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Production Systems (TPS) course in Kentucky. The Industryweek Best Plants Conference showcased a variety of lean tools used by winners of the best plants designation, and these presentations provided additional detail and help for our organization. We also interviewed several consulting agencies and settled on a local consulting group well-versed and experienced at both training and implementing lean principles. What we quickly realized was that we needed not only to educate our senior executive team, but we also needed to educate every individual team member within our organi- zation. It took time, money and energy. It was a very difficult and challenging process, but in the end, there was no question it was the right thing to do and well worth the investment. The training was excellent, the concepts and lean principles became clear, and the root cause of our problems and issues began to manifest themselves in ways that seemed extremely, almost embarrassingly, obvious. After nearly six months of training our senior executive team; sales force; and finance, purchasing, production, maintenance, engineering and logistics teams, we began to look at the underlying structure of our business systems and processes. We looked at every item produced, and its specific routing or sequence of process steps. There were hundreds of iterations or sequences by which all of our products were made, and we realized that they really needed to be organized into a much better group of part families. As we began to sort 11,000 different SKUs, we were able to narrow down eight different high-volume paths, which we Futura set dates and identified individuals who should be invited to attend the different kaizen events. This value stream map shows current and future states based on goals. The red type reflects how the custom order is presented, according to 5S. Extrude, HT Anodize See other value stream maps See other value stream maps 6 months inventory Cut-to- Length 1 Operator • C/T= 5 min. • C/O= 1 min. • Uptime 90% • Shifts • Yield % • Batch per custom order 5 minutes 0 inventory Miter Saw 1 Operator • C/T= 5 min. • C/O= 5-10 min. (no auto length) • Uptime • Shifts • Yield % • Bat ch per custom order 5 minutes • C/T= 2.5 min. • C/O= 8 min. 3x/ day • Uptime 90% • Shifts • Yield % • Bat ch per custom order 2.5 minutes Manual Mill Bore & Drill 1 Operator 60 pieces 45 minutes inventory 0 inventory 45 minutes Top 1 Operator • C/T= 0.75 min. • C/O= 3 min. • Uptime 95% • Shifts • Yield % • Batch per custom order 0.75 minutes 15 pieces 20 minutes inventory 20 minutes • C/T= 13 min. (3 in machine, 10 in, out and dry) • C/O= 0 • Uptime % • Shifts • Yield % Clean & Deburr 1 Operator 0.5 minutes 0 inventory Assembly 1 Operator • C/T= 0.5 min. to 8 hrs. 0.13 minutes 0 inventory Packaging 1 Operator • C/T= 4.5 min. incl. 2 min. cleaning • C/O= • Uptime % • Shifts • Yield % 4.5 minutes 14 pieces inventory Shipping/ Staging 1 Operator 18.38 minutes 6 months, 1 hour and 5 minutes Raw Material Warehouse 3 days raw inventory of aluminum, 4 days inventory or cardboard tubes Daily Aluminum Supplier MTO Customers • Build to order per customer • 15 t o 20 orders/day • 20 t o 25 pieces/order • Diff erent lengths • 1 shift = 8 hour s • Daily demand = 500 pieces • Diff erent complexity • Diff erent types in same order 1 Daily Production Planning MRP Daily Ship Schedule Daily MRP Run Weekly Email Release Typical 6 Weeks Lead Time Futura Industries Value Stream Map 6 months PRODUCTS FINISHING — PFonline.com 27 LEAN ANODIZING