The operations primary function is to meet quality cost and delivery expectations of the customers. Operations are normally broken down into four sections: manufacturing, materials, program management and supporting technical functions which could include engineering and IT. The success of operations many times is a result of the culture that is created by management and by the operations team. MTS provides many tools and processes to help the company grow and foster the proper culture for operational success.
The lean program for MTS offers strategic and tactical improvements for the operational parts of the business. On top of this our experts can help with factory layout, material flow and handling, storage options, ergonomic studies and safety.
Slash lead times and increase productivity by improving product flow.
When processes are balanced, the product flows continuously and customer demands are easily met. Cellular/Flow Manufacturing is the linking of manual and machine operations into the most efficient combination of resources to maximize value-added content while minimizing waste. The most efficient combination implies the concept of process balancing. Only in a balanced process will the product continually flow. As a result, parts movement is minimized, wait time between operations is reduced, inventory is reduced and productivity increases.
- Maximize value added time by each worker
- Minimize part movement and inventory
- Reduce lead times, cycle times and waiting times
- Increase employee morale
- Increase productivity and quality performance
- Free up floor space
- Improve efficiency of cross-training
- Increase communication
- Increase flexibility
Involve your workforce in the pursuit of eliminating waste!
Kaizen means "continuous improvement." Continuous improvement methodology uses lean manufacturing tools such as the 5S's of Workplace Organization and Standardization, Cells, Pull/Kanban, Set-up Reduction and Line Balancing, incorporating team empowerment, brainstorming and problem solving to rapidly make improvements to a specific product or portions of your processes.
- Immediate results
- Involvement of the workforce
- Visual, action orientation
- Can use ongoing, once - learned concepts
- Fosters communications
- Creative vs capital investments
- People think from a "business" perspective
- Implementation smooth due to TEAM concept
Lean Certification Course
Whether you have been on your lean journey for a while and need to get back to the basics, or just thinking about starting the journey and don’t know where to start, this workshop series is for you.
This is a multi-level program recognizing tactical, integrative, and strategic application of standard Lean principles. Designed by three organizations – the Society of Manufacturing Engineers (SME), the Association for Manufacturing Excellence (AME) and The Shingo Prize for Operational Excellence – this alliance established the standard for continuous improvement and lean practices.
- Provides the opportunity for significant lean training and development
- Is an established Lean standard recognized world-wide
- Develops internal Lean expertise to lead your continuous improvement effort
- Knowledge + Experience = Lean Strength
The Lean Certification program helps manufacturers build internal capacity by providing their key staff with a working knowledge of the principles and practices of Lean. The training will be a combination of learning in the morning sessions and applying the tools in an afternoon session (8 hours total). Many of the afternoon events will be hosted at participants companies to get a hands-on experience in a manufacturing environment. Each session will focus on a fundamental tool of lean, session 8 will be Lean Certification Exam.
Included in the Lean Enterprise Certification Program:
- Seven 8-hour training sessions and a 4-hour Certification Exam
- Books / Study Guides
- Homework sheets
- Handouts from each session
- Testing tips and methods
- SME test for bronze lean certification (Certification requires test plus three documented projects)
The training series will consist of:
Meet demand while increasing productivity and capacity. A lean enterprise produces more with existing resources by eliminating non value-added activities. Manufacturers are facing increased worldwide competition and the stakes are high. The winners in this competition work to eliminate overproduction caused by traditional scheduling systems and to only make what customers want when they want it.
Lean establishes a systematic approach to eliminating these wastes and creating flow throughout the whole company. It also helps you develop and implement a long-term plan to streamline your operations for success.
- Reduce cycle time
- Reduce inventory
- Reduce costs
- Increase capacity
- Improve lead times
- Increase sales
- Increase productivity
- Improve quality
- Increase profits
- Increase employee satisfaction
- Increase customer satisfaction
A properly designed plant layout is an important source of competitive advantage.
An effective plant layout is the heart of lean manufacturing. The goal is to arrange people and equipment in a sequence that supports a smooth flow of materials and components through the production process with minimal transport or delay. All plant layouts have a life cycle due to the changing of products, customers, technology, processes and continuous improvement.
- Increase throughput time
- Decrease overhead
- Increase on-time delivery
- Reduce floor space requirements
- Safer work environment
Improve your cash-flow, throughput and competitive position.
Pull Systems/Kanban control the flow of resources in a production process by replacing only what has been consumed. They are customer order-driven production schedules based on actual demand and consumption rather than forecasting. Implementing Pull Systems helps you eliminate waste in handling, storing and getting your product to the customer on time, every time.
