Experience

Participate in a Live Kaizen Event

Overview
Ideal Attendees
Key Learning
Tools Learned
Agenda
Host Details
Project Descriptions
Schedule
Pricing and Prerequisites
Terms and Conditions

Experience the dramatic bottom-line improvement and efficiency you can quickly achieve and sustain as your Kaizen team implements lean tools on the factory floor or in a business process support function.

What You Will Experience

  • Speed
  • Action and Creativity
  • Improvement Potential of Kaizen
  • Low Cost Improvements
  • Hands-On Learning
  • The Power of the Team
  • Long Term Impact

Ideal Attendees

  • Chief Executive Officers/Presidents, Chief Operating Officers, Vice Presidents, Directors
  • General Managers, Department Managers, Plant Managers
  • Operations and continuous improvement staff
  • Team members from various departments including: Kaizen Promotion Office, Quality, Materials, Human Resources, Engineering
  • Administrative staff from various departments including: Accounting, Marketing, Sales, Customer Service

 Key Learning

  • Experience the key concepts, tools and techniques used during a kaizen week
  • Participate on one of three dedicated kaizen teams and drive immediate improvement

All events include at least two shop floor / operations teams and at least one business process kaizen event team.

  • Learn to see waste and identify and eliminate non-value-added activities
  • Achieve typical kaizen event results:

Shopfloor / Operations: Inventory reductions of 90%+, productivity increases of 25-50%, product lead times reduced from weeks to hours, elimination of safety hazards, improved 5S scores

Business Process: Backlog reductions of 90%+, cycle-times reduced from weeks to days, productivity increases 25-50%, customers service levels increased to 99%+
Get excited about Kaizen and leave energized to apply what you've learned.

Tools Learned

  • Kaizen methodology
  • Lean Production System
  • Standard Operations
  • Progressive 5S
  • Visual Workplace Management
  • Assembly Line Design
  • Setup Reduction
  • Other Advanced Techniques

5 Day Agenda

Monday

  • Overview of the Lean Production System
  • Standard Operations, Elements & Tools
  • More advanced tools depending on project chosen
  • Host company welcome presentation
  • Team Leaders' briefing

Tuesday

  • Host company plant tour
  • Kaizen team activities
  • Time Studies
  • Workplace improvement discussions
  • Hands-on workplace improvement

Wednesday

  • Kaizen team activities
  • Continue hands-on workplace improvements
  • Test workplace improvements
  • Re-time cycle times

Thursday

  • Kaizen team activities
  • Refine improvements
  • Establish and document standard work
  • Run improvements
  • Re-time and establish new cycle times
  • Prepare presentation 

Friday

  • Team presentations / report-out

Host Details

The host for the March 1-5, 2010 event is Hayward Pool Products.

Hayward Pool Products, Inc. – Pomona CA Plant

Hayward Pool Products, Inc. logo Hayward Pool Products is the larger of two divisions of Hayward Industries, Inc. Company headquarters are located in Elizabeth, NJ with five domestic manufacturing sites; Clemmons, NC, Nashville, TN, North Kingstown, RI and Pomona, CA. Distribution for the Eastern US is handled by the Clemmons facility. Western distribution flows through the Pomona plant. International operations include manufacturing plants in China, Canada and France and sales offices throughout Europe.

The Pomona facility is located about 40 miles southeast of Los Angeles. The building is 300,000 square feet with about 1/3 of the building used for manufacturing, 1/3 for raw material storage and the reminder is used for distribution. Manufacturing consists of injection molding and assembly. The Pomona plant employs about 250 full-time employees utilizing temporary workers if needed to accommodate demand spikes.

The products produced in Pomona are primarily designed for the in-ground swimming pool market. These products include four distinct pump families, two families of pool cleaners, two families of filters, skimmers and a wide variety of valves and spare parts. Raw materials are sourced throughout the world while the vast majority of plastic components are made in-house.

The Pomona plant began its lean journey in 1999. On-time delivery was a constant source of customer complaints, yet inventory was at an all-time high. In fact, there was so much inventory, it impeded the company’s ability to grow the business. The set up of a molding machine could take six hours. Units were assembled in batches, placed into storage and then used at a later date.

