The document discusses implementing lean improvements and automation at a steel panel fabrication facility. It begins with a current state value stream map that shows long lead times of 2-5 days. Lean techniques were then used, including analyzing process flows, reducing setup times, collecting quality data to reduce defects, and improving material flow. This identified opportunities to balance the production line and reduce lead times before considering automation.

1. Implementing Automation
After Making Lean Improvements
Tom Lawton
President
ADVENT DESIGN CORPORATION

2. AUTOMATE or NOT TO AUTOMATE
Need to lower costs & reduce cycle times?
• Too many people
• Layout is bad
• Can’t deliver ontime
• Equipment too slow

3. What Do We Do?
Analyze & Evaluate
Using Lean Concepts &
Techniques
Implement Lean
Manufacturing Solutions
Design & implement
LEAN AUTOMATION!

4. Lean Automation Concept

5. Why Lean Automation?
“After implementing lean
improvements such as cellular
manufacturing and setup reduction,
selective automation can add value
and reduce human variability.”
Richard Schonberger, June 2002

6. Lean Manufacturing
Fundamental Principle of Lean Manufacturing
Any activity or action which does
not add value to the product is a
form of waste and must be
eliminated or minimized.

7. Definition of Value -Added
Value is added any time the product is physically
changed towards what the customer is intending
to purchase.
Value is also added when a service is provided
for which the customer is willing to pay (i.e.
design, engineering, etc.).
If we are not adding value, we are adding cost or
waste.
90% of lead time is non-value added!

8. Lean Manufacturing
Concepts & Techniques
Value Stream Map *
Flow: Setup Reduction, Cellular
Manufacturing, Batch Size Reduction,
Visual Workplace, Layout *
Pull: Kanban Systems, Supply Chain Management, Point of Use *
Others: Quality Improvement & Analysis *, Total Productive
Maintenance, Training *
* Used most frequently prior to Automation

9. Value Stream Map
An Assessment Tool
The value stream map follows the production
path from beginning to end and shows a visual
representation of every process in the material
and information flows
Shows how the shop floor currently operates
Foundation for the future state

10. Value Stream Map Concept
Orders Production Orders
Suppliers Customers
Control
Schedules
I
Process I
Equipment
Raw
Cycle Finished
Materials
Times Goods
Change
Over
Reliability
Error Rate
Lead
Time
File: VSM-A1

11. Value Stream Map (Current State)
Orders Every 2 Weeks
Production Control
New Jersey Randomly Placed
Andrea Aromatics Alanx Order as Needed Various
Porcelain Orders (Various Sizes)
(Scented Oils) (Shaped Stones) Customers
(Round Stones)
Average of 6,000
Stones per Day
in Various Size
Orders (8 to 20 case
& 200 to 400 case
range mainly)
30 Cans of Oil 59,000 Stones 50,000+ Stones
Every 2 Weeks Every 2 Weeks Every 2 Months
(via stringer)
Bi-
Weekly Daily Shipping
Productio Orders
n Daily
Schedule Shipments
Existing Work Cell
Soak & Dry Packaging Labeling Cartoning Case Packing Shipping
APAI
Multiple Ameripack Manual Manual
Automatic
Batch Tanks Flow Packager
I I I Stapler I I I
up to 0 0
125 Cans of Oil 1 Operator 4290 1 Operator 1/2 Operator 1/2 Operator 90,504 1 Operator
250
20,640 Round Stones Stones Stones
stones
49,000 Shaped Stones
in WIP
C/T = 25 - 65 min. C/T = 1 sec. C/T = 3 sec. C/T = 2 sec. C/T = 1 sec.
C/O = 10 min. C/O = 5 min. C/O = 2 min. C/O = N/A C/O = N/A
Rel. = 100% Rel. = 85% Rel. = 80% Rel. = 100% Rel. = 100%
11.6 Days 0.7 Days 15.1 days 27.4 Days Lead Time
65 minutes, 7 seconds
65 min. 7 seconds
Value-Added Time

