Download WGEP crawford boyer martins

WESTERN GEOPHYSICAL EXPLORATION
PRODUCTS - CASE STUDY
Esteban Boyer
Paula Martins
Josh Crawford
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
1
INTRODUCTION
 Background
 Overview

Designing cells with product oriented flow
 Using Kanban
 Product quality/employee skills training
 Material Waste reduction
 Visual controls
 Performance Measurement
 Questions
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
2
DESIGNING CELLS WITH PRODUCT ORIENTED
FLOW
Improvement
 Designing cells with a product
oriented flow. (pg.395)
Results
 Increased visibility
 Improve communication
 Reduce cycle times
 Decreased cable movement by 50%
 Reduced floor space by 30%
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
3
USING KANBAN
Improvement
 They started to use the Kanban
methodology to make easier the
communication.(pg. 396)
Results
 Decrease WIP from 60 cables to 12
cables
 The lead time was reduced from
over 30 days to less than 5 days
 And material short ages became
almost nonexistent.
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
4
PRODUCT QUALITY/EMPLOYEE SKILLS TRAINING
Improvement
 The bay cable cell design moved WIP
next to the first step of the
process(pg. 397)
Results
 improved communication
 Cross training( being trained in more
than one department )
 Each employee learned the exact
requirements for quality
 A collective effort to stop bad
products from coming down line
 Group responsibility for the product
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
5
MATERIAL WASTE REDUCTION
Improvement
 WGEP stopped cutting cable an
extra few feet “just to be safe” and
started adjusting the length
appropriately. (pg. 398-399)
Results
 4% reduction in cable cost
 Decrease in wasted cable
 A more efficient operation
 Annual savings of this one process
amounting to more than $320,000
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
6
VISUAL CONTROLS
Improvement
 They developed a system that
allowed all employees to
understanding current and future
demand, quality improvements, cost
reductions and others issues relating
to a particular manufacturing.
(pg. 399)
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
Results
 Improve the understanding of the
status of the orders
 Easy way to take a corrective action.
 Visibility brings the cell together and
everyone in the process can help
and improve the process because
now they know what was going on.
7
PERFORMANCE MEASUREMENT
Improvement
 Little information was kept of plant
production, due to a lack of
communication between departments.
 The supervisors began playing a sort
of shell game to hide costs from one
job to another.
 Management created a new system of
performance measurement, reducing
the number of transactions done( pg.
402-404)
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
Results
 A reduction in the bill of materials
 Saw a reduction in the number of
jobs
 Reports were written each week
detailing the number of completed
cables and their cost
8
QUESTIONS
IDM 404 - DR. BURTNER - CRAWFORD, BOYER, MARTINS FEBUARY 5TH, 2015
9