The plant’s first kaizen events emphasized quick mold changes and creating flow within the assembly cells. Workplace organization and safety improvements were a priority as well. Within a few years, kanban was implemented to schedule all WIP production and the entire assembly area was converted to “U”-shaped cells. More recently, Design for LeanSigma techniques were used to create a new pump that has been very well received. Five injection-molding machines were linked with the assembly cells they supply, creating true one-piece flow. All the while, the plant continues to address the fundamental aspects of its continuous improvement program.

After ten years of implementing lean manufacturing, sales volume and profits have grown dramatically and customer satisfaction has never been better. Yet, we realize that the journey has just begun. We cordially invite you join us in this very special kaizen event and anticipate remarkable results.

 

Project Descriptons

 

Project 1: Green Team – Energy Kaizen

The Pomona facility consists of a single building of 300,000 square feet. One-third of the building is dedicated to manufacturing. Injection molding operates three shifts, five days per week and includes 30 molding machines and one extruder. Small QA, maintenance and tool room crews also work three shifts. Assembly, shipping and receiving operate one or two shifts based on demand.  The plant also houses a large cooling tower and xx air compressors. Utility costs typically exceed $1 million per year.  Most areas have been converted to low energy lighting. Only the offices are equipped with HVAC. This will be the plant’s first kaizen to reduce energy costs and we look forward to breaking new ground.

Event Objectives:
  1. Reduce cost of energy and other utilities by 10%
  2. Write standard work to sustain savings where applicable
  3. Apply visual controls in key areas
  4. Identify at least one safety or ergonomic improvement per team member

Project 2: Blue Team – Assembly Productivity

Suction Cleaner Cell #2

Suction Cleaner Cell #2 produces about 380 units in an eight-hour shift. Seven assemblers convert over one hundred injection molded and purchased parts into the finished product. One waterspider and one material handler keep the inbound materials and outbound finished goods flowing. The cell can produce four different Cleaner models and accounts for about 30% of the production volume of the plant. Cleaner Cell #2 was created in May 2009 using a full week kaizen and a series of over 20 two-day point kaizens.

Event Objectives:
  1. Improve takt time attainment and productivity 7% by evaluating cell performance in terms of: Inbound quality of components, tools and fixtures, parts presentation, other sources of operator cycle variation
  2. Improve workplace organization to a Progressive 5S level 2.20
  3. Improve at least one safety or ergonomic opportunity per team member
  4. Update standard work to reflect all changes in work content

Project 3: Red Team – Rapid Exchange of Dies

Plastic Extruder and Punch Press

The extruder produces a PVC tube used in an assembly process elsewhere in the plant. The tube is cut to a very precise length and transferred into a punching station. A series of one-inch holes are punched into the extruded tube. The extruder produces about a dozen different configurations of length and diameter. Change-over may involve an extrusion die change, a punch die change and a saw adjustment. Current change-over times average about 55 minutes.

Event Objectives:
  1. Reduce change-over time by 25%
  2. Improve workplace organization to a Progressive 5S level 2.20
  3. Improve at least one safety or ergonomic opportunity per team member
  4. Update standard work to reflect all changes in work content

 

Schedule

If you have any questions or would like to register by phone, please call us at 800.438.5535 x817 and ask for Cheryl Groves.

North America

  • March 1-5, 2010 at Hayward Pool Products in Pomona, CA

Asia

  • TBD, 2010 at Client Site TBD

United Kingdom

  • June 14-18, 2010 at Genzyme in Waterford, Ireland

Pricing and Prerequisites

$3,450 per person
$2,950 for groups of three or more

There are no prerequisites to attend this class.

Terms and Conditions

You will be invoiced for event fees which are due in full prior to the start of each workshop. Event fees include workshop materials, lunch and refreshments. Please see event descriptions for any prerequisite requirements prior to registration.

Cancellation Policy

Any cancellation must be received in writing. Cancellations received within 15-21 business days of the event will be subject to a 50% cancellation fee. Cancellations received within 0-14 business days of the event will be subject to a 100% cancellation fee.

Transfers and Substitutions

Substitutions are allowed at any time. Transfers to another date will only be accommodated one time.

TBM is committed to fulfilling the schedule as presented, however TBM reserves the right to cancel any courses where sufficient registration levels have not been met.

Unconditional Guarantee

If, for any reason, you are not satisfied with this workshop, we will refund 100% of your fee.