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later named "value streams." There were literally hundreds of smaller path sequences, which we named "value creeks," and there were two large shared resources within the majority of routings, which we named "monuments" and defined as a solid shared resource spanning multiple value streams. This configuration was defined as a specific path or sequence of operations where value is added to the material in a specific way. We also tried to group customers into value streams rather than items. Implementation Phase With our entire organization educated and trained on lean manufacturing, and with monuments and value streams iden- tified and defined, we were ready to implement and trial a variety of the available lean tools. We modified our personnel structure to accommodate the new layout of our value streams, appointing a facilitator and a value stream engineer for each; in some cases, an engineer or facilitator would have responsi- bilities for multiple value streams. The value stream engineer developed a value stream map, both current-state and future-state, based on goals for what we wanted to accomplish, and then we identified kaizen blitzs or areas of opportunity to help us accomplish those goals. The majority of these goals centered around meeting promise dates, improving quality, increasing capacity, improving productivity, reducing cost and occupying less physical floor space. The goals for each area were displayed and prioritized. Our desire was to start out with a kaizen event that would lead to a trophy area, or an area that would stand as an example of what the lean process can achieve. We set dates and identified indi- viduals who should be invited to attend the different respective kaizen events. Application of Lean Tools and Methodologies Once we had identified and defined value streams, and set up and carried out our first group of kaizen events, we realized how to use other lean tools that facili- tated a variety of other lean improve- ments, both large and small, throughout all areas of our operation. Specifically in anodizing, we imple- mented 5S, point-of-use storage (POUS), kaizen, standardized work, kanbans and cellular/flow improvements. Our teams developed shadow boards for our house- keeping supplies; labeled and organized our racking stations; and moved chemicals and inspection tools such as our isoscope, seal testing and color meters right to the point of use. Visual controls and kanbans were added so that we replenished racks, clamps, rags, personal protective equipment, chemicals and so on. We shifted very much to a continuous- improvement-minded culture, and it continues to evolve every day. Today, work is staged on carts identified with flags, and a cone on each cart shows the finish of that order and how many hoods that order contains. Our mix is scheduled to optimize our anodizing capacity. The work is delivered to the anodizing operators along with clamps, racks and everything else that operator will need. When the anodizing line is lacking its next order, a light turns on and a buzzer sounds. The chemistry (when applicable) contains sensors that identify whether rinsing and inclined holding for dripping was properly achieved. While our anod- izing line is not fully automated, there have been several addi- tions allowing semi-automation of chemical adds, and statistical feedback for chemistry of the tanks and amperage pulled during an anodizing cycle. Where we have been constrained by avail- able space, we have added spray nozzles for improved rinsing and visual controls to aid process control by our crane operators. When supplies reach a point of needing replenishment, there is a visual control for our water striders to replenish. In the event other supplies are needed, operators can use a touchscreen to order supplies by name, and the order will immediately appear on the water strider's iPad, along with a timer showing esti- mated delivery of that item. All process time is measured from the time the product is racked, anodized and then unracked. Each step is measured and recorded. Visual controls have been added to rectifiers. A green light will indicate the rectifier is supplying electricity. When the cycle nears completion, there is a two-minute "Keeping the surgeon at the table" has been another large priority; anything that takes the operator away from his or her workstation should be analyzed and, if possible, delivered to him or her at the time it's needed. 28 OCTOBER 2017 — PFonline.com ANODIZING