Managing parallel processes can be like herding cats. Unlike typical assembly line production, the links between parallel do not lend themselves to visually observation. This study is a classic example of how lean six sigma methods and tools can be used to bring predictability to this chaos. It's not easy, but it can be done.

1. Stuff Sack Capacity
Assessment Project
The Lighthouse for the Blind - Seattle
July 16, 2017

2. Phase Planned Actual
Define: 5/27/2017 6/15/2017
Measure: 6/2/2017 7/1/2017
Analyze: 6/9/2017 7/10/2017
Improve: 6/16/2017 7/14/2017
Control: 6/20/2017 7/15/2017
Start: Position Person
End:
Team Lead John Pettit 75%
In:
Sponsor Brent
Weichers
10%
Out:
Team
Member
Stuff Sack
Area Lead
20%
Team
Member
Job Coach 20%
Team
Member
Shop Floor
Rep
20%
Problem Statement Business Case & Benefits
Ship sets of (1) PJ Flaps Assy. SS96-032, (2) PJ
Patch Web/Buckle Assy. SS96-031, (1) Bottom
Panel SS96-028, (1) Top Strap SS96-033, (1)
Body Panel SS96-027
Team Members
Work order by part or ship set
Stuff Sack part production needs to hit 3K/mo. and
6K/mo.. Management does not have the
information necessary to assess if these
production targets and timeline can be met.
Not meeting these production targets will jeopardize
a substantial long term revenue stream for both
companies.
Work order parts packed, palletized and ready to
transport to Shipping Dept.
Time Commitment
Goal Statement Timeline
Reduce Stuff Sack part cycle times to less than 180
seconds by Aug. 31st, and 90 seconds by a date
TBD. What's it going to take?
Scope In/Out
Part work order, materials, process steps and WIP.
Project Charter

3. Key Terms
Takt Time is the rate (rhythm) at
which a finished product needs to be
completed in order to meet customer
demand
Cycle Time (CT) is the actual time it
takes to complete a process from start
to finish to produce one unit (one cycle
of operation). An employees cycle
time must meet takt time(with an
appropriate buffer of safety time)
Process is the series of steps
required to produce a product
WIP refers to raw materials, labor and
overhead costs incurred for products
that are at various stages of the
production process
Ship Set Complete set of all parts
required to assemble (1) stuff sack

4. Stuff Sack Process Flow
Key Take Away: Stuff Sack consists of (6) non-sequential processes, with PJ Flap
being the most complex and time consuming
Body Panel PJ Patch
Bottom Panel Top Strap
Final Inspection
PJ Flap
Click to
Play Video

5. PJ Flap Process Flow Diagram
Key Take Away: PJ Flap includes (4) parallel process, with the critical path
represented by red boxes

6. Data Collection Form
Key Take Away: Used median times, with hi and lo times eliminated. Cycle times
estimated for the production of (1) unit

7. TOTAL CYCLE TIME BY
STUFF SACK PART
Stuff Sack SS-7577

8. Total Cycle Time By SS Part – (1) Ship Set
Key Take Away: 20-25 minutes to produce (1) ship set
Q. How do we know what it
takes to meet customer
demand?
A. Cycle Time Analysis

9. CYCLE TIME ANALYSIS –
3K SHIP SETS PER MONTH
Stuff Sack SS-7577

10. Level 1 Analysis: SS Cycle Time by Part (3K)
Key Take Away: Reducing PJ Flap and Patch WB cycle times are
critical to success

11. Level 2 Analysis: PJ Flap Cycle Time by Function (3K)
Key Take Away: Sewing function appears to not meet customer demand

12. Level 3 Analysis: PJ Flap Cycle Time by Process Step (3K)
Key Take Away: Process cycle times meet Takt Time required at 3K/Mo.
(2) PJ Patches per ship set
essentially doubles cycle time, (2)
sewing stations required to reduce
cycle time under Full Takt Time

13. 3K Load Analysis,
100% Cross-
Trained Staff
• Assume employees
skills sets are
interchangeable
• Does not recognize
that employees
have a different
array of capabilities
• (8) employees with
room to spare under
Full Takt Time
• Test skill
qualifications for
each skill
Key Take Away: (8) 100% cross-trained employees required

14. 3K Load Analysis,
Current Staff Size,
Skills & Equip.
• Load allocations
reflect operator
specific training
• (12) employees
required
• (2) sewing station
operation at 62% of
Full Takt Time
• (1) Two-person team
RF Sealer
• (1) Two-person team
Sonic Welder
• Higher levels of
cross-training would
allow more efficient
use of staff
• Adding (1) sighted
employee would free-
up Faiza & Ernie for
monitoring production
and cross-training
Key Take Away: Meeting 3K/Month production target is doable with existing shifts,
personnel, skills and equipment