12. Value Stream Map (Future State)
Orders Every Week
New Jersey Randomly Placed
Andrea Aromatics Alanx Monthly Order Production Control Various
Porcelain Orders (Various Sizes)
(Scented Oils) (Shaped Stones) Customers
(Round Stones)
Average of 6,000
Stones per Day
in Various Size
Orders (8 to 20 case
& 200 to 400 case
Bi-Weekly range mainly)
12 to 16 Cans 30,000 Stones 25,000 Stones Production
of Oil Once a Once a Week Once a Month Schedule
Week (via stringer) (large
orders)
Daily Shipping
Orders
Daily
Shipments
4 Cases
Existing Work Cell
Soak & Dry Packaging Labeling Cartoning Case Packing Shipping
APAI
Multiple Ameripack Manual Manual
Automatic
Batch Tanks Flow Packager
I I I Stapler I I
up to 0 0
75 Cans of Oil 1 Operator 4290 1 Operator 1/2 Operator 1/2 Operator 30,000 1 Operator
250
40,000 Round Stones Stones Stones
stones
25,000 Shaped Stones in a supermarket
in WIP
type arrangement
C/T = 25 - 65 min. C/T = 1 sec. C/T = 3 sec. C/T = 2 sec. C/T = 1 sec. with stocking levels
C/O = 10 min. C/O = 5 min. C/O = 2 min. C/O = N/A C/O = N/A by shape and scent
Rel. = 100% Rel. = 85% Rel. = 80% Rel. = 100% Rel. = 100%
Increase
10.8 Days 0.7 Days 5.0 days 16.5 Days Lead Time
Reliability
65 minutes, 7 seconds
65 min. 7 seconds
Value-Added Time

13. VSM IMPLEMENTAION
FUTURE STATE IMPLEMENTATION PLAN & SCHEDULE
SEQUENCE COMPLETION
LOOP OBJECTIVES PROJECTS (PRIORITY) DATE (Mon./Yr)
Supplier Loop * Develop pull system with suppliers 1. Review Weekly/Monthly Requirements With Suppliers 1 Sep-01
* Increase number of deliveries per week 2. Revise current blanket orders 1 Sep-01
* Reduce raw material inventory to match 3. Send daily consumption data to suppliers 2 Nov-01
4. Setup point of use raw material areas 1 Oct-01
Production Control Loop * Implement daily shipping schedule 1. Single point to schedule( shipping). See pacemaker loop. 1 Oct-01
* Work to schedule manufacturing based on
shipping requirements 2. Daily production schedule by Operations Manager 1 Oct-01
3. Implement kanban loops as shown on future state VSM 2 Nov-01
4. Use MRP for materials forecasting 1 Oct-01
Element * Reduce lead time 1. Eliminate WIP between winding & annealing 1 Sep-01
Loop * Develop continuous flow 2. Implement supermarket for element prep and kanbans 1 Oct-01
* Develop pull system with element prep
supermarket 3. Crosstrain element assembly operations 2 Dec-01
Module Assembly Loop * Reduce cycle time 1. Analyze process variance in environmental test 1 Oct-01
* Reduce variation in cycle time in testing 2. Analyze process variance in module drydown 1 Oct-01
* Reduce variation in cycle time in drydown 3. Implement supermarket and kanbans for cell installation 1 Oct-01
* Establish pull system with supermarket from
cell installation 4. Crosstrain module assembly operations 2 Dec-01
* Reduce use of carriers 5. Analyze need for carriers vs. subassembly units 1 Sep-01
6. Analyze material handling reductions and layout
improvements for element prep operations 3 Jan-02
7. Set up leak tested subassembly units in supermarket for final
assembly 1 Oct-01
Pacemaker Loop * Reduce cycle time 1. Improve assembly methods in final mechancial assembly 2 Dec-01
* Establish pull system with supermarket from 2. Review design for manufacturing assembly improvements for
(Unit Assembly/Shipping Loop) shipping tubing assembly 3 Feb-02
3. Consolidate inspection with final mechanical assembly or
shipping/packing 2 Nov-01
4. Set up raw material suppermarket for final assembly 1 Oct-01
5. Crosstrain unit assembly operations 2 Dec-01
NOTES:
1. Conduct kanban and point of use training for plant personnel in 2001.
2. Priotities as follows: #1(Complete in 2 months), #2(Complete in 4 months), #3(Complete in 6 months)
3. Consider use of teams for implementation after training.

14. Implementing Lean Changes
“My conclusion is that all of us making a lean leap
will need to deal with capability issues (TQM/Six
Sigma) and with availability issues (TPM) while
removing wasted steps and introducing flow and
pull in every value stream (TPS). My further
conclusion is that there is no “right sequence” to
follow in tackling these problems. Rather it
depends on the nature of the product, the nature of
the process technology, and the nature of the
business.”
Jim Womack, October 2002

15. How Do We Use Lean Techniques
for Automation?
Assess the operation using a Value Stream
Map and/or PFDs (Product families & Production data)
Evaluate the layout
Identify lean improvements & kaizens
without automation
Implement lean improvements using VSM
plan
Identify lean automation opportunities
Design and implement lean automation
Start the cycle again!

16. The Lean Automation Cycle
Assessment Recommended Set Up
(VSM) Solutions Layout
Cells
Continuous Visual
Improvement
Automation
Implementation Information
DO IT!
Plan Systems

17. Levels of Automation
Load Machine Unload Transfer
Levels Machine Cycle Machine Part
1 Operator Operator Operator Operator
2 Operator AUTO Operator Operator
3 Operator AUTO AUTO Operator
The Great Divide
4 AUTO AUTO AUTO Operator
5 AUTO AUTO AUTO AUTO
As defined by the Lean Enterprise Institute in “Creating
Continuous Flow”

18. Low Productivity
Electrical Device Assembly
The Challenge in Two Steps
Client wanted wave
soldering and robotic pick
and place
Functional operational
layout
Ergonomic problems
Extensive material staging
No space
Initially, 13 people in
Aurora cell
Low output: 300 units/day

19. Lean Techniques Used
Before Automation
Process flow diagrams
Cellular Manufacturing & Layout
Balance Cycle Times Between Work
Stations
Reduce Batch Size & parts staging
Quality Data Collection & Analysis
(Reduce Reject Rate)

20. Cellular Assembly Layout

21. WORKSTATION CYCLE TIME: 25sec., 1.25 min.
Cell Changes
REJECT
PER 3 UNITS
2 DATA
LED
TEST
SOLDER
& CUT
4 5 6 7
ATTACH
SAMPLES
8 9
BACK
ASSEMBLY CONTACTS BUTTON & GLUE
COVER,
#1 ASSEMBLY BATTERY SWITCH/
STAKE PACK
LED
1
COLD STAKE & ASSEMBLY ATTACH
STRAP &
PLACEMENT TEST PCBs SOLDER LABEL STRAP
ATTACH
STRAP
INSERT
TEST LED REJECT
SWITCH
PCBs SOLDER DATA ACTIVATOR
& CUT
3 ASSIST
REJECT
DATA
AFTER CHANGES WORKSTATION CYCLE TIME: 25sec.,
1.25 min. PER 3 UNITS
TEST
4 SAMPLES
1 2 3 5 6
ATTACH
BACK
ASSEMBLY CONTACTS BUTTON & GLUE
PCBs from COVER,
#1 ASSEMBLY BATTERY SWITCH/
supplier STAKE PACK
COLD STAKE & ASSEMBLY ATTACH
STRAP &
TEST PCBs SOLDER LABEL STRAP
ATTACH
STRAP
REJECT INSERT
DATA SWITCH
ACTIVATOR

22. Lean Automation Changes
Level 1
Cold staking fixtures
Powered screw
drivers
Light test fixture
Soldering fixture

23. With Lean Automation Level 1
The Results
Balanced cell at 24 sec
per work station
Two U-shaped cells
3 piece flow
1000 units/day per cell
vs 300
6 people per cell vs 13
Faster identification of
quality problems
Point of use storage
Better teamwork
No backlog

24. Reducing Lead Time
Steel Panel Fabrication
The Challenge
Client wanted to reduce
lead time to less than one
week
Automated equipment had
been installed
Panel rejects & rework
Material flow problems

25. Lean Techniques Used
Before Automation
Value Stream Mapping
Process flow diagrams
Quality Data Collection & Analysis
(Reduce Reject Rate)
Setup time Analysis

26. Value Stream Map (Current State)
Blanket Annual Purchase
Order with Daily Releases
Production Control
Randomly Placed
(normally working Various Distributors
Sheet Galvanized Sheet Galvanized Sheet Galvanized Sheet Galvanized Orders (normally
24 to 48 hours ahead (~ 24 for Smith Corp. &
Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) Steel (4’ by 8’ or cut) single unit orders)
of ~ 6 for Jones Systems
promised shipment)
Average volume of 1000
systems per month in peak
season.
Customers are mainly
distributors. There are a
few dealers.
Daily Daily
Up to an average Daily
Production Production
of 130,000 lbs Shipping Daily
Reports Reports
daily in peak Schedule Shipments
season
In Straight
Panel Dept.
Shear Notch Specialty Punch Corner Punch Bend Stake & Label Add Z Brace Radius & Band Rack Shipping
1 Accurshear 1 Manual 4 Semi-Auto 3 Semi-Auto 1 Manual 1 Automated 1 Automated 1 Manual Table,
Automated Notcher (S-23) Punches Punches Brake (R-7) Machine (R-8) Machine (ACR) 1 Jig-less
Shear (P-3) & 1 Automated (S-1, S-2, & S-3) & 1 Automated Machine (R12),
I Notcher (R-3) Brake (R-13) & 1 Jig Machine
(R1)
2 to 5 days 1 Material
1 Operator 1/2 Operator 0 Operators 1 Operator 1/2 Operator 1/2 Operator 1/2 Operator 2 Operators 2 Operators
depending Handler
on pre-cut
size
C/T = 4 min. C/T = 2 min. C/T = 2 min. C/T = 2 min. C/T = 5 min. C/T = 2 min. C/T = 7 min. C/T = 8 min. C/T = N/A
C/O = N/A C/O = 4 min C/O = N/A C/O = up to C/O = 30 to C/O = N/A C/O = N/A (average) C/O = N/A
Rel. = 99% Rel. = 95% Rel. = 99% 30 min. 60 sec. Rel. = 99% Rel. = 98% to C/O = 2 to 30 Rel. = 100%
Rel. = 99% Rel. = 90% 99% min.
Rel. = 80%
2 to 5 Working Days,
to 100%
Lead Time
2 to 5 days
32 minutes,
4 min. 2 min. 2 min. 2 min. 5 min. 2 min. 7 min. 8 min.
Value-Added Time

27. INITIAL IMPROVEMENT CONCEPTS
Improve reliability and changeover
capability of R1 and R12 machines.
Reduce panel reject rate.
Radius & Band
1 Manual Table, Rack
1 Jig-less
Machine (R12),
& 1 Jig Machine
1 Material
(R1)
Handler
2 Operators
C/T = 8 min. C/T = N/A
(average) C/O = N/A
C/O = 2 to 30 Rel. = 100%
min.
Rel. = 80%
to 100%
8 min.

28. 6 Foot Long Custom Radius Panel Fabrication
Trumpf Area Straight Panel Dept.
Notch
Panel
& Punch Bend Add Z Brace(s)
Material
Raw (Trumpf & Stake (if required)
Material Stock Machine)
14 Ga. Galvanized Steel
(pre-cut 53-15/16” by 6’3-15/16” sheets)
Radius
& Band
Label Rack Ship
(R12 - Jigless
Machine)
WIP Stock
16 Different Panels
with Various Cutouts Custom Panel Dept.
Band
Shear
Material
Raw & Cut
Material Stock
11 Ga. Galvanized Steel Partially finished panels are stocked in
(4’ by 8’ standard sheets) sixteen different configurations. Panels
are finished to order. Work is done in
three different areas as noted. 7/19/02

29. R12 OPERATION
CAUSE AND EFFECT DIAGRAM
Figure 1
Red = Most Important Causes
SET UP VALUES
CHANGE
NO SPECS
OPERATORS MEASUREMENT
RADIUS TEMPLATE
MAINTENANCE ACCURACY
PANEL
CHANGES
SQUARENESS
SETTINGS DIFFERENT SETUP
PROCEDURES NO DIMENSIONAL SPECS
OR TOLERANCES DIFFERENT
OPEATOR MEASURES USED ON
OPERATOR R1 & R12
PREFERENCE
JUDGEMENT
NO TRUST RADIUS ANGLES
NO SPECS DON'T MEET
SEGMENT
LENGTH CURVATURE
TEMPLATE
REQUIREMENTS AT
MOUNTING SETUP
WRONG
DIGITAL READOUT (4' & 6' RADIUS
PANEL WIDTH VARIES
USELESS PANELS)
POOR TRANSDUCER BAD 3 SUPPLIERS SHEET DIMENSIONS
SELECTION USE OF AIR vs. VARY
BEARINGS
HYDRAULICS BANDS HAVE
ON LOWER
CAMBER
FORMING
INDEXES VARY
TOOL
GALVINIZED COATING
INDEXES VARY CRUDE INDEX INACCURATE DIFFERENT ON
POOR MAINT
SYSTEM DESIGN CUTTING PANELS
LOCATION PANEL OF
SPECIALTY PUNCHES
NOTCH O.D.SPACING VARIES ON PANEL SURFACE FINISH
RADIUS VARIES
.09 IN BACKING SHOE VARIES
SIDE TO SIDE DIFFERENT
ADJ.USTMENT. STEEL PROPERTIES
PANEL NOTCH POSITION
VARIES NO SPECS 3 SUPPLIERS
AIR CYLINDER PANELS CATCH AT
OPPOSING LAST 2 BENDS
HYDRAULIC IN
HEAD AIR PRESSURE LOW WIDTH OF STEEL BETWEEN
ASSEMBLY
NOTCHES VARIES 3.75 to 4.0 in.
YIELD STRENGTH VARIES
CONVEYOR NOT ACROSS RADIUS
MAINTENANCE
EQUIPMENT ADJUSTED PLATE
THICKNESS
PUNCH NO SPECS VARIES HOT VS COLD ROLL
LOCATION
PANEL NOT VARIES
SQUARE. wIDTH 3 SUPPLIERS
TOO LARGE
NO SPECS
DIFFERENT
EQUIPMENT
USED
MATERIAL COATING
STRAIGHT PANEL
(PANELS, STEEL) VARIES
3 SUPPLIERS
SPECIALTY PUNCH

30. R12 Process Improvements
Separate Process & Machine Issues
Common setup procedure
Replace measurement gages
Established process capability
Implementing process controls
for panel dimensions
Working with suppliers to
control steel plate dimensions
Completed identified
maintenance actions
Implementing PM program

31. Lean Automation In Progress
Level 2
Modification of Radius
Bending Machine R12
Operate as a cell
Runs two product families
Changeover in less than 10
sec. within product family
Changeover in less than 5
min. between product
families
Cycle time reduced from 5
min. to 1.8 min.

32. MACHINE MODIFICATIONS
• Automated band cutting
• Radius measurement on line
• Servo driven adjustments from
panel bar codes

33. Long Cycle Times - Low Productivity
Electric Drill Assembly
The Challenge
40 sec. cycle time for
2 parts. Manual
Assembly
3 different assemblies
12 “machines” (Four
tooled for three
assemblies)
24 operators on two
shifts
Client wanted one
large machine

34. Lean Techniques Used
Before Automation
Product Family Value Stream Map
Cycle Time Reduction to Produce Small
Batches (Needed 4 sec. cycle time
Setup Time Reduction
Visual Workplace

35. Lean Automation
Automated Pin/Carrier
Assembly System Level 3

36. AFTER Automated Pin/Carrier
Assembly System
The Results
3 semi-automated
machines vs 1 BIG
ONE! ($1mm savings)
Each machine runs a
product family
No changeover
3 sec. cycle time per
carrier vs 40 sec.
3 operators on 1 shift
vs 24
Small batches
Acceptance in 1 day

37. Long Cycle Times - Low Productivity
Bearing Assembly
The Challenge
Functional layout
Average batch size of
900 bearings
Long set ups of 9 hrs
Large amount of WIP
Long lead times of 4
to 9 weeks
3 shift operation

38. BEFORE Lean Automation

39. Lean Techniques Used
Before Automation
Product Family Value Stream Map
Set Up Time Reduction (quick changeover chuck)
Cellular Manufacturing & Layout
Balance Flow & Cycle Time Reduction to
Produce Small Batches

40. AFTER Cellular Layout

41. Next Step - Lean Automation Level 3
AUTOMATIC LOADER/UNLOADER
Automated parts
feeding & reduced
handling
Decouple machine
cycle from operator
Cell cycle time at 1
min. per bearing
Setup time reduced to
2 to 4 hrs
One shift operation
Average batch size of
100 down to 10

42. AUTOMATIC LOADER/UNLOADER

43. Low Machine Output - Long Cycle Times
Toy Parts Bagging Lines
The Challenge
Lines average 5 to 10
bags per minute
Feeders not movable
between lines
Lines operate differently
Operators dedicated to
lines. No one wants Line
#7
Large amounts of WIP
Client wanted more
feeders & lines

44. Lean Techniques Used
Before Automation
Process Flow Diagrams
Setup Time Reduction
Cycle Time Reduction to Produce Smaller
Orders
Visual Workplace

45. After Lean Automation Level 3
Line Electrical and Controls Modifications
Average 12 to 20 bags
per minute vs 5 to 10
Feeders interchangeable
between lines
All lines have the same
control system
Control panels are the
same
Operators can run any
line
No new feeders required

46. Bagging Line Layout

47. Lean Automation Part 3
Rod Orienter for Improved Parts Feeding
AFTER
BEFORE

48. Lean Automation Part 3
Continuous Improvement
Reconfiguration Changes to Bagging
Two lines installed at
Advent Design
Changed bag
configurations
Slow-feeding, complex
parts run on small
bagging line
Running common parts
on bagging lines

49. Across the “Great Divide”
Level 4 Automation

50. Low Productivity - Complex Flow
Stainless Dinner Ware
The Challenge
Functional layout
Manual packing on 3
shifts
128 packers
Ergonomic problems
Extensive material
staging

51. BEFORE Lean Automation
Functional Layout with Manual Assembly

52. Recommended Automation Option
(Coating with Possible Shrink Bundles)
Wrapping Bag sealed on Shrink Wrap Shrink Wrap in Coating Strip Wrapping
Options (1) three sides (1a) Individual (1b) Bundles (1c) (1d) (1e)
Wrapping Existing New Shrink Coating Strip Wrap Strip Wrap
Machine (2) Machine Bagging Wrap Machine Machine Machine
(2a) Machine Machine (2d) (perpendicular (parallel to
(2b) (2c) to flow) (2e) flow) (2f)
Transfer to Man. Robot
Auto.
storage (3) (3a) (3b) (3c)
Storage (4) Existing Tray Redesigned Magazine Reel
(4a) Tray (4b) (4c) (4d)
Feeding(5) Manual Robotic Pick (Semi) Continuous /
Feeding and Place Automated Tractor Type
(5a) (5b) Magazine Feed and Cut
(5c) (5d)
Deck Bomb Bay
(consumer Door
Coated Pieces
line only)
End Loading
Deck
Coating Cartoning Labeling Case
Insertion Palletizer
Removal Machine Machine Packer
(next slide)
(with leaflet
dispenser)
SHIP

53. B r o c a d e C a r to n in g L in e O p tio n s
T rays
D is p la y
D ecks
C a r to n e r
5 PPS &
S e r v in g S e ts R o b o tic R o b o tic R o b o tic R o b o tic R o b o tic
P ic k & P la c e P ic k & P la c e P ic k & P la c e P ic k & P la c e P ic k & P la c e
L a b e le r
A u to m a te d
C a r to n e r C a rto n e r C a r to n er
S h r in k W r a p
2 0 P ie c e 4 0 P ie c e F o o d S e r v ic e
L in e
C ase P a ck er
(In n er C a rto n ) L a b e le r L a b e le r L a b e le r L a b e le r
C ase P a ck er
(O u te r C a se P a ck er C a se P a ck er C a se P a ck er
C a rto n )
L a b e le r L a b e le r L a b e le r L a b e le r
P a lle tiz e r P a lle tiz e r

54. AFTER Lean Automation Levels 2 & 4
Focused Product Family Automation with 59 operators vs 128

55. How Do Implement Lean Automation?
Assess the operation using a Value Stream
Map or PFDs (Product families & Production data)
Evaluate the layout and flow
Identify lean improvements & kaizens
without automation
Quality improvement
TPM
Point of Use

56. How Do Implement Lean Automation?
Implement lean improvements using VSM
plan
Identify lean automation opportunities
Reduce repetitive motion
Reduce material handling
Improve quality
Design and implement lean automation
Start the cycle again!

57. Benefits of Lean Automation
Summary
Lower cost automation
Simpler implementation & faster acceptance
Greater flexibility for setup & material flow
Maximizes operator utilization
Better use of floor space

58. Where Do We Go From Here?
Become knowledgeable of Lean
Techniques (MEPs)
Question automation assumptions
Implement Lean solutions
first…then automate
Design engineers must think
differently
Get work force involved: Use of
automation kaizens
Establish a cycle of continuous
improvement

59. Lean Automation Makes Us All
Winners!
Reduced lead times
Reduced costs
Shorter cycle times
Smaller batch sizes
Reduced inventory
Improved quality
Greater flexibility

60. Bill Chesterson CEO
Automation & Product Design
Advent Design 215 781 0500 Ext: 203
Corporation bill.chesterson@adventdesign.com
925 Canal Street Tom Lawton President
Bristol PA, 19007 Contract Manufacturing
215 781 0500 Ext: 202
(P) 215 781 0500
(F) 215 781 0508 tom.lawton@adventdesign.com
www.adventdesign.com Frank Garcia Director
Planning & Productivity
215 781 0500 Ext: 207
frank.garcia@adventdesign.com