JOSEPH FREM

WOODWORK
COMPANY
LEAN MANUFACTURING
PRESENTED BY:

ROBERTO AOUN
LEONARDO SAWAYA
MIRNA YAHFOUFI PRESENTED TO: DR. MARC HADDAD
OUTLINE

• Company Overview
• Process Flow Map
• Fish Bone Diagram
• Current VSM
• Improvements
• Future VSM
• Comparative Conclusion
• Recommendations
COMPANY OVERVIEW

• Joseph Frem Woodwork Company is located in the center of Jbeil. It is a 490m2 facility,
divided into 11 departments, each containing various processing machines.

• Frem is limited with 14 workers assigned for wood work and painting.
• It is a 3 floor facility.
 DEPARTMENTS

• Dep1: 2 Cutting Machines, Straightening Machine

• Dep2: Sanding Machine, Compressing Machine
• Dep3: Metal Cutting Saw, Stamping Metal Joints, Smoothing
• Dep4: Band Saw
• Dep5: Grooving Machine
• Dep6: Round Saw, Drilling Machine
• Dep7: BUFFER ZONE
• Dep8: Pressing Machine, Engraving Machine
• Dep9: Assembly
• Dep10: Warehouse
• Dep11: Painting
• Dep12: Resting
 PRODUCTS

Products Volumes/ month

Closet 8
The two processes that we
decided to work on are Dining Table 12

Desks and Chairs because

Chair 30
they have the largest
volumes of production Bed 11

Desk 40
 RAW MATERIAL

Material types used were Formica,

Lamika and MDF. The raw material is
Raw Material Dimensions (cm)
delivered to the facility on a monthly
basis. Basic 240 x 0.4 x 0.15
The desk is made of top, side and back
planks, drawers and 2 metal rails. Thin Pallet 100 x 200 x 0.05

The chair is made of a seat plank, 4

Thick Board 430 x 220 x 0.2
legs, and the back is made out of 3
wooden bars.
 EMPLOYEES

• There are 14 operators in the facility.

• Operating time: 8:00am till 12:00pm & 1:30pm till 5:00pm.

• There is no operators shift due to the scarcity of workers in this workshop.

• This is a place of Improvement to maximize the productivity and minimize non-value added

times
 STORAGE REQUIREMENTS AND POLICIES

• The storage room stores 2 types of goods: the

raw material and the finished products.
• The facility is adopting the randomized storage
policy it requires them time to track the parts
they need as well as other parts go missing
sometimes when orders stay long and get mixed
with raw material.
• Place for improvement to minimize inventory
and organize them.
PROCESS FLOW MAP - DESK
FISHBONE
FISHBONE

• The previous fishbone diagram is a brainstorm of all possible causes that could lead to
the reduction of the company’s profitability. Some causes were analyzed while others
were collected from the workers. This tool allowed us to prioritize the causes that
should be tackled first that have the most positive impact on the process in the fastest
manner while maintaining a low cost budget.
CURRENT
VSM FOR
DESKS
 METAL BARS SUPPLIERS

The metal rails supplier isn’t always reliable. According to one of the operators, the supplier may be late for
up to a week which is really bad for production since they will eventually be late on demand
Solution:
• Raw material should be inspected at arrival
• After further investigation we were able to estimate that on average the supplier would be late by 2 days. In
2 days the company would manufacture 4 desks needing 8 metal rails.. This is the formula to find exactly
𝜎×𝑆𝑒𝑟𝑣𝑖𝑐𝑒 𝐿𝑒𝑣𝑒𝑙×𝐿𝑒𝑎𝑑 𝑇𝑖𝑚𝑒 0.7
the SS: 𝑆𝑆 =
2

• Where: 𝜎= 8 rails, Service Level = 2, LT=2 days

• So, SS=8*2*(2^0.7)/2= 13 rails
REDUCE NON-VALUE ADDED ACTIVITIES

• Conveyor belt- to optimize the workflow

We would be reducing the walking times between these 4 machines:
Wood cutter Straightening Band saw  Compressing machine
Since the parts move faster (2m/s instead of 1m/s) on the conveyor and will also decrease
the changeover time since the operator will no longer go and fetch the part from the
previous process.
REWORK

• The percentage that is being reworked requires a lot of time and is costly.
Solution:
Poka-Yoke principle maintains quality and safety and prevents defects from passing to
downstream processes as well as reduces line stoppage.
It could be implemented by using drilling stops, colored pneumatic nails, jigs…
ECONOMIC COSTS

• We advised Mr. Joseph Frem to use those tools in manufacturing and we showed him
the estimated % reduction of rework showed in future VSM. We also informed him about
the estimated purchasing prices.
 REDUCE TRAVELLED DISTANCE

• Department 9 for assembly should be

placed in the warehouse which minimizes
the desk distances from 182.35 to 155.72
meters, 14% reduction in distance
travelled. Accordingly, the chairs distance
is reduced from 229.35 to 190.35 meters,
17% reduction in distance travelled.
 REPAINTING

