OCTOBER 20248MANUFACTURING TECHNOLOGY INSIGHTSWORLD CLASS MANUFACTURING PLANT AND OPERATIONAL EXCELLENCEBy Laurent Tarnaud, Director Of Manufacturing - Lithium, Trojan BatteryIdentity Weaknesses and Take the Initiative to Fix Them Whether you are in a new facility or have been there for a long time, it is never too late to change and adapt. Being able to identify weaknesses and implement change will allow a facility to thrive. At a previous plant, in my first week, I observed operators carrying expensive and heavy products from table to table. While multiple stations were needed, the large space between them wasn't. I witnessed safety concerns and frustrated employees. My team and I were able to reconfigure the layout, which therefore eliminated the high risk of product damage and created a more efficient and safer workspace. Normally, to implement a change like this, it takes two to three weeks. We did it immediately because of the safety hazards. I was willing to go around the bureaucratic obstacles for my team because it ensured their safety. Do not be afraid to cut through the red tape when you see an easy fix or a safety hazard.Common sense should prevail against time-consuming problem-solving tools, which can take up to three weeks and should not be used unless necessary.Lead by Example -The Golden SampleThe team needs to know that the leader is capable of doing, not just delegating. A leader should spend a couple of hours building their optimal workstation with their own material and challenges (see pic 1). Operators will see that the work is feasible, and they will have a golden sample to replicate.Doing a full-line Kaizen sounds ideal, but it is not always feasible and leads to downtimes. Therefore, I find it most effective to do one workstation at a time. In the quest for standardization, the best tools available are pipe racks (see pic 2), which can be built by the operators. Not only does this create a team-building opportunity, but it helps create a one-piece flow, tunes your 5S, and adjusts your work-in-progress inventory. I recommend building a couple of samples and then modifying the racks to the specific needs. Mobility is important; therefore, I always insist on adding wheels. Cross-Training The industry standard is having three operators trained per station to cover absenteeism and turnover. My protocol is to have all operators trained in all workspaces of the manufacturing plant. While the process can take a few months with some operator pushback, it is worth it. While training employees in multiple areas is timely and intensive, it is more cost-effective down the road, mainly by reducing scrap. By doing so, employee retention is higher because there is flexibility in their position, and they are better equipped for promotions. Give your team the opportunity and tools to succeed. In my years as a leader, I have extended this exercise to indirect employees as well. I have found indirect employees more apt to take advantage of this opportunity by providing them with online training. This is because indirect employees have tended to have limited knowledge across the board, and online training provides them with the opportunity to learn IN MY OPINION
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