“Solutions For World Class Performance”

Case Studies

Phone: 734-425-3904

Fax: 734-425-3751

E-mail: jmiller@pessolutions.com

A leading heavy duty diesel engine manufacturer was beginning a significant endeavor to expand operations by introducing 2 new engine models with 100’s of option variants into their existing production.  This required the design and installation of a new Final Process & Paint Line to facilitate quality, improve product flow and reduce costs.

PES participated in the detail planning and developed direct labor standards/requirements, balanced production line, determined appropriate station equipment requirements (e.g. that promote Poke-Yoke) and developed ergonomically sound workplace layouts for the proposed new line resulting in a 26% improvement in productivity over the existing line.  We also prepared the work station equipment bid documents/specifications for turnkey supplier (i.e. material display equipment, assembly tools, benches, carts & racks, etc.) that accurately depicted and documented project requirements and provided a basis for soliciting truly competitive proposals. Once the project was awarded PES worked with the owner & turnkey supplier to develop a ramp-up plan for establishing the proper staffing of the newly installed line during the first nine months of production.

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Productivity Engineering Services

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PES is dedicated to helping our clients achieve operations excellence through the development of creative cost-effective solutions tailored to their specific needs.  We have a reputation for thoroughness and attention to detail that is widely recognized and respected throughout our profession. We are immensely proud of our accomplishments and have included a small sample of our many highly successful projects below:

1) Assembly Work Standards Development, Line Balancing, Workplace Design & Equipment Specifications at a Leading Heavy Duty Engine Manufacturer

2) Synchronous Material Flow Design, Lean Material Handling & Storage Systems Planning at a Big 3 Automaker

A Big 3 automaker needed to replace an aging pre-World War II era plant with a 2.1 million sq. ft. state-of-the-art assembly plant that would efficiently produce its’ new line of SUV’s while achieving a high level of quality.  We applied worldwide best practices to help design lean material flow solutions for all inbound production parts planned for the Greenfield assembly plant.  We created and maintained a “plan for every part” (PFEP) database which served as a cornerstone for the detail planning of the material delivery and supermarket CMA’s. Our team developed effective processes and plans to efficiently receive, store, deliver and control incoming material to BIW and T/C/F Shops and support Client’s guiding principles which included worker-friendly flow of parts, level pull systems, and JIT/sequenced delivery.  Our services included synchronous material flow design, inventory space planning and storage analysis, dock analysis and layouts, indirect labor planning, and feasibility studies to assess alternative material handling and storage methods and layout plans.  We integrated the material flow, packaging and logistics studies to optimize the supply chain. This $1.2 billion assembly plant was featured on the cover of Modern Materials Handling Magazine for its’ “lean material flow” design.

5) Capacity Planning Custom Database Solution for a Big 3 Automaker

A Corporate Paint Manufacturing Engineering Group at a Big 3 Automaker needed to improve communication, save time and boost productivity of it’s capacity planning process by converting it’s “every engineer to himself/herself” spreadsheet based approach, which often produced conflicting or confusing results, to an integrated database solution that would provide one place to go for a unified view of the entire process. 

PES was retained to help design, develop and implement a custom database software application using Access & VBA that could assist this client with capacity planning and analysis of their worldwide Assembly Plant Paint Shops.  The new multi-user database solution enables the entire team to use the same proven formulas, user interface, data, and output reports/charts resulting in the standardization of the capacity planning process.   Because information is stored and retrieved in a single location and updates occur instantaneously, the data is the same and visible for everybody in real time. An easy-to-use Graphical User Interface (GUI) makes working with modules intuitive. Engineers can simply input or duplicate and modify existing hourly build rates, product mix data, and process and conveyor parameters for each plant or scenario.  The program automatically generates detailed reports, charts and sensitivity graphs defining system and capacity requirements for Phosphate & E-Coat Tanks & Ovens, Prime Paint Booth & Oven, Sealer & Dry-Off Ovens, and Enamel Paint Booths & Ovens. 

This new decision support tool enables engineers to quickly and easily perform "what if" analysis of existing plants as well as Greenfield facilities.  Because this application is designed for multi-user operation on a networked environment the program facilitates the sharing of consistent capacity planning information for all users.  In addition it provides a convenient way to assign security permissions to ensure that employees are able to update and / or query the database at the right levels for their jobs.  Not only does this solution help commonize the capacity planning process, but it also boosts communication and saves time and money.  

4) Engineered Labor Standards Development, Assembly Line Rebalancing and Training at a Rider Lawn Mower Manufacturer

A lawn and garden tractor manufacturer was facing intense competition and declining profits and wanted to reengineer its’ organization into an Agile one.  The agile production system would allow them to produce a variety of quality products to specific orders and delivered with short lead times at a competitive price.  A major challenge facing the reengineering team was to improve labor productivity while maintaining good employee relationships. 

First PES trained and certified select team members in the MOST work measurement system, the principles of motion economy, work simplification and line balancing techniques.  Then we developed standard data, identified best methods, and rebalanced the assembly lines.  Next we led those teams in implementing the process needed to make it happen.  We developed work management manuals documenting everything necessary to support the line balances.  Using a team approach not only promoted ownership and built commitment to the program, it left these employees empowered to continue to improve productivity after PES left.  By reducing wasteful and non-value adding activities, productivity increased by over 20% in the final assembly department.

