Read more about the Texas Manufacturing Assistance Center in the feature story Geared up.
The Plano-based company makes products for the recreational vehicle, manufactured housing and modular building industries. Its RV doors, residential replacement vinyl windows and patio systems are considered among the finest in their respective markets. Amerimax employs more than 800, including 84 in Texas, at 18 plants in 10 states and generated nationwide sales of $280 million in 2006.
The company felt challenged to provide consistent products for the growing RV and manufactured housing markets.
TMAC provided Lean Six Sigma training to about 50 employees over four years. The training combines Lean’s waste reduction toolset with Six Sigma’s structure and analytical tools.
From 2005 through 2006, Amerimax reports saving more than $1.6 million, including $633,000 in scrap reduction, $500,000 in back orders and $300,000 in direct shipping.
“The training we received from TMAC and the deployment of this program is resulting in a cultural change leading to continuous improvement activities netting bottom-line results through improved quality, process efficiencies and customer service.”
The family-owned, Arlington-based company provides aerospace-quality bonding jumper cables and grounding straps. Its products are used in the international space station as well as a number of Lockheed and Boeing aircraft. CSC is one of three U.S. manufacturers qualified to produce these parts for Boeing.
When its largest customer mandated registration to an upgraded quality management system, CSC sought help from TMAC.
TMAC helped implement an aerospace quality management system called AS-9100, followed by a stringent third-party audit. CSC was recommended for registration in July 2007.
The company reports a 12 percent sales increase, more than 95 percent on-time delivery, the creation of several jobs and thousands of dollars invested in workforce development and capital equipment.
“Working with the TMAC crew made this project an easy transition for Circuit Systems Co.”
The Irving-based company makes durable buildings, sort of tent domes, for use in disaster areas. Manufactured from chemically treated foam, they are collapsed into vacuum-sealed bags. When deployed, they go up quickly and cure to become a structure that can last years instead of the typical two or three months of a tent.
To maximize its impact, Iaddic Shelters needed an efficient design that kept manufacturing costs low while still providing a quality product.
Employing the Lean Enterprise business process strategy led to the idea of molding the shell in a single piece rather than assembling it from cut pieces. Next came an assessment of the equipment needed, as well as a conceptual factory layout.
Per-unit production time went from days to hours, and material and labor costs dropped 30 percent. The company created 20 jobs and reports an estimated savings of $400,000 in unnecessary investment.
“The contributions TMAC made to our product design and business were not just evolutionary but revolutionary. We are making higher quality dwellings cheaper and faster.”
Sanden is the world’s largest independent supplier of automotive air conditioning compressors, with U.S. headquarters in Wylie, Texas. It also has operations in Detroit, Mich., and in Mexico. Sanden is a Quality Texas Foundation Texas Award for Performance Excellence winner, as well as a recipient of the coveted Japanese Institute of Plant Maintenance award.
Although the company has received numerous honors for its operations, it wanted to be even more efficient.
TMAC trained Sanden employees in eight areas, including the Basics of Lean Leadership, Lean Performance Measures and Supply Chain Management.
A critical product shift now takes 40 percent less changeover time—a distinct competitive edge. Waste has been reduced, and the company has a detailed organization report for improvement.
“The training and project work have been excellent and had an immediate impact on operations at Sanden. TMAC showed a consistent dedication to excellence and organizational development.”
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