Flow Racks - The Ideal Way to Present Material to Your Operators for Lean Manufacturing

IPS built flow racks and stands create an ergonomic and efficient system to reduce labour, increase efficiency and promote lean manufacturing in your facility. Each flow rack consists of one or more inclined roller track and can be designed to gravity feed numerous containers for efficient line side material delivery. By utilizing flow racks you can achieve material handling parts presentation and empty container return all in one structure, which will save both space and time. Unlike a static storage system that causes a lot of unnecessary travel time, reaching and bending, our flow racks provide an easy access, ergonomic way to organize and present products to your operator.

Utilizing flow racks has many benefits, most notably decreasing the amount of restocking needed and increasing the speed of picking leading to greatly improved efficiency. Typical applications for flow racks include storage, material handling, picking, inventory rotation, assembly lines, wash-down and other applications that require the first-in first-out method of inventory handling.

The Ecoflex coated pipe and joint system allows for the complete customization of your application, can be designed to handle any sized box, container or part and can even be personalized to suit your personnel. In addition, unlike welded steel structures, all of our flow racks are completely modular and can be re-used and recycled unlimited times to continually adapt to changes in your facility.

At IPS we design and build everything from simple gravity feed flow racks for parts presentation and empty container return, as pictured above, to more complicated systems such as our automatic return flow rack or the right angle lever stop and tilt flow rack with automatic return, both demonstrated below.

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Integrated Products & Services Inc. was established in 2006 as a lean manufacturing and material handling consultation firm and have grown into a leader in the distribution of modular pipe racking and shelving systems in Canada. 

For more information, to request a quote or to set up an in-house assessment, please contact us.

Ergonomic Height-Adjustable Workstation using the Dyna-Lift System

Introducing the new Dyna-Lift from Bucher Hydraulics. Dyna-Lift has become the standard for ergonomic height adjust-ability. At IPS we understand the ever changing needs of our customers, which is why we are introducing the Dyna-Lift system to our catalogue. The Dyna-Lift system, as demonstrated below, creates an ergonomically correct, height adjustable workstation, which allows for increased comfort for the operator as well as increased productivity. The Dyna-Lift system, which complies with ADA and OSHA guidelines, with its simple installation combined with its smooth and quiet operation is the perfect way to create a new ergonomically designed workstation, but can also be easily retrofitted to existing workstations.

In addition to workstations, the Dyna-Lift system has been used for many applications including office furniture, hospital beds, assembly line fixtures, rehabilitation tables, massage table lifts, podium lifts and many more.

Both manual (hand crank) and electric (115 V AC motor) are available for purchase. Stroke lengths available are 6", 8", 10", 12" and 16" with straight fittings and standard hose lengths of 96"-96"-60"-60".

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Integrated Products & Services Inc. was established in 2006 as a lean manufacturing and material handling consultation firm and have grown into a leader in the distribution of modular pipe racking and shelving systems in Canada. 

For more information, to request a quote or to set up an in-house assessment, please contact us.

The Benefits of Six Sigma

"What are the benefits of Lean Six Sigma for your company?"

Written by: John Wellwood January 2011

Why should any company undertake Lean Six Sigma?  Lots of companies ask us this question as do people who want to be trained as Green or Black belts and want to explain the benefits to their managers. If you are a company who are thinking of deploying Lean Six Sigma then there are distinct advantages but there are also some potential issues you should consider.  This document is to help you understand the pluses and possible obstacles you need to over come when undertaking Lean Six Sigma.

The benefits of Lean Six Sigma fall in to key 7 categories:

1. Financial benefits
2. Strategic benefits
3. People development benefits
4. Customer benefits
5. Competitive position
6. Stakeholder benefits
7. Standardisation benefits

Financial benefits

The financial benefits associated with Lean Six Sigma and Six Sigma are well documented. Companies such as GE, Motorola and Honeywell have been posting amazing numbers for decades based on Lean Six Sigma projects.  Typically we see projects which on average save around £50k. Projects which save less than £50k either have not had the right support or they were not chosen correctly in the first place.  We frequently see projects which save well over £100k.

Allied Signal - Cost savings exceeding $800 million since 1995.
General Electric - Most admired company three years running, and consistently increasing growth and profit – cost saving exceeding $2 billion.
US ARMY- Lean Six Sigma techniques implemented throughout the Army continue to prove successful, and leaders anticipate reaching $2 billion-savings.

Financially if you put a person onto Lean Six Sigma training and they successfully complete a project then you would typically expect then to save around £50k.  This does depend upon the project.  The typical Green Belt or Black Belt will also complete around 3 projects in a year as well as doing their day job.  Which means that on average a typical Green Belt will save their company around £150k if they are given the projects and support to complete them.  This has to be a major advantage to any company.

Companies can also be confident that the savings are real.  This is a result of a key structural element of Lean Six Sigma.  The finance department sign off any savings, they say if the savings are real or not.  It is no longer just enough for an employee or manager to run a project and say we saved X, Y or Z.  In Lean Six Sigma it is only a saving when finance can see it.  A major benefit of Lean Six Sigma is therefore that the savings are real.  This gives companies the confidence to say we saved X amount and is why GE, Motorola can publish their savings with confidence.

The average savings per project also mean that most delegates will pay for their training many times over just by completing one project a fantastic return on investment.

Strategic benefits

Companies who deploy Lean Six Sigma also see benefits of a strategic nature.  This is achieved by taking your trained Green or Black Belt and asking them to complete