Lean implementation methodology for a push manufacturing business

Abstract

Company XYZ manufactures vinyl windows in a business market with very low price points and very tight profit margins. Company XYZ pushes product down the double hung vinyl window unit line supported with vast amounts of work-in-process inventory between each work station. The work-in-process inhibited the workers from meeting customer demand because too much time was spent moving work-in-process material and not enough time was spent on producing product. Company XYZ was purchased by a larger Corporation that practiced lean methodology. The Corporation sent a team of Industrial Engineers to train a cross functional team of employees to improve the line efficiency, reduce labor, shorten lead time, and eliminate the work-in-process on the vinyl window unit line. Once the lean methodology training was complete, the vinyl window unit line team used the learned lean methodology and lean tools to eliminate waste. The vinyl window team was able to improve the line efficiency 34%, reduced the labor 57%, shortened the lead time 66%, and eliminated work-in-process by 80%. The data supports the use of lean methodology and lean tools to improve the vinyl window unit line.