Thomas Industrial Library

Cascade Engineering

Grand Rapids, Michigan-based Cascade Engineering (www.cascadeng.com) has been on a lean journey for the last two years. The company has 1,200 employees and provides plastic components to the auto, home and office, and container industries, Fig. 10-2-10. A major goal in their lean implementation process is to adopt lean as a way of life for the whole company, rather than just in their manufacturing plants. Everyone has to actively take part in the process.

Fig. 10-2-10 A major automotive parts supplier uses lean manufacturing principles to produce quality parts and reduce manufacturing costs. (Cascade Engineering)

Employee Support Initiatives

Cascade’s dedication to employees and their superior performance have earned the company national recognition, most recently the Ron Brown award and the Michigan Manufacturers Company of the year award. G.L. Brown, Cascade’s director of lean manufacturing, realized the importance of creating the right environment for the company’s employees if the lean process was going to meet success. First, a policy of no layoffs due to any company lean initiatives was introduced. To allow for flexibility, changes could result in a shift in responsibilities for some employees. He then established a series of support and training sessions to help employees adapt to changes involving the lean transition. Brown believes that three important principles must be in place before initiating the conversion to lean enterprise:

Everyone must understand why the company is dedicated to the lean philosophy and what’s in it for them.

The employees must understand the system.

They must understand that there are a number of techniques in the toolbox to implement the system.

In addition to orientation programs on the lean manufacturing process, the company also included training on a wide variety of lean initiatives including takt time (the available work time that links production to the customer by matching the pace of production to the pace of actual final sales), the 5S process, natural work groups, and value stream mapping. The company also invited customers and suppliers to training events and Kaizen events that involved those company’s actual products. This emphasized to all employees the importance of extending the value stream outside of Cascade itself.

Model Cells

Each plant has introduced a model cell concept that is used as a teaching and learning tool for employees to learn and try out new changes. Rather than attempt to convert all areas of the manufacturing process at once, this less ambitious system of implementation has been very successful in achieving steady results. The successful model cell demonstrates how the employees and the company as a whole will benefit if the entire plant is using the lean enterprise system. Teams in adjacent cells begin to improve their work areas without undue prompting. For example, the company’s Home and Office business set up a model cell that produced a seat frame that has experienced an 85% reduction in scrap, a 75% reduction in downtime, and 75% less motion for the operator.

There are seven plants located in Grand Rapids and each one has used different techniques of the lean enterprise system to make its product groups more successful. Kanbans have been used effectively in a furniture plant in partnership with one of its suppliers of fabric for more efficient production and less waste. An administrative Kaizen was done on the payroll process in the business side of the company. The revamped process greatly reduced the occurrence of lost or missing checks and resulted in a 40% reduction in check errors.

Cascade has also created a bonus system that rewards employees for their efforts in improving the elimination of waste and the resulting benefits realized for the entire organization.

SUMMARY

The goal that lies at the heart of lean manufacturing is to create the shortest possible cycle time for any product by eliminating waste. Few companies will remain competitive if they are not actively pursuing this goal.

While there are different routes to follow and different practices that can be put in place, a truly lean transformation cannot occur unless management takes a strong leadership role and actively pursues the involvement of its workforce.

A lean changeover will not occur easily or overnight. A detailed and carefully constructed game plan is needed for success to occur.

Companies will need leadership that is both visionary and steadfast in their commitment to excellence and efficiency.

Those companies operating today with an ongoing lean philosophy have positioned themselves for the best possible chance for success in today’s increasingly competitive marketplace .

For more information on LEAN MANUFACTURING Technology see the Website:

www.mamtc.com