How to Improve Process Performance

Using Lean Automation

or
Automating Waste Isn’t Fun

Frank Garcia

ADVENT DESIGN CORPORATION

 What We’ll Cover ?
• Building a Lean base for Automation
including
g cellular manufacturing
g

• How much Automation is appropriate?

pp p
Should it be done in phases or all at once.

• Review examples of Levels of Lean

Automation.

• Determine how to integrate

g Data Collection
into an Automation project.
AUTOMATE or NOT TO AUTOMATE
Need to lower costs & reduce cycle times?

• Scrap too high?

• Can’t deliver on time?
• Equipment
qu p e too oo slow?
s ow?
• Costs too high?
 Process
Step1 I
X
Process
Step 2 I
Process
Step 3

C/T = 20 min C/T = 40 min C/T = 25 min

C/0 = 30 min C/0 = 2 hours C/0 = 30 min
Reject = 5% Reject = 10% Reject = 5%

New Machine
I Process I
Step 2

C/T = 5 min Actual C/T = 20 min

C/0 = 10 min
Reject = <1%
 What Do We Do?
• Analyze
y & Evaluate
Using Lean Concepts
& Techniques
• Implement Lean Six
Sigma Solutions
• Design & implement
LEAN AUTOMATION
and Data Collection!
 Why Lean Automation?

“After
After implementing lean
improvements such as cellular
manufacturing and setup reduction,
selective automation can add value
and
a d reduce
educe human
u a variability.”
a ab ty

Richard Schonberger
 Lean Manufacturing
Fundamental Principle of Lean Manufacturing

Any activity
A ti it or action
ti which
hi h
does not add value to the
product
d t is
i a form
f off waste
t and d
must be eliminated or
minimized.
i i i d
 Definition of Value -Added
• Value is added any time the product is
physically
y y changed
g 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!
 Lean Manufacturing Tools
• Value Stream Map *

• Flow: Setup Reduction *, Cellular

Manufacturing *, Batch Size Reduction, Visual
Workplace
p *,, Layout
y *

• Pull: Kanban Systems, Supply Chain

Management Point of Use *
Management,

• Others: Quality Improvement & Analysis *, Total

Productive Maintenance, Cross Training *

* Used
* Usedmost frequentlyprior
most frequently priorto to Automation
Automation
 Value Stream Map
An Assessment Tool
• The value
al e stream map follo
follows
s the prod
production
ction
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

 Value Stream Map Concept

Orders Production Orders

Suppliers Customers
Control

Schedules

I
Process I
Equipment
Raw
y Cycle
y Finished
Materials
Times Goods
y Change
Over
y Reliability
y Error
E Rate
R t

Lead
Time

File: VSM-A1
 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
k Every 2 Weeks
k Every 2 Monthsh
(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
 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
off Oil
il Once a Once a Weekk Once a Monthh S h d l
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
 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
3. 2 Nov-01
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
2. 1 Oct 01
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
3. C lid t inspection
i ti with
ith final
fi l mechanical
h i l assemblybl 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. months) #2(Complete in 4 months),
months) #3(Complete in 6 months)
3. Consider use of teams for implementation after training.
Implementing Lean Changes
“My conclusion is that all of us making a lean leap
will need to deal with capability
p y 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,
product the nature of
the process technology, and the nature of the
business.”

Jim Womack, October 2002

 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
t out automation
auto at o
• Implement lean improvements using VSM
p
plan
• Identify lean automation opportunities
• Design and implement lean automation
• Start the cycle again!
 Sigma Level for Sustaining Control
5-6σ: Six Sigma product and/or process design
eliminates an error condition OR
O an automated system BEST
monitors the process and automatically adjust critical
X’s to correct settings without human intervention

4-5σ: Automated mechanism shuts down the process

and prevents further operation until a required action
is performed

3-5σ: Mistake proofing prevents a product/service from

passing onto the next step

3-4σ: SPC on X’s with the special causes are identified

and acted upon by fully trained operators and staff
who adhere to the rules

2-4σ: SPC on Y’s

1-3σ:
1 3σ: Development of SOPs and process audits
WORST

•0-1σ: Training and awareness

 The Lean Automation Cycle
y

Assessment Recommended Set Up

(VSM) Solutions Layout
Cells
Continuous Visual

Improvement
Automation

Implementation Information
DO IT!
Plan Systems
 Levels of Automation
Load Machine Unload Transfer
Levels Machine Cycle Machine Part

1 Operator Operator Operator Operator

2 O
Operator AUTO O
Operator O
Operator

3 Operator AUTO AUTO Operator

The Great Divide

4 AUTO AUTO AUTO Operator

p

5 AUTO AUTO AUTO AUTO

As defined by the Lean Enterprise Institute in “Creating

Continuous Flow”
 Level 1 Lean Automation
Electrical
ect ca Device
e ce Assembly
sse b y

• Client wanted wave

soldering and robotic pick
and place
• Functional operational
p
layout
• Ergonomic problems
• Extensive
E t i material
t i l staging
t i
• No space
• Initially,
Initially 13 people in
Aurora cell
• Low output: 300 units/day
• Reject rate 5 to 8%
Lean Six Sigma Techniques Used
• Process mapping

• Cellular Manufacturing
g & Layout
y

• Balance Cycle
y Times Between Work Stations

• Reduce Batch Size & parts staging

• Quality Reject Data Collection & Analysis

Cellular Assembly Layout

Later changed
to U Shaped Cells
 WORKSTATION CYCLE TIME: 25sec., 1.25 min. REJECT
DATA
Cell Changes
PER 3 UNITS
2 5 to 8%
• Root Cause Analysis
LED
TEST
7
SOLDER
SAMPLES
4 5 6 8 9
& CUT

• Pareto Analysis
ATTACH
BACK
ASSEMBLY CONTACTS BUTTON & GLUE
COVER,
#1 ASSEMBLY BATTERY SWITCH/
STAKE PACK
1
LED COLD STAKE & ASSEMBLY ATTACH
STRAP &
PLACEMENT TEST PCBs SOLDER LABEL STRAP
ATTACH
STRAP

INSERT
TEST LED REJECT
SWITCH
PCBs SOLDER DATA ACTIVATOR
& CUT

1 ASSIST
REJECT
3 DATA <0.1%
AFTER CHANGES WORKSTATION CYCLE TIME: 25sec.,
1.25 min. PER 3 UNITS
TEST
4 SAMPLES
1 2 3 5 6
ATTACH
BACK
PCBs
PCB ASSEMBLY CONTACTS BUTTON &
COVER,
GLUE
#1 ASSEMBLY BATTERY SWITCH/
from COLD STAKE & ASSEMBLY
STAKE
ATTACH
PACK
STRAP &
supplier TEST PCBs SOLDER LABEL
ATTACH
STRAP
STRAP

REJECT INSERT
DATA SWITCH
ACTIVATOR
 Lean Six Sigma Changes
• Cold staking fixtures
(Poka Yoke)

• Powered screw drivers

• Light test & soldering

fixtures

• Quality data tracking via

% defect control chart (p
chart)
 With Lean Six Sigma
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
• Better teamwork
• Faster identification of
quality problems
• Operating at 3 to 4 sigma
 Level 2 Lean Automation
Steel Panel Fabrication

• Wanted to reduce lead

time to less than one
week
• Automated equipment
had been installed but
had problems
p
• Long setup times
• Panel rejects & rework
(5%)
• Few pprocess controls or
data collection
Lean Six Sigma Techniques Used
• Process Flow Diagrams

• Value Stream Mapping

• Setup time Analysis & Reductions

• Quality Data Collection & Analysis

(Reduce Reject Rate & Variability)

• Root Cause Analysis

 Value Stream Map (Current State)
Blanket Annual Purchase
Order with Daily Releases
Takt time = 5 min.

Production Control
(normally working Randomly Placed 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)
(P 3) & 1 Automated (S-1,
(S 1, S
S-2,
2, & S
S-3)
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.
Rej = 5% 2 to 5 Working Days,
Uptime = 80%
Lead Time
2 to 5 days

4 min. 2 min. 2 min. 2 min. 5 min. 2 min. 7 min. 8 min. 32 minutes,

Value-Added Time
 INITIAL IMPROVEMENT CONCEPTS

Improve reliability and changeover

capability of R1 and R12 machines. Radius & Band
1 Manual Table,
Reduce panel reject rate. 1 Jig-less
Rack

Machine (R12),
& 1 Jig Machine
Work to 1 to 2 days lead time I (R1) 1 Material
Handler
2 Operators
Takt time = 5 min.
C/T = 8 min. C/T = N/A
(average) C/O = N/A
Rel. = 100%
C/O = 2 to 30
min.
What’s Causingg Reject rate = 5%
U i
Uptime = 80%
Evil Variation? 8 min.

2 to 5 Working Days,
Lead Time
 UNDERSTANDING ROOT CAUSES of R12 PROBLEMS
CAUSE AND EFFECT DIAGRAM
Red = Most Important
p 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
USE OF AIR vs. VARY
SELECTION 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
 Process Improvements
Lean
Based

• Common setup procedure

• Replace measurement gages

• Completed identified R12

maintenance actions

• Implemented TPM program

6 Sigma
Process Improvements
B d
Based

• Established radius process

capability (3 sigma)

• DOE for radius variations

• Implemented process controls for

panel dimensions in upstream
process

• Vendor consolidation for

dimensional compliance
 New Radius Bending Machine R13
• Automated band cutting
• Servo driven adjustments from
panel bar codes
• Hydraulic cylinders vs air

• Online radius
measurement and
tracking
 R13 Capabilities After Lean
Automation
• Operates as a cell
• Runs two product families
• Changeover in less than
5 sec. within and between
product families
• Cycle time reduced from
5 min. to 1.8 min.
• Realtime auto check of
each panel with data
collection
• Process capability at 4 to
5 sigma
 Levels of Automation
Load Machine Unload Transfer
Levels Machine Cycle Machine Part

1 Operator Operator Operator Operator

R13 2 O
Operator AUTO O
Operator O
Operator

3 Operator AUTO AUTO Operator

The Great Divide

4 AUTO AUTO AUTO Operator

p

5 AUTO AUTO AUTO AUTO

As defined by the Lean Enterprise Institute in “Creating

Continuous Flow”
 Level 3 Lean Automation
B
Bearing
i Assembly
A bl

• Functional layout
• Average batch size of
900 bearings
g
• Long set ups of 9 hrs
• Large amount of WIP
• Long lead times of 4
to 9 weeks
ee s
• 3 shift operation
BEFORE Lean Automation
 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
AFTER Cellular Layout
y
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
d
down tto 10
AUTOMATIC LOADER/UNLOADER
Across the “Great Divide”

Level 4 Automation
 Level 4 Automation
Smoke
S o e Detectors
etecto s

• Cellular layout with 7

operators
• Manual packing
• Ergonomic problems
• New product being
released
• Customer wanted to
automate the cell
AFTER Automation Level 4
• Focused product family
automation
• Detectors conveyed
between machine
operations using special
pallets
• 2 Operators running the
line
 Lean Automation and Data
Collection
“Data, Data, everywhere and nothing do we know.”

• Useful Data becomes Information

• Useful
U f l IInformation
f ti becomes
b th
the
knowledge base for intelligent decisions
and d ffuture
t planning.
l i
• If knowledge is money then useful data is
the currency of the manufacturing floor.
As lead time decreases
decreases, need for realtime
data increases!
 Lean Automation Can Help
Collect
C ll the
h Ri
Right
h Real-
Real
R l-time
i Data
D
• What is the purpose of collecting the
data?

• Will the data tell us what we need to

k
know? ?

• Will we be able to take action on the

collected data?
Levels of Control & Information

IS DEPT
INFO &
HARDWARE SOFTWARE REPORTING
CONTROL
Server Farm Large Fully Internet Portal
Large Database Integrated Or Extranet
Bus.
Bus Computers ERP/MRP II S
Supplyl Ch
Chain
i
System
Client/Server Large Networked to Intranet Portal
MES PCs Database Business
Web-based System
Industrial PC Small Small Control Ad Hoc
SCADA Bar Coding Database, Network
SCADA SW
PLC & PLC Program Programmable Printed
PLC Terminal Control Graphs

Office PC Spreadsheet
p Electrical Byy Hand
I/O Control or Printout

ENGINEERING
Lean Automation Real-time Data to
Control Variation for Six Sigma
• Supports Critical To Quality
(CTQ) objectives (3.4ppm
(3 4ppm
defects)

• Enhances Define-Measure- Process Control

Analyze-Improve-Control
methodology
gy ((DMAIC))

• Online measurement of
process parameters
t

• Provide real-time
real time controls as
limits are understood
R13 Process Controls & System Status

Real-time Data Collection

for Six Sigma Analysis

Diagnostics for Rapid

Identification of Problems
How Do Implement Lean Automation?
• Assess the operation using a Value Stream
Map or PFDs (Product families & Production data)

• Evaluate the layout and flow

• Identifyy lean improvements

p & kaizens without
automation
– Quality improvement
– TPM
– Point of Use
How Do Implement Lean Automation?
• Implement lean improvements using VSM plan

• Identify lean automation opportunities

– Reduce repetitive motion & stuck at machine
– Reduce material handling
– Improve
p q
quality
y

• Design
g and implement
p lean automation & data
collection

• Start the cycle again!

 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
• Useful data providing a knowledge base for more
profitable solutions in the future
future, and supporting a
cycle of Continuous Improvement.
 Lean Automation Makes Us All
Reduced lead times
Winners!
Reduced costs

Shorter cycle times

Smaller batch sizes

Reduced inventory

Improved quality

G t flexibility
Greater fl ibilit
 Contact Information

Ad t D
Advent Design
i CCorporation
ti
Canal Street and Jefferson Ave.
Bristol, PA 19007

www.adventdesign.com
800--959
800 959--0310

F k Garcia,
Frank G i Director
Di t Planning
Pl i & Productivity
P d ti it
[email protected]