Lean Enterprise Transformation in a Job Shop Environment

Abstract

This field project paper titled, Lean Enterprise Transformation (LET) in a Job Shop Environment involves planning, teaching others, implementing and continuously improving organizational performance. The project case study is being delivered to a company headquartered in Paola, Kansas that has contracted with the not-for profit organization Mid-America Manufacturing Technology Center (MAMTC) to provide Lean Enterprise Transformation (LET) training, facilitating, coaching, implementation, and “hands-on” consulting services. The company, Taylor Forge Engineered Systems (TFES), Inc. designs and delivers very high quality engineer-to-order and make-to-order forgings, pipe fittings, and accessories for a variety of industries including gas, oil, and petrochemical. Lean Enterprise Transformation (LET) consulting services are being delivered to three TFES, Inc. Facilities located in Paola, Garnett, and Greeley, Kansas. A preliminary LET Operations and Business Systems Assessment was conducted during June-July, 2005, by MAMTC Project Manager/Field Engineers. A 3rd party sub-contractor Integrated Manufacturing Solutions (IMS), Inc. coordinated the assessment of the Information Systems and Network Architecture portion of the overall LET Business and Operations Systems Assessment. Also, the overall project scope, timeline, deliverables, and completion process will be defined in greater detail within the body of this LET Field Project Paper and Work Plan and the defined “Triple Constraints.” At MAMTC, the project “Triple Constraints” focuses on the well defined project scope of work (SOW) that indicates the timeframe, project costs, and customer quality project performance specifications (PMBOK Guide 3rd Edition, 2004). The two key senior executive leaders at TFES, Inc supporting the LET Project Work Plan & Timeline are the President and Vice President/General Manager. Both people have graciously allowed MAMTC to jointly document the TFES LET Project planning, training and “hands on” implementation efforts throughout the duration of the Continuous Improvement Journey. Other key TFES personnel involved in the LET Project Core Leadership Team include: the Material and Production Inventory Control Manager at Paola, Kansas Facility, the Operations Manager for the Garnett & Greeley, Kansas Facilities, and the Plant Manager at the Paola, Kansas Facility, along with the many other TFES production and support personnel that made this field project a reality. The overall purpose of this EMGT Masters Field Project Paper is to research, learn and share the experiences of developing and implementing this “real world” LET Job Shop Case Study. Also, sharing the trials, tribulations, successes, and lessons learned with all TFES and MAMTC employees involved in the LET Project Training & Implementation efforts, and other interested readers. Currently, the Core Leadership Team is in the process of creating a TFES, Inc. Lean Newsletter to share this Continuous Improvement Journey with others in both organizations. Both EMGT 823 textbooks: (a) Kerzner’s Project Management 9th Edition4 and (b) the PMBOK Guide 3rd Edition are utilized heavily in creating the template and structure, and for monitoring, and controlling this joint TFES and MAMTC LET Project Work Plan. The timeline for the joint MAMTC and TFES LET Field Project Work Plan and Job Shop Case Study has been subdivided and revised as follows: (1) Initial LET & Business System Assessment Project Scope of Work (SOW) from the June to July 2005 timeframe. (2) Overall LET Project SOW for the original contract has been lengthened from the October 2005 to the March 2007 timeframe.