What We Do
We are a process improvement firm that works with manufacturers to increase efficiency on the factory floor.
Innovation Support
Process Flow Consulting
Value Stream Mapping
Work Balance
3P
Kaizen WorkShops
Executing Transformational Plan
Our Core Values
The Proof Is In the Numbers
+25%
Production
Capacity
Our clients have seen an average of a 25% increase in their production throughput.
-42%
Floor Space Requirement
Revised layouts yield an average of 42% reduction of square footage.
-81%
Lead Time
Reduction
Our clients have reduced their work-in-progress inventory by up to 81%, which in turn has saved millions of dollars.
+73%
First Pass Yield Improvement
Our clients have seen up to a 73% increase first pass yield which keeps quality product flowing out the door.
We care about your bottom line, too.
Increasing operational efficiency and reducing waste all lead to better products, increased growth, a happier (and safer)
team—and most importantly, a return on your investment.
How We Do It
Step 1
Start with the Facts
Stream uses these tools to develop a deep understanding of the actual current state (which may be different from popular belief). This data and information becomes the foundation for future state improvements, and the tools help capture and present the data in a meaningful way, so decisions can be made. Below are the five ways we take on step one in further detail.
We start by capturing the process sequence from start to finish, including variations in paths. Then we populate the map with meaningful data including customer demand, process cycle time, setup time, batch size, quality metrics, work-in-process, etc. From there, we can perform capacity analysis, resource loading and lead time calculations to set the stage for future state discussions.
Similar to the Value Stream Map, this diagram shows the physical path materials take throughout a facility,
or between multiple facilities, to be transformed from raw material to a finished product.
Companies usually have multiple products / variations, and they set up their processes to do everything, but nothing particularly well. We use this tool to help companies focus on what is really important to their value stream and overall business. We want to understand the 20% of products, customers or variation paths that account for 80% of the demand.
Process Failure Mode & Effect Analysis takes a deep dive into critical value stream processes to deliver a higher level of process quality. This detailed analysis focuses on the process inputs and controls to establish predictable process output. This tool is routinely used with automotive and aerospace clients.
The term originates from two Japanese terms to form one philosophical concept. The term Gemba translates to “the place where work is performed”. The term Genri translates to “the origin of spiritual truth”. When combined into Genba, we have a philosophy, which simply states the importance of going to where the work is performed to understand the truth of the process.
Step 2
Find The Balance
Stream uses the tools below to establish a pace, determined by customer demand, for setting up processes
that are balanced to flow. Our philosophy is to flow where you can and pull (Kanban) where you can’t.
Below are the four ways we take on step two in further detail.
(Theory of Constraints) The first step in designing a future state process flow is to establish a pace that the system needs to be balanced to. Takt Time calculates from available work time divided by customer demand to give a time value per unit rate. Theory of Constraints identifies the bottleneck process within the value stream, which becomes the time value per unit the rest of the system should balance to. Both are effective methods, but will be used independently based on the company operating conditions.
The simple definition of Kanban is “a signal that triggers movement or replenishment of materials”. When it is not possible to flow product one at a time, Kanbans are used to supply the right amount of material to pull from, without having too much or too little. The most basic example would be a two-bin system. Work out of the first bin until it is empty, then turn in the empty bin to be re-filled. While the first bin is being refilled, work out of the second bin. The quantity in each bin should be sufficient to last for the time it takes to replenish an empty bin.
A system of humans and machines working together must have movements in sync with each other to operate in the most effective manner. Standard Work specifies task sequence (preferably with photo instructions) and time to perform each task to ensure repeatable quality within a timeframe that is balanced with the other processes in a value stream.
Total Productive Maintenance ensures that equipment is in proper operating condition to provide uptime with the machine is needed and yields consistent quality output. Equipment should be enhanced to make maintenance tasks simple and visual for operators to know instantly that something is not right with their equipment. Specific maintenance tasks should be performed based on equipment specifications with documentation so the history can be tracked.
Step 3
Innovate
Stream challenges the status quo within organizations to drive innovative solutions, rather than settling for smaller
improvements. We focus on what has to be in place to achieve significant innovation rather
than constraints that limit the current state processes.
Basic 5S / 6S / workplace organization is good, but it isn’t good enough. Productive 6S goes the extra step in providing exactly what is needed at the point of use exactly where the operator needs it. We strive to improve efficiency and safety by keeping clutter away from the workstation, flow parts right to the operator pick point and locate tools within easy reach of the point of use.
Production Preparation Process is a collaborative effort to completely re-think the way a process or workstation operates. We strive to evaluate multiple alternatives and build on strengths of each to establish a new concept worth implementing.
Arranging equipment and workstations in a sequence that supports smooth material flow through the process, with minimal transport or delay. The goal is to produce one unit from start to finish as quickly as possible, while being able to handle variation effectively.
There are three key aspects to build into the process. 1) The value adder must follow standard work and strive to pass perfect quality to their downstream customer. 2) If the downstream customer finds a defect, they must have an effective signaling system to alert the supplier of the defect. 3) The system must respond quickly to clear the problem, replace the defective unit and fix the cause of the defect.
Shop floor metrics are as important as a scoreboard in sports. Information must be communicated to the front-line personnel to let them know how they are doing and what they can do to help “win the day”.
