It's been just over a year since lean implementation began in Nordson's Georgia and Alabama manufacturing operations. In that time, all locations -- encompassing the factories in Norcross, Swainsboro and Talladega -- have reported significant improvements from applying lean principles and participating in kaizen events.

For example:

• In Swainsboro, Pro-Blue™ melters are manufactured with 80% less lead time required than the legacy units they replace.


• An annual labor savings of more than $110,000 was achieved in high-volume hose manufacturing in Talladega.


• Productivity on the Vista™ pump line in Swainsboro jumped from 46 pumps to 75 pumps per day, an 82% increase.


• In Talladega, production changeover for hoses was reduced by more than 60%.

"The biggest part of lean is changing the way we think, changing our culture to incorporate more of a team approach," says Ruth Smith, vice president of operations. "Lean takes the input from the people actually doing the work and focuses on their ideas for making improvements. It certainly empowers employees to make change."

Getting Started

Lean implementation kicked off in January 2002, when a "5S" initiative began in all three southern U.S. manufacturing facilities. 5S is a method of ensuring workplace organization that incorporates a five-step process: Sort, Set in order, Shine, Standardize, and Sustain.

By organizing tools and components at each workstation and disposing of all unneeded items, the 5S process creates a cleaner, more efficient work environment. As a result, there is no time wasted in looking for tools, inventory, or other items that employees need to do their job. "5S was a good first step because it created the right foundation," explains Smith. "That was really the start of our lean journey." (Photo: Working lean -- DuraBlue™ hot melt adhesive melters are built to customer order in a lean production environment at the Norcross manufacturing facility.)

Smith also says that employees continue to take an active role in the effort to "sustain" the efficiencies created by the first four "s" processes. "Our employees realize that their actions have an effect on the productivity of the work cell. By keeping things in order, they can clearly see the result of their efforts. It's a small example, but it started a chain of quantifiable, meaningful wins."

In addition to the 5S initiative, the early stages of lean implementation included value stream mapping for several product lines, which analyzed the production process and identified potential areas for improvement. A consultant was also selected to provide outside, independent assistance with many aspects of the implementation.

From Clean to Kaizen

"With Nordson's extensive product knowledge and experience, the company had an excellent sense of where production bottlenecks existed. Once we identified the work cells that would benefit most, we started having kaizen events," says Smith.

A kaizen event focuses on one specific problem that requires resolution -- for example, a productivity problem or a quality issue. Once the problem is identified, a kaizen will occur between a predetermined start- and end-date, with the goal of achieving specific and measurable improvements.

In August 2002, the first kaizen event took place in the Vista 3700 work cell, located in Norcross. By reducing the amount of material handling required, reducing the length of the production line, reorganizing assembly components and applying the 5S principles, the kaizen was successful in increasing the productivity of the work cell by 40%. Since then, packaging and product assembly (PPA) manufacturing operations is averaging about one kaizen per month, including events in Swainsboro, Talladega, and Norcross.

"Kaizens are a key tool in the lean process. Kaizen means to take something apart, think about it, and then to 'make it new' by reconstructing it in a different and better way," explains Smith. "Generally, an event lasts five days. If you need to move machines, you move machines. If you need to change procedures, you change procedures. When you walk away at the end of the kaizen, there's something that's physically different about the work cell."

In addition to shop-floor kaizen events, improvements are being made administratively in Atlanta to support the lean enterprise. In November 2002, operations held a lean leadership event that involved management from all levels of Nordson's adhesive systems business groups. Essentially an administrative kaizen, the event prioritized lean goals for 2003 and determined which issues to tackle first with the limited resources available.

No End In Sight

"Lean is a continuous journey, not a goal. And once you start, it becomes immediately obvious how far you have to go," emphasizes Smith. "We can spell lean now. Can we use it in a sentence? Well, we're getting closer."

In 2003, Smith and her team will continue the lean journey by using value stream mapping and lean "road maps" to identify and prioritize lean activities for the year. Both processes scrutinize the strengths and weaknesses of an operation to determine how it's doing, where it's going and how to measure progress.

"We have our core team around us -- four full-time lean coordinators, nine part-time work-lean facilitators, a team leader, and some consultants," says Smith. "Our short-term vision for the next year is well-mapped, and we're starting to get a sense of what our long-term vision might be."

"Remember -- the nature of change is that it changes things, so you never know exactly what to expect. But, lean is starting to affect the way people are thinking around here and we're looking forward to the challenges that lie ahead," she adds.