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Fred Botterbusch of MANTEC explains how businesses can benefit from MANTEC's approach to Innovation. www.mantec.org

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Buisness Development Manager, Keith Hartman reviews how MANTEC helps businesses with a range of tools and talent. www.mantec.org

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MANTEC works with mfg leadership to be the resource for strategies to achieve growth and profitability. MANTEC’s mission is to assist mfrs of SCPA to continuously and strategically strengthen their businesses. MANTEC was founded in 1988 by the Pennsylvania General Assembly to address the needs of existing mfrs. MANTEC serves 9 counties of SCPA and is a member of a network of 7 Industrial Resource Centers in PA and 60 centers across the United States. With offices in York, Lancaster, Lebanon and Chambersburg, MANTEC strives to reach 3000 mfrs. It is MANTEC’s staff that drives success for our mfg clients. Our staff is talented and dedicated to drive positive, measurable impact for clients. Results are attained by serving as an objective business advisor creating awareness of all the possibilities for growth and profitability. MANTEC was voted #1 Best NonProfit Organization to work for in the USA.  

Through collaboration with our sister centers in PA and throughout the US, MANTEC has identified 6 critical Next Generation Mfg Strategies. These strategies represent the components which will be critical to successful companies of the future.  Customer Focused Innovation Engaged People / Talent Acquisition Superior Process Improvement Supply Chain Mgmt Sustainability Global Engagement Forward thinking and strategic Create a vision for the future Gap analysis   (current state & future state) Strategic plan to achieve objectives Business Transformation Process

Even the greatest business leader can’t know everything. Allow MANTEC to be your resource to bridge the gaps. Each member of the MANTEC team is passionate about our mission. Our goal is to enable you to reach your objectives. It costs nothing to talk to us. Check us out at www.mantec.org Contact us at info@mantec.org

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Value Stream Mapping Do you have issues on your production floor or office environment with getting the work done on-time with100% quality to the customer? Value Stream Mapping is about identifying what adds value to the product and what is Non-Value added.  In a survey of manufacturing firms across the US, typically 95% of all lead time is non-value added. When we say non-value  added, what comes to mind? We use an acronym called DOWNTIME,  that I will explain in two stages. The first half DOWN, is: Defects, from any cause; Overproduction – making more than the customer orders; Waiting – could be materials, an answer, trying to find something Non-utilized People Skills – Not using their Knowledge, Skills and abilities 

The second half is: Transportation- anytime we have to move something around Inventory – over ordering or overproduction feeds this one. Is not just the cost of the product or materials but the space and moving it around. Motion – having to go get something, reaching, bending or twisting Extra processing – finish underneath the table the same as the top. Now that we know how to identify our non-value added wastes, how do we eliminate them. This takes us to the house of lean. Under the roof of Continuous improvement are the tools to eliminate our wastes. We pick our tool based on what waste we want to eliminate. The steps entering into the “house” is the tool of Value Stream Mapping (VSM). VSM consists of information flows and material flows. You look at a product family from the incoming order until it leaves the plant. The first stage of doing a VSM  is determining which product family  you will map.  Once that is done, writing the process information down from the time the order comes in until it is shipped to the customer, gives you a good way to insure all steps are documented. This can be used to help create the current state map.

The team will then walk through the process map and gather actual real time data on the information and material flows for the chosen product family and put them on the current state map. You will then calculate your Value add and non-value added times based on the data collected. This becomes the basis for the Future State Map. 

Now the team will discuss what they would like the Future state map to look like and put it together similar to what they did for the current state map. They will then have to discuss how to get rid of the non-value added wastes that were discovered and decide on which tool to use. This could be a 5S project, Setup reduction etc.  

Once they decide on the Kaizen events. These are projects to get rid of the waste, they must prioritize them. This is to pick the low hanging fruit first and get the biggest impact for the company and to satisfy the customer, internal or external.  This map is the roadmap for improving the value stream from the eyes of the customer. 

Benefits: Improved on-time delivery Improved quality Shorter total product cycle times Reduced material handling costs Systems wide focus on improvement Improved profitability through elimination of waste 

As a company goes down their Lean Journey, they need to ask themselves, Does this make Sense? The biggest impact is normally improved lead time and on-time delivery. Quality and productivity go up. We should see bottom line results through the elimination of waste and creating a very satisfied customer. 

So the question is “To LEAN or Not to LEAN?” Do you like the current performance of your company? Is it going to stay that way? Will it get better if doing the same things? 

Do you like the current performance of your company? More important, do your customers  like your current performance? If the answer is no to either of the questions, then you should consider getting a Lean Assessment or Value Stream mapping project facilitated by MANTEC at your company. If you have any questions please don’t hesitate to call or email: Mark Robertson 717-843-5054 or mark@mantec.org

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