3) Warehouse Productivity Improvement at an Automotive OEM

An automotive OEM was rearranging its 900,000 square foot warehouse into central material areas to accommodate a growing business and become more competitive.  Management had reorganized the hourly workforce into teams and was planning to make the team members responsible for workplace organization and housekeeping activities in their assigned area.  The employees were convinced hiring additional employees was warranted to support the increased workloads.  However, management insisted that PES complete an Industrial Engineering study to objectively determine labor requirements and identify productivity improvement opportunities prior to committing additional resources.

First we spent several weeks collecting data and information pertaining to current and future operations including a one year history of receipts and disbursements derived from the electronic material system, job descriptions, standard operating procedures, work schedules, maintenance procedures, housekeeping requirements, UAW work requirements/constraints and AutoCAD plant layout.  We performed extensive in-plant field checks and observed operations to document material handling and storage methods from dock to dock.  We interviewed a representative cross section of employees to determine what work is done, who does it, how much time is spent and how each job is done.  Next we performed a Travel Analysis to quantify the number of trips and distances traveled throughout the warehouse.  Finally we completed a workload analysis to quantify workloads and estimate labor requirements based on engineered work standards, wristwatch timing, judgement estimating and other information compiled from the above steps. 

The study showed that by rebalancing work, the existing workforce could accomplish normal daily activities and take on the added housekeeping and workplace organization responsibilities.  Furthermore, we identified a number of process improvement initiatives that would streamline operations, improve customer service and reduce labor requirements.  This study also resulted in a library of standard data that could simplify the development of future labor standards at this warehouse.

 

6) Plant Layout Evaluation and Product Flow Analysis for a Printing Products Manufacturer

A manufacturer of printing products including continuous and individual set business and data processing forms was designing a modern 150,000 sq. ft. facility.  Their plant engineers developed a preliminary layout of the new facility primarily based on qualitative factors that were highly influenced by preconceptions and false constraints.  Management had no way of knowing how good the design was and could not afford to gamble with guesses.  They needed a “fresh pair of eyes” to objectively critique and improve the new plant layout and communicate the many design tradeoffs with project members. 

PES was commissioned to perform an independent quantitative analysis of the new manufacturing layout plan by analyzing product flows and production equipment relationships using existing routing and production data.  We utilized state-of-the-art industrial engineering tools and techniques including Computer Aided Product Flow Analysis (CAPFA) integrated with Computer Aided Design and Drafting (CADD).  We collected material handling and product routing data.  Then we developed data translation programs to convert existing production volume/ routing data files into a useable format.  Next we generated detailed product flow diagrams overlaid on the proposed CAD layout as well as from-to charts, distance-intensity charts and material handling utilization reports to evaluate alternative layouts and select the best one.  This analysis allowed the planning team to design the most cost effective manufacturing layout that significantly improved product flow and reduced material handling costs while supporting their batch flow operating philosophy.

7) Material Flow Sequencing & Kitting Study, Material Supermarket Layout Design & Transportation Analysis for a Tier 1 Supplier

A leading global auto parts company needed to design and build a new 200,000 + square foot chassis module assembly facility in North Americas’ first supplier park. This innovative, state-of-the-art supplier park project employed the Just In Sequence (JIS) delivery system for fast module supply to the OEM assembly plant. 

PES teamed with the prime architectural engineering firm to conduct a material flow sequencing and kitting study of 20 commodities in order to free up space in the assembly operation envelope, improve presentation of high proliferation parts and facilitate one-piece flow.   We analyzed sequencing / kitting requirements, developed efficient sequencing / kitting processes, designed alternative layouts, determined ergonomic equipment requirements and prepared budgetary cost estimates to support this plants new synchronous / lean initiatives.

PES analyzed storage requirements and developed storage layouts and equipment requirements for the new small lot material supermarket/CMA and bulk material storage CMA that facilitated FIFO inventory management and pull route delivery for chassis assembly.  We developed cost effective plans to resolve storage space shortages.  We conducted the small lot route analysis to determine the most efficient material delivery route and number of tugger drivers/routes required to support full production volumes.  Note all material delivery is via tugger trailer trains and fork trucks.  We conducted the dock analysis to quantify number, by location, of receiving docks required and utilizations.

PES also performed a transportation analysis to determine the number of over-the-road trailers per day needed for shuttling empty containers to the off-site warehouse.  We determined floor space requirements required for off-site warehouse used to break down, sort and build-up empty returnable containers by type and supplier.

This $37.6 million co-location project helps provide the OEM assembly plant the flexibility to build multiple vehicles on the same production line and react quickly to changing market demands.

8) Assembly Line Rebalancing and Engineered Labor Standards at a Snow Thrower Maker

A major snow thrower maker was committed to improving productivity and balancing workloads in the final assembly department.  Work standards were non-existent and staffing inequities were widespread (i.e. too many people at one work station and not enough at another).  PES worked with client to rebalance assembly lines and implement changes needed to make the plan work.  We developed work management manuals documenting everything necessary to support the line balances including work standards, standard data, allowance structure, cycle time derivation, operator instructions, line layouts, assembly drawings, standard work practices, procedures and methods.  This project resulted in $450,000+ / year  direct labor savings.  And management now has accurate information necessary to develop realistic budgets and product cost estimates/quotes.