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HMI part2

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We took the learning we got from the pilot line, spread it across it initial plant, and then we formed pilot lines in our other plants, to be able to do the same thing, multiply the impact. They have spread it to the chair factory, where they were performing at a very high-level making chair every 17 seconds with a very sophisticated TPS Logistic System that they developed mostly on their own. Toyota was encouraging us to just try little things, things we can do quickly without spending any money, just to improve the work a little bit. We counted the number of those improvements we were putting in place, it was about a hundred a month. Over the course of a year, the average amount of time we saved where each improvement was 0.1 seconds. It doesn't sound like very much, does it? But as you add that up, it comes up to 3 people from that line at the end of the year. And now they are able to go work on a new product that we are producing. When we first moved the chair plant into this facility, we had about 5 chair lines and today we have 19. We were jammed back then, and today we have lots of room. This commitment to not only improvement and be more efficient, but be reliable and have high quality it also frees up a lot of space, so what that does is allows us to actually bring more lines in this plant. The opportunity to have more employees, goes way up, not down. We called it our Miller production system initially, over time, we changed that to the Herman Miller Performance System because we recognized that the same concept apply not only in our production but in our other processes that support production. For the Toyota Production System to take root, there are some fundamental roles of top management. They need to lead the charge to build a culture of improvement. It's really a system of being able to highlight problems, then being able to react and respond, and have the development of the people who can solve problems that actually advance the system. On the chair lines, the chair base had to be inverted and then, put casters into the chair base, that was causing problems. The facilitator found some spare parts and built a rack that worked on gravity. It's right in the position of team member needs and everytime they draw one, gravity advances it. Today, the chair rack is on every one of 13 chair lines in the US, in the UK and in China. And it's all because of the facilitator had an idea and he wouldn't let go of it. When we had met the improvements, the real questions rose. What are we going to do with the extra people? What we ended up doing is bring up the most enthusiastic employees to become a part of improvement team that would work on the next big problem that needed to be solved. As we started our improvement process, it was really my first opportunity to step away from my assembly role, and contribute in a different way. Now Herman Miller is able to complete on lead time and more than that, they had taking it on their own to spread and develop TPS on their suppliers right here in West Michigan which had strengthen the economy of this region of Western Michigan. We had to build a supply basis right around the plant. We do that in all of our locations across the world because it gives you the ability to be flexible to the customers. So what's the competitive advantage? Look, you can order from me, you can change the order in entire 15 days. You can order from someone else with the other side of the world, you don't get that flexibility, right? So, what is done is now it's giving us the competitive advantage for investors and for customers, but it actually translates its way to the bottom line. Before we started working with Toyota, our strategy for operational excellence was really automation. Our dream was actually a lights out factory where we didn’t need team members. What we found was the automation really complicated, it broke down a lot, and guess what, it never had the ability to improve itself. It was never better than the day it was placed on the floor. What we learned from Toyota is that the team members are actually an asset, that over time becomes more and more vauable. They are going to bring their energy, their ideas, to work. Because they are just as fast in making it successful, as the rest of the company is, and the equipment does not have that same kind of dedication. We are producing the same volume of product today that we were in 1996 with 60% less space and equipment, which does really help to make this competitive in the marketplace. So, that's a powerful story in our mind.

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Duration: 4 minutes and 47 seconds
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Language: English
License: Dotsub - Standard License
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Views: 2
Posted by: buddhakissed on Jan 24, 2018

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