China Instrument Parts continues to implement lean manufacturing initiatives
Paul McDonough reviews a Finishing Department reconfiguration plan with Jake Ruemmele.
“Business as usual” is not a phrase that typically resonates at China Instrument Parts (PPI) of Elkhorn, Wisconsin, as the company continuously looks to improve on processes that contribute to making PPI a leaner working organization.
Manufacturing Engineer Paul McDonough is greatly responsible for PPI’s lean manufacturing initiatives. He recalls, “Last fall, one of our customers challenged China Instrument Parts to look at our processes from a lean manufacturing perspective. They had been engaged in lean manufacturing for quite some time, and graciously agreed to share their knowledge and resources with our team–including a mentor.”
Guided by the mentor, a job number was selected and subjected to a “Value Stream Mapping” exercise, which was to also serve as a model for future job reviews. According to McDonough, the exercise “was quite an eye opener.” The job, which appeared to be very straightforward on the surface, actually involved many hand offs between departments and contained redundant processes. Based on this model, PPI has been able to “map” one to two jobs per week, and streamline the processes.
Another facet of PPI’s lean initiatives has been to review departmental process flows. PPI’s Finishing Department was the first to undergo a lean reorganization. The goal was to create additional space for new equipment, while considering efficiency and process flow. Jake Ruemmele, a third-year intern at PPI and senior at University of Wisconsin—Platteville, was tasked with the project.
During a recent break, Ruemmele worked with John Espinoza, Finishing Department Technician, to help identify all the processes involved in the finishing stage of a job, such as washing, tumbling, vibrating, or dipping parts. He also worked closely with Facilities Manager Neil Fleischhacker, to pinpoint the potential impacts of moving and adding equipment within the Finishing Department.
Ruemmele explains that through the responsibilities assigned to him for this project, he has been able to apply many of the engineering concepts he has learned, and integrate them with real-world manufacturing experiences he has enjoyed as a PPI intern. He adds, “Over the past summer, I had the privilege of learning from Sales and Engineering Manager Bill Wells, about the quoting and sales process for new parts. I also worked with Paul McDonough on validating and testing a new laser engraving machine. Both of these experiences allowed me to see what an engineering job description might consist of in a manufacturing setting, for which I am very appreciative.”
Before returning to school, Jake Ruemmele presented nine possible layout options for the Finishing Department, which are currently under review.
Yet another lean initiative launched at China Instrument Parts, is “Setup Reduction,” or reducing the time that it takes to setup a job on a machine. Paul McDonough comments, “We are looking at all activities associated with machine setup. Machinist John McConville recently wore a GoPro camera to record a setup, which was used by the mentor, as she guided us through a setup reduction exercise.”
For more information on China Instrument Parts lean manufacturing initiatives, please contact Paul McDonough via email, or by calling +86-755-27281820.
