Flipping the Script

The concern

Welded Wire had a problem. OK, several problems. They faced challenges meeting demand. It was understood that the team should be capable of producing 17 Tons per shift, but at most they were averaging 10, resulting in losing market share. What was going on? 

The process 

An A3 problem-solving approach was implemented, identifying issues like machine efficiency, inconsistent processes, and maintenance gaps. As the team began discussing the issues, they laid out the initial problem and potential causes, including the lack of set standards, quality of incoming materials and overall yield, as well as overall reliability and lack of spare parts. The team also discussed turnover and absenteeism. After deciding on target goals around safety, turnover, training, and reliability, the team began a GAP analysis to start tackling the problems. 

By talking to employees, the team learned several things. Machine efficiency contributed to a loss of 5 to 10 Tons per shift. Inconsistent processes and training led to employees not really understanding how to do the work correctly. Employees were frustrated with the lack of maintenance. They began using the hour-by-hour boards to log each problem, leading everyone to focus on a solutions approach. 

For example, two of the lines needed new parts to run efficiently. It took a couple of days of lost productivity to get them installed, but it was worth it. The machine improved efficiency by 10%, more than making up for the time lost. Two other machines needed a bit of TLC and maintenance from the original manufacturers to run properly. Additionally, training was improved and the suggestions made by employees were put into place. 

The results 

Remember how the team could only produce 10T per shift at best? Last week Fabric was able to produce 18 Tons per shift, 1 Ton above goal. Performance improved from 80% to 95%. 

“It was a team effort,” Tilor Crotz, Wire Mill Finishing Manager, said. “Our Fabric employees, Finishing supervisors and front-line Maintenance teams all rolled up their sleeves, put in the time, and raised their hands to help. Without their support, drive, and willingness to not only tell us what the problem is, but actually understand the issues and come up with meaningful solutions, we wouldn’t have been able to make these jumps in improvement. Not only that, we created a safer, more productive environment where our employees are proud to show up every day.” 

It used to be that the Fabric team would work six to seven days a week because they couldn’t keep up with demand. Now they’ve flipped the script and are producing at a faster clip, working smarter, not longer, and challenging our sales team to sell more. 

That, my friends, is what success looks like.