by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
FLEXO Magazine : September 2009
www.flexography.org SEPTEMBER 2009 FLEXO 57 15 minutes. Then do the same thing as a group and build a consensus about what the real steps are. Once you list all the steps, you'll high- light some in green---these represent value-added steps, which make the product the way the customer wants. Printing is a value-added step, as is slitting or folding or other converting processes. If material has to move across the building to get to the next de- partment, that's not adding value. The customer doesn't care how it gets to the slitter. That would be a non-value added step and we highlight those NVA steps in red. The goal is to look at non-value added steps that take the most time (in order) and find ways to eliminate or minimize them. For most companies, less than 3 percent of their time is dedicated to value-added processes. That leaves a lot of room for improvement. One firm we worked with had a 32-week lead time for a product. The first 16 weeks were the time it took from taking the order to when the pa- perwork landed on the next person's desk, who would then order materi- als and sup- plies to make the product. It doesn't take that long to take a sheet of paper or electronic file to another per- son's desk. I'm pretty sure most people could do that within the same day. There was noth- ing complex about the order-taking process or ensuing paperwork to justify that. I'm happy to report that became a "same-day" process. Value-stream mapping can also be used for micro processes. So, for example, it can be used just within the slitting department to improve efficien- cies at that stage. VSM at the micro level is generally called standardized work, once you flesh-out the details and standardize the processes within the operation. LEAN LEADERS So much of Lean is dependent on leadership. Any time there is any kind of message, such as a company meeting or newsletter, there must be some men- tion of the Lean initiative. Some bosses like to have brown bag lunches with employees where they talk about how various projects are going. Manage- ment should also tour the shop floor to see for themselves how employees are doing with setup times, recent improve- ments, new devices, etc. Leaders should offer encouragement and compliments generously for any Lean efforts made--- even if they occasionally fail to produce a positive result. People will do so much for a hand- shake and a thank you. It doesn't have to mean a quarter-per-hour raise. In fact, if there is only one thing you change as a boss at your company today, let it be that you walk around, no- tice and recognize who is doing a good job, and say, "Thank You." Bosses can and do become heroes as a result of implementing Lean. The fact is, as productivity and excitement for the process increase, people begin to like being there more. It becomes a friendlier place to work, and the sense that everyone is in this together begins to per- meate every- thing. You find little pockets of excellence all over the place, and that starts to grow. When one department gets recognition, others try harder, so that they, too, can receive accolades. Getting people to buy into the idea that this is their company and that they have a stake in its success is crucial. The fact is that many employees have had the kind of ideas that a Lean initia- tive encourages. Frequently, we will enter a facility, and following a presen- tation, a person will take us aside and say, "I told them that 10 years ago and nobody listened." Your people already have a lot of the ideas; you just need to get everyone on the same page. Lean, sometimes, is little more than giving permission. The people who actually make what your customers want do the value-adding work. Bosses are in the Over 40 years of experience in the ﬂexographic industry, design and production of the highest quality systems. innovation is the key to our success. COMPUTER CONTROLLED VISCOSITY CONTROL SYSTEM IN THE ROU SLEEVEMAK SYSTEMS Head Ofﬁce AV Flexologic B.V. H. K. Onnesweg 2 P.O. Box 252 NL-2400 AG Alphen aan den Rijn The Netherlands Tel +31 (0)172 434221 Fax +31 (0)172 437919 Mail av@ﬂexologic.nl Toll Free number from the UK 0800-3892121 (only accessible in the UK) PHOTOPOLYMER PLATEMAKING EQUIPMENT FULLY AUTOMATIC MOUNTING MACHINE for ﬂexo printing plates (for the ﬂexible packaging and corrugated industry) Advanced MOUNTING & PROOFING EQUIPMENT (for the ﬂexible packaging, corrugated and label industry) www.ﬂexologic.nl PRE-PRESS EQUIPMENT FROM MODEST SYSTEMS TO THE MOST ADVANCED HIGH-TECH SOLUTIONS Oftentimes, while the press is running, there are a lot of things that could be happening that operators are neglecting to do.