Vermont Composites Operations Department is organized around LEAN Manufacturing Teams and Production Cells. These manufacturing teams are focused on specific customers and programs. Teams are supported by members of the quality, logistics, engineering, and sales departments.
Lean Implementation at Vermont Composites
Lean continues to be implemented throughout the company through Kaizen events. Almost all of our Lean events seek to improve efficiency and throughput by implementing some combination of the following:
- Foot Print Reduction – Allows for less point-to-point travel and better space utilization.
- Implementation of Cell 5-S and Visual Controls – Contributes to improved efficiency, product quality, and employee safety.
- Establishment of Point-of-Use Tools and Supplies – Ensures that tools and material are where they need to be to optimize efficiency.
- Layout Improvements – Reduce congestion and conflict for resources, especially during peak work periods.
- Standardization of Processes and Procedures – Processes and procedures are then documented to facilitate duplication by results by any employee.
Vermont Composites has had the following Kaizen events with these results:
Autoclave Staging Area Kaizen - December 2007
A variety of lean measures were taken to improve workflow from the time parts are received from layup until they are ready for finishing. In addition, a scheduling concept was developed to improve staging efficiencies. Performance metrics were also established.
Finished Goods Inventory and Shipping Process – January 2008
Lean methods were used to analyze and improve workflow in the finished goods area. All procedures and paperwork were reviewed with the intent to streamlining operations. We improved the utilization of our Vantage data base to better manage the supply and demand of finished goods. Shelving and storage were better organized to accommodate more product. Improved shipping processes and procedures were implemented using a system pick list.
Core Area – March 2008
The core area is where expensive foam cores are bent, shaped, milled and conditioned in preparation for the layup of carbon fiber materials. Before the Kaizen event, these operations were spread over a wide area of the plant floor. We built a Foam Conditioning Room to maintain steady state temperature and humidity to establish uniform size and material properties for the foam cores. The Core Area was enhanced in compliance with Environmental Controls for Process Certification. Overall space utilization was improved and point-to- point travel time was cut in half.
Kit Cutting Area – May 2008
The Kit Cutting area includes the materials freezer where carbon fiber materials are stored, the computer controlled cutting system mounted on a vacuum table, and the kit racks. To facilitate controlled material thawing prior to cutting, a Storage Area for carbon materials was established outside the freezer. A new, more efficient layout was established to improve organization and further reduce travel time. Flow was redefined to meet demand, and all processes were standardized and documented. A Pull System was created for Kit Cutting which was synchronized with the Autoclave schedule, resulting in more efficient workflow.
CNC (Computer Numeric Controlled) Machine Area – July 2008
Vermont Composites has a variety of 3, 4 and 5 axis Computer Numeric Controlled (CNC) machines. This precision equipment is used both for building in-house mold tooling as well as performing close tolerance final finishing operations. As with all Kaizen events, our objective was to increase work flow by improving efficiency. In addition to the typical Kaizen improvements, we designed and implemented a Quick Changeover Procedure utilizing Quick Changeover Carts to enable faster tool changes. Storage for Tooling was established and resulted in better tool access and organization and better protection for unused tools.
Preproduction Value Stream Map - Administration – July 2008
Vermont Composites involved members from several departments of the preproduction administration staff to form a cross functional team to study our current processes. The objective was to evaluate processes, pinpoint areas within the processes that could be streamlined, and develop and implement a plan to make efficiency improvements. Improvements included simplification of the data flow, reduction of time from order acceptance, timely communications within VCI departments and accurate information flow to our customers.
Cold Bonding Area Kaizen – October 2008
Vermont Composites Cold Bonding area is used extensively for manufacturing osteoporosis assessment imaging tables. Our CEO and CFO were actively involved in this Kaizen event. We implemented a new cell lay-out in order to improve efficiency by reducing travel time. This effort was facilitated by the installation of a new bonding rack. We established new Min-Max inventory levels (Kanbans) to ensure necessary raw materials are available. We established a finished goods inventory level for all parts produced in this cell to give us the flexibility to meet unanticipated customer demand and reduce associated over time costs. Bar coded travelers were introduced to allow us to track customer orders ‘real time’ during the production cycle. Finally, we implemented Cell 5-S and Visual Controls to help improve overall process efficiency and product quality.