15. CYCLE TIME ANALYSIS –
6K SHIP SETS PER MONTH
Stuff Sack SS-7577

16. Level 1 Analysis: SS Cycle Time by Part (6K)
Key Take Away: The cycle time of 4 of 6 Stuff Sack parts exceed Full Takt Time, with PJ Flap and
Patch WB needing the most improvement

17. 6K Load Analysis,
100% Cross-trained
• 18-20 100% cross-
trained employees
required
• (3) sewing station for
PJ Patch
• High need skills: Sew
PJ Patches, Sew PJ
Web loops, Part
Marker
• 2nd Shift (4
employees) for RF
Sealer and Sonic
Welder; possibly (2)
solo operators
• Adding (1) sighted
employee is essential
to perform tasks
requiring visual
inspection: Slitter,
Inspection
Key Take Away: Additional personnel and cross training are required

18. 6K Load Analysis,
Current Staff Size,
Skills & Equip.
• Personnel skills is a
barrier to load leveling
• (3) sewing station for PJ
Patch
• High need skills: Sew
PJ Patches, Sew PJ
Web loops, Part Marker
• 2nd Shift (4 employees)
for RF Sealer and Sonic
Welder; possibly (2)
solo operators
• Adding (1) sighted
employee is essential to
perform tasks requiring
visual inspection: Slitter,
Inspection
Key Take Away: Additional personnel and cross training are required

19. Challenge Skill Criteria
CRITERIA: Slitter-sheeter machine operator needs to be fully sighted
Q1. Why does a slitter-sheeter operator need to be sighted?
A. Because they have to visually inspect material for flaws.
Q2. Why is visual inspection of the material needed?
A. Because the operator needs to see potential flaws.
A. It doesn’t, it just needs to be inspected.
Q5. Why does it need to inspected at the slitter?
Key Take Away: Drilling down of skill requirements can lead to unanticipated alternative
solutions to cross-training, e.g. technology, changes in standard work
SOLUTION: Install flaw detecting cameras on light table or have
inspection done by sighted employee

20. WALK TIME AND LAYOUT
DESIGN ANALYSIS
Stuff Sack SS96-7577

21. Stuff Sack Spaghetti Map - Before
Key Take Away: A picture is worth a 1,000 words

22. PJ Flap Spaghetti
Map - Before
Issues:
• No organic flow
between work stations
• Presence of other
departments disrupts
flow and increases
walking distances
• Bulk WIP dispersed
throughout
department
• Remote work stations
preclude monitoring &
increase walking
distances
Key Take Away: PJ Flap traffic pattern is representative of the department

23. PJ Flap Spaghetti
Map - After
• Positioned
equipment to reflect
organic flow of WIP
• Centralized bulk WIP
rack
• Introduced concept
of a “Milk Run” for
supplying materials
and picking up
completed work
• Dedicated space for
pallets and boxes
• (2) dedicated
strapping stations
• (2) assembly/sort
work stations not
open surface tables
• Timely pick up of
completed work
orders assigned to
Shipping Dept.
Key Take Away: Centralized WIP and “Milk Run” clean up traffic patterns

24. Walking Study Approach
& Methodology
• Current work
stations are lean
to accommodate
Blind operators
• Insignificant non-
value added
operator motion
• Walk distance
impacts material
handler
• Walking
distances
stepped off
based on process
flow diagrams
• Frequency of
trips estimated by
Supervisor
Key Take Away: Operator motion is limited. Reducing wasted motion will not have a direct
impact on the Stuff Sack cycle time

25. Walking Distance Before
and After Proposed
Layout – 6K/Mo.
All Parts:
• 77% reduction in
walking distance
across all Stuff Sack
components
• 11 miles less walking
for 6K ship sets
• Frees up 11 hrs. for
value-added activities
Highlight:
• 96% reduction for PJ
Flap
• 78% reduction for
Patch Web/Buckle
Key Take Away: (11) additional hours for value-added activities, e.g., monitoring
production, cross training & troubleshooting

26. BONUS
IMPROVEMENTS
Stuff Sack SS96-7577

27. Assembly & Sorting
Work Station
(Design Stage)
• Currently assembly / sorting
functions are performed on 10’
foldable tables that are too high for
sitting and too low for standing
• Large open surfaces tend to
attract clutter and are often used
for unintended purposes
• Work stations specifically designed
for assembly and sorting will be
motion efficient and ergonomically
designed
• Prefer standing design
• Existing work stations might be
repurposed for Stuff Sack

28. Strap Cutter Loader
(Implemented)
• Original process involved
loading a reel between the
two wheels using a thin rod
as the axel, then suing small
clamps on each side. This
process was performed on
the floor (poor ergonomics)
• Since there was only (1)
stand only 1 of 2 web cutters
could be in simultaneous
operation
• Original process took 17 min,
the same as the time it took
to run a cycle of strap cutting

29. Strap Cutter Loader
(Continued)
1. The new Web Reel Holder feeds
the material at the correct height.
There are 2 loaders to allow both
cutters to run simultaneously
2. The white plastic discs that hold
the reel in place are replaced by
clear plastic to allow the employee
to see when the reel is about to
run out (currently being
manufactured)
3. The gas shock lifts the loading arm
when the reel runs out. The
locking latch holds the arm down
when running
2.
3.
1.

30. Strap Cutter Loader
(Continued)
1. The “donut” allows for
the two different size of
reels to be loaded on
either stand
2. A ruler was mounted on
the loader to check
proper length
3. New process time is 50
seconds, which is a
reduction of 16
minutes, 10 seconds
2.
1.

31. “Milk Run” Cart
(Partial Implemention)
• Erratic and frequent
sewing station
replenishment and
finished product pick-
ups are significant
contributors to wasted
motion
• Introduction of a “Milk
Run” dramatically
reduces wasted motion
• Milk Run 4x daily

32. New Workload Leveling ToolLoadLeveling
Time
Observation
Training

33. New Staffing / Takt-Load Leveling Tool
Summary data
helps plan staffing

34. Stuff Sack - Ability One
Stuff Sack
Stuff Sack
Ernie
Manual Auto Walk Wait
Minutes Hours Minutes Hours
157
65
Total Process Time 157
Process Step Total
Totals 785 13 3925
32.943 7577 Mark 79 395 6.6 1975
4.2
39 032 Cut PJ pocket material 3 15 0.3 75 1.3
33 032 Cut PJ webs 10 50 0.8 250
6.7
32 032 Inspect/Count/Pack 7 35 0.6 175 2.9
24 032 Cut PJ Flap material 16 80 1.3 400
10.8
23 033 Inspect, count and strap 2 10 0.2 50 0.8
12 027 Cut body panel material 26 130 2.2 650
15 0.3 75 1.3
11 028 Inspect/Count/Pack 11
9 028 Cut bottom panel material 3
55 0.9 275 4.6
Per Shift Per Week
100 200 300 400
Walking
Operator
Minutes
Used / Shift
785 Waiting
500 600 700 800 900 1000
Step
No.
Description of Operation
Time (seconds) Operation Working Time (in seconds)
Manual
Part Name Prepared By John Pettit 300 Automatic
Part
Number
Standard Work
Combination Sheet
Date 7/6/2017
Takt Time
(seconds)
Work
Center
Minutes
Avail. / Shift
450 Demand Per Shift
0
Automated Operator Standard Work Sheet
Summary data
guides a specific
employees work

35. Production
Monitoring Form &
Process
• Currently production is measured on a
work order basis and does not
accurately measure process cycle
time
• Some work stations are equipped with
manual or electronic counters
• Actual real-time production is not
captured and monitored
• A new production monitoring form will
be posted at each work station
• Supervisor monitors & manage
production through out the day
• Create and maintain “Run Charts” to
track individual and department
performance
• Control Plan
• Regular Gemba Walks

36. Observations & Recommendation
• Keep process level across SS parts,
avoid “putting out fires”
• Issue work orders on a ship set basis
• PJ Flap critical path must be protected
• Limit Supervisor production time to allow
more time for value-added management
activities, e.g. monitoring production,
troubleshooting, cross training
• Maximize cross training opportunities
based on ability
• Challenge skill criteria – increase access
• Re-make defective bottom cutter die to
eliminate gap
• Create multi-piece dies for patches and
pockets
• Set-up and clean up should be performed
by work station operators
• Modify In and Out bins at RF Sealer work
station to keep production consistent with
target production quotas
• Allocate completed work order pick-up to
Shipping Dept.
• Designated spaces/equipment should be
limited to intended use
• Reduce WIP storage to increase process
velocity
• Control quantities produced by binning
materials based on planned daily output.
• Replace (2) work tables with (2) work
stations specifically design for part
assembly and sort
• Install vacuum to part marker
Already Implemented:
• Create Strap Cutter Loader
• Activate 2nd strap cutting machine
• Mount strap measuring rule on strap
cutter