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A Look Around Osha Regulations

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webbwdzu: We transitioned our entire scheduling system so all employees can see the priority, and its more effective than telling somebody This is what you have do next, Roberts says. This seems like an easy thing, but when you are making 2,500 pieces...

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We transitioned our entire scheduling system so all employees can see the priority, and its more effective than telling somebody This is what you have do next, Roberts says. This seems like an easy thing, but when you are making 2,500 pieces per day, its pretty complex to determine what to do next so a complete cylinder order can be shipped. A third key concerns constraints, says Oelke. You want to improve your slowest area, to focus on your bottlenecks. That perspective persuaded JARP to upgrade the work cell that makes rod bearings, Roberts says. We had older machines, and we purchased brand new machines and reorganized how they are set up, and how the operator interfaces with them. Tommy Yang works on a hydraulic cylinder at JARP Industries in Wausau. David Tenenbaum JARP benefited from having several employees take lean courses, says Oelke. I think JARP is an excellent example of how quickly lean can change the culture and efficiency of a mid-size Wisconsin manufacturer. Roberts sa

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