Explore Supplier-enabled innovation Bayer is taking the notion of strategic buying a decisive step further: Close partnerships with strategically important suppliers enable the global life science company to market biotech medications in a safer and quicker way using innovative primary packaging solutions. Bayer is taking the notion of strategic buying a decisive step further: At first glance, there is nothing special about pharmaceutical vials, cartridges and syringes.
With every step made toward creating a Lean environment, campus layout at this successful foundry became an increasingly important issue. Quite literally, dozens of people would make a 4 to 8 block trip depending on the location of their work center several times a day to a building housing the NDT non-destructive testing equipment.
Parts were processed in buildings several blocks away, then transported via carts, trucks, or forklifts to NDT for further processing. Certain parts would repeat this cycle several times. Recognizing the importance of locating the NDT area near its internal feeders, we located a centrally located space that would sufficiently meet the needs of the NDT area.
After considerable re-layout, equipment streamlining and workflow improvements, the new NDT location used only about one-third of the previous space. Additionally, we incorporated a lab area, previously located adjacent to the old NDT facility, and then added a shipping function for the immediate packing and shipment of completed products.
Dozens of lost production hours are recovered on a daily basis. Time spent transporting parts is now spent processing products. Defects caused by packing and transporting parts are now almost completely eliminated.
The now unnecessary and distant building that formerly housed NDT has been leased-out to further generate revenues.
Long changeover and setup times between product runs created considerable downtime. Buying additional equipment was under consideration to prepare for a forecasted increase in demand. Single Minute Exchange of Die methods, we reinvented the entire operation and created a procedure that minimized downtime.
Setups and changeovers became well orchestrated events. Quality defects were addressed by implementing a series of strategies for scheduled component maintenance and machine calibration.
After implementing the new procedures, all setups and changeovers were completed in under 30 minutes regardless of complexity.
This improvement negated any need to purchase equipment to meet forecasted demand. Third shift employees were brought to second shift and throughput increased.
These improvements were applied to six similar machines throughout the plant. Each of the seven machines experienced an increase of approximately 5 hours per shift in additional uptime.
The company gained shop floor production time of about 5 hours per machine per shift accounting for the elimination of the third shiftresulting in an additional 70 hours of capacity per day, with a third shift available in the event sales created even greater demand.
Return to List Antenna Manufacturing Problems: An awkward production process and workflow in the Transit Antenna build area created excessively long lead-times.
This small factory used floor space too liberally, while the owner considered purchasing a new building to meet their needs. We restructured the floor shop layout into a single work cell for the antenna build area. Working closely with company engineers, we created several fixtures to make critical dimensions and procedures mistake-proof.
The employees learned to eliminate many redundant tools and procedures from their processes. Quality officers incorporated testing procedures into the process for immediate feedback and quality verification.
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Since floor space was a highly valued premium, this emerged as one of the great accomplishments of the effort.McMaster-Carr is the complete source for your plant with over , products.
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