- Reduce overall inventory
- Reduce work in process
- Reduce order turnaround time
- Increase customer satisfaction
- Improve cash flow
Right to Know Training
Establishing employee communications with regards to safety is a requirement for any organization. Organization of information into quarterly and yearly communications ensures all employees are versed on major safety procedures.
Because of the very nature of manufacturing, managers are always looking for ways to improve safety. Safety in the workplace should always be a high priority. The bottom line is that having accidents on the job, can lead to a loss in productivity, and can cost the company a lot of money. It can also have a huge effect on how your employees perform their work. This is because if they do not feel as if they are in a safe environment, they will not perform to their best potential.
Increase flexibility, reduce setup times and improve production flow.
Setup Reduction builds on the principles of the Single Minute Exchange of Dies (SMED) system, developed by Shigeo Shingo, to dramatically reduce or eliminate changeover time. Meet customer demands for high-quality, low-cost products, delivered quickly and without the expense of excess inventory.
- Respond to customer needs and schedules with more flexibility
- Improve on-time
- Decrease costs due to excess inventory
- Increase line and machine capacity levels
- Increase changeover accuracy
- Reduce startup defects
Employ the foundation of continuous improvement and sustainability.
Standard work is one of the most powerful but least used lean tools. It adds discipline and accountability to the culture, elements that are frequently neglected but essential for lean to take root. Standard work is also a learning tool that supports sustainability, promotes problem solving and team work. Standard work is the key component to a company's success, which is satisfying the customer.
- Reduction in variability
- Reduction of injuries and strain
- Reduced training time
- Creates baseline for Continuous Improvement
- Increase production
Supply Chain Management
Supply Chain Management is integrated into a Business.
A business, at a very high level, can be thought of as a set of processes developed to successfully execute a customer-focused value proposition. The business supply chain begins and ends with the customer.
Supply Chain Management (SCM) is an essential practice in a business to ensure that the supply chain is operating as efficiently and effectively as possible and generating the highest level of customer satisfaction at the lowest cost.
The 5S System
Accelerate product and service flow—achieve and sustain clean, safe and organized workplaces.
The 5S System improves workplace organization and standardization. The 5S includes:
- Sort through all items and remove unneeded items
- Set in order remaining items, set limits, create temporary location indicators
- Shine or clean everything and use cleaning as inspection
- Standardize the first three S's by implementing visual displays and controls
- Sustain the gains through self-discipline, training, communication and total employee involvement
- Improve quality
- Achieve work standardization
- Decrease changeover time
- Improve safety
- Reduce storage costs
- Reduce cycle time
- Reduce machine down time
- Boost employee morale as well as work environment
Total Productive Maintenance
Boost capacity and improve quality by increasing your equipment's life expectancy.
Total Productive Maintenance (TPM) is a process to maximize the productivity of your equipment for its entire life. TPM improves efforts in safety, quality, delivery, cost and creativity through the participation of all employees. TPM maximizes your equipment effectiveness, reduces downtime and improves quality and capacity. Typical manufacturing operations have experienced improvements in the following areas in a relatively short period of time (6- 12 months).
- Overall equipment effectiveness (capacity) improvement of 25-65%
- Quality improvement of 25-50%
- Maintenance expenditure reduction of 10-50%
- Percent planned vs. unplanned maintenance increase of 10-60%
Training Within Industry (TWI)
Incorporate a proven program that give people the skills to succeed. TWI is a dynamic program which uses a learn-by-doing approach, teaching essential skills for supervisors and team leaders.
TWI's core programs are Job Relations - building and maintaining positive employee relations; Job Instruction - training workers to quickly remember how to perform jobs correctly, safely and conscientiously, and Job Methods - improving the ways in which jobs are done. Together they help to:
- Decrease absenteeism and employee turnover
- Reduce training time
- Decrease rework
- Increase productivity
- Increase quality
TWI was originally developed in the United States during WWII to aid in war productions. After the war, it was provided to Japan to aid in reconstruction of their economy. It has been utilized and refined by Toyota to develop the Toyota Production System (TPS) over 50 years ago. It has seen a recent resurgence as companies have realized the cost of training workers.
Continuous improvement requires recognizing waste in your organization.
Lean is all about identifying waste and eliminating it. The goal is to have a workforce that understands the eight wastes and are able to spot them in their workplace. This class is 50% classroom and 50% in their work area, utilizing the Ohno circle teaching method.
- Continuous improvement sustainability
- Engaged workforce
- Effective suggestion system
- Increased profitability