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Manufacture Nevada worked with Bureau Veritas Minerals (BVM) to determine the appropriate approach and resources for 5S implementation. A GAP analysis was performed to determine the scope of the project, after which, Manufacture Nevada presented multiple resources that could assist BVM. Bureau Veritas Minerals chose Creating Effective Organizations, Inc. (CEO) to be part of their team. CEO facilitated 5S workshops for all employees, participated in weekly GEMBA walks and led impact and opportunity review sessions. Cross functional teams received classroom training followed by practical application of each 5S principle. This approach allowed Bureau Veritas Minerals to interact with a hands-on mentor to guide them through the culture change and successful implementation of a 5S system with the ultimate goal of reducing turn-around time and improving process efficiency while maintaining quality.
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Manufacture Nevada’s access to the top manufacturing experts allowed VSR Industries to diagnose their lean manufacturing needs and create unique solutions. In a state with limited manufacturing resources, VSR Industries relied on Manufacture Nevada to help them compete in an increasingly globally competitive manufacturing marketplace.
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The main objective for Vitamix in 2014 was to educate their employees on Lean principles and to implement foundational elements of their VLE system. The first step involved sending all of the Reno DC employees to Lean 101 workshops. Throughout Vitamix, more than 600 employees have been educated with this eight hour, learn-do style workshop. The class exposed their employees to fundamental Lean concepts, galvanized a common Lean language, aligned them around the continuous improvement objective, and clarified reasons why Vitamix is committed to this Lean transformation. The foundational elements that were implemented included: Management for Daily Improvement (MDI) management system comprised of daily standup meetings, metric boards, and leader standard work; visual management throughout the DC; and 6S workplace organization. Throughout the implementation, our Project Manager from Manufacture Nevada acted as the technical liaison between the Reno DC and the Lean Department in Cleveland. She supported the implementation through weekly visits to the DC to ensure the systems were being sustained, coaching the employees, and facilitating 6S kaizen events.
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The goal of this project was to reduce the turnaround time for product delivery and to reduce product waste by streamlining the production process. This involved a plant floor redesign of her production line. Another finding, as this process evolved, was the need for additional equipment and inventory to keep up with the increased unit turnaround. Furthermore, we determined the need to provide better resource tools for the sales representatives as well as enhancements to the web site to reflect these changes in operation.
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Manufacture Nevada local project managers conducted onsite facility assessments, reviewed manufacturing steps and concerns, and worked with North’s Operations Manager, Plant Manager and Human Resources Manager. Together they designed Lean workshops to incorporate North’s existing process and flow and encourage employee participation and idea generation for improvements. They conducted an onsite Lean workshop as an employee introduction and stimulus to lean improvement methodologies, to be followed by a more detailed session with North hosting a week long Lean Leader workshop involving key lead personnel and to delve deeper into more lean concepts and principles. They finished with an onsite workplace Kaizen improvement event and implementation in their production facility involving the manufacturing leads along with production line personnel.