• After assembly an inspection is made. If any scratch is present, the whole desk is sent to be
repainted. During assembly, the workers tend to work faster knowing that the parts will be
repainted, hiding the scratches that are caused by them.
• Solution would be to increase the cycle time of the assembly process while will drastically increase
the chance of a scratch-free-assembled desk that will eliminate the repainting step and its drying
time.
• Percent improvement:The P/T of the assembly process was previously 4.3 mins with 2 operators
(so 8.6min if only 1 worker), now the work is slower by 30% becoming 11.8min if one worker is
present. We divide that number by 3 since we have an additional operator that was responsible for
the repainting process, which becomes 3.73min, a 13% improvement.
• Avoid repetitive work, duplication, and non-value added activities.
 Why Bottleneck?
BOTTLENECK
Band Saw CT greater than Straightening CT

Why is CT greater? Solution

Band saw taking too much time to The band saw out of all processes
process the pieces
requires the most maintenance attention
Why? where we should always lubricate the
The parts are too big machine before placing the big rough
parts.
Why?
Too much friction

Why?
Lack of regular
maintenance
5S/6S
5S/6S
 5S/6S

• These pictures show how the raw material are dispersed all around the facility walls and floor.
This entails sorting them, setting them in order to finally standardize their place in the plant to
maximize space.
• Reveal the dirt and scrapped parts thrown on the floor. The plant requires shining in front of the
machines used to prevent any accidents or loss of parts.
• Lack of shining next to the raw material. Additionally, we must label the machine measuring wheel
to avoid processing parts with wrong dimensions. This would lead to rework of parts or throwing
them. This would be costly and considered as non-value added time in the production.
• The operator is unequipped with safety tools like closed shoes, gloves and workshop glasses. This
tools should be used to avoid any injuries for the worker.
 SMED IMPLEMENTATION IN WAREHOUSE

• . A lot of non-value added time is taking place. First, because the parts should wait in the warehouse until the order
is complete, a final inspection should be done before beginning with the paperwork.

• SOLUTION:

• SMED is being applied for this issue with the aim of converting internal elements into external ones:

• -The processing of paperwork could be started in advance and finalized after inspection.

• -Our elimination of the repaint procedure reduced the waiting time since the resting step is no longer required.

• -Most importantly, our previous recommendations require a built-in quality in the system which would reduce the final
inspection time in the warehouse
LUNCH BREAK

• All 14 workers leave the facility from 12 to 1:30. The production halts entirely for 1.5 hours. To increase
the total available operational time, we suggested that the lunch break should be reduced to 1 hour and
done in 2 shifts, so 7 workers will go from 11:30 to 12:30 and the other 7 would go from 12:30 to 1:30
• The average of the workers’ utilization is about 72% which is equivalent to 10 employees working non-
stop
• For 1 shift: When all 14 employees leave it is equivalent to 10 employees idle, hence the company will
lose 1 whole hour of productive work.
• For 2 shifts: When 7 workers leave in each shift, the other 7 will be working a 100% utilization, so in
theory they will be losing 3 workers only (10 fully working – 7 that left).
• To have the optimal division of work and optimal number of employees.
• Use SMART KPI for the employees
 LUNCH BREAK SOLUTION

• Hence, productivity will be 70% (7/10) of the regular state (where all employees are present).
When half of the employees leave, one might think that production will decrease by 50%, but in
fact due to the underutilization factor, production will only decrease by 30% so each hour the
company gains 2 fully operating workers. Therefore, for 2 hours, the improvement will be
doubled.
• Conclusion: The increase in productivity is 4 employees working 1 hour which is equivalent to
(4/14) *60=17 minutes for each of the 14 employees each day. The total available production
time becomes 8 hours and 17 minutes (or 8.3 hours), which is a 3.75% (8.3/8) increase to the 1
shift scenario and 10.6% (8.3/7.5) increase to the current state. Employee utilization is a
critical type of waste that should be eliminated
FINAL
VSM
COMPARATIVE CONCLUSION

Current State Future State Improvement

1.5 hour lunch break for all 14 1 hour lunch break for each 7 10% increase in total production
employees. employees . time.
Metal rails defected or delayed. Safety stock of 13 metal rails. Eliminate shortages or delayed
order completion times.
Repainting. Only repaint when necessary. 13% process improvement.

Long walking time. Conveyor belt. 50% reduction in walking time.

Long inventory wait time in SMED used to minimize Decrease inventory wait time.
warehouse. paperwork,
PRODUCTION CAPACITY
SHEET

• The company will benefit a lot

from the production capacity since
it will enable them to identify the
bottleneck in the process which
is the operation with the greatest
production capacity.
• The total capacity of the whole
process is 21 parts per day which is
close to 20 parts per day for the
desks.
RECOMMENDATIONS
RECOMMENDATIONS

• We also provided the company with another excel macro sheet which is a standard work
combination sheet. It demonstrates the combination of manual work time, walk time, and
machine processing time for each operation and compares them to the actual takt time
of the process. This sheet would be very helpful to identify waste of waiting and
overburden, and to confirm work-in-standard process
• Communicated to SH: 1-Joseph frem agreed
• 2- the workers were involved and trained for the slow assembly, and their lunch breaks.
LESSONS LEARNT