3. Producing companies are facing new competitive challenges that
their production operations were not built to cope with.
These challenges are the result of new developments and
accelerating changes from competition or consumer shifts.
3
4. Two of the most significant shifts are increased market complexity
and reduced product development cycle times.
New Products, Food Industry Time to Market, Automotive (USA)
New Products Introduced
500
400 1990's
300
200 2010's
100
0 2 4 6 8 10
Years
0 Development Shelf life
2005 2006 2007 2008 2009
Year
As these trends accelerate and spread to every industry,
production systems are being tested in unanticipated ways.
4
5. All production systems should be designed to adapt to certain
inputs, creating the best balance across a broad range of metrics.
Safety
Asset utilization
Personnel capabilities
Capital return
Standardization External footprint
Knowledge transfer Footprint per end product
Quality Inventory
Movement
Variable cost per unit
Waste generation
The challenge is to quickly adjust and maintain the appropriate
balance as external and internal forces introduce change.
5
6. Unfortunately, most production operations were planned and built
to handle steady demand of unchanged product.
Old Production Model New Production Model
These systems perform poorly in today’s operating environment
and fail to adapt adequately to changing market forces.
6
7. In contrast, proven systems like lean manufacturing allow for
necessary adaptations and create competitive advantage.
Safety Footprint
Forklift free Right sizing
Standardization Inventory
Visual management One piece flow
Quality Movement
Part protection Point of use storage
The essence of lean manufacturing is enhancing flexibility, which
is the critical challenge to producing companies today.
7
9. Effective, efficient material handling is one of the foundations of
any flexible production system, including lean manufacturing.
Material Handling Theme Improvement Areas
Product Mix
Throughput
Inventory
Footprint
Delivery
Safety
Eliminate human touches
Protect and display parts optimally
Implement broad scale returnable
packaging
All improvements should be integrated into manufacturing
strategy to target improvement of specific priority KPIs.
9
10. Eliminate human touches: Create packaging and material handling
systems to minimize touch points.
Material Handling Themes Improvement Areas
Product Mix
Throughput
Inventory
Footprint
Delivery
Safety
Eliminate human touches
10
11. Protect and display parts optimally: create visual inventory and
reduce operator stress through optimal and dedicated positioning.
Material Handling Themes Improvement Areas
Product Mix
Throughput
Inventory
Footprint
Delivery
Safety
Protect and display parts optimally
11
12. Implement broad scale returnable packaging: reduce waste, floor
space, and operator movement with standard packaging.
Material Handling Themes Improvement Areas
Product Mix
Throughput
Inventory
Footprint
Delivery
Safety
Implement broad scale returnable
packaging
12
14. Trilogiq began in 1992 and maintains local presence in 24
countries.
14
15. Trilogiq covers North American customers from two main
facilities: one in Livonia, MI, USA and one in Querétaro, QT, MX.
US/Canada Headquarters: Livonia, MI
Incorporated: 2000
Mexico Headquarters: Querétaro, QT
Incorporated: 2006
Customer support capabilities at each facility include engineering
design, assembly, and new product development.
15
16. Our ideas generate results across a broad range of processes and
industries, with new applications in development daily.
General Motors Pratt and Whitney Dell
Chrysler / Fiat Embraer Calsonic
Volkswagen Eurocopter Epson
Nissan
Whirlpool General Dynamics Volvo Construction
Electrolux Oshkosh Case New Holland
General Electric Detroit Diesel
Louis Vuitton Cummins
Whatever your improvement goals may be, our solutions can
make success an achievable milestone starting today.
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