Another implementation was in lean process consulting ; lastly , they invested in robots and cobots to improve performance .
Since the company works with metal and plastic , they must be able to cut and bend metal as a start . They have invested heavily in automation and laser equipment . Buying newer equipment , Hemingway said , saves time . “ The processing can go on through the night and weekend ; no one must watch it . Sometimes there are problems , but a manager will get an email from the machine to tell them something needs to be fixed . The main benefit was realized through a reduction in machine setup . Compared with old equipment — which can take 30 minutes to run a setup — new machines take only minutes , increasing overall throughput by eight hours per shift .”
Because they have improved machinery , they have also invested in lean processing using the Toyota Kata method . They have worked with Impact Washington and consultant Paul Hamacher for about five years on this process .
Hamacher said that implementing lean processes can take time . He indicated that they work for a while , take a few months ’ break as they go through the changes , and then re-engage when they are at the next stage . He said , “ They are successful because of management engagement .” Hamacher said that this management style is top-down , through the supervisory roles in the company .
It includes “ daily Kaizen ,” working on small bits daily in the department . It is a strategic process that looks at each department and process , “ striving toward challenges by making minor improvements .”
12 NORTHWEST AEROSPACE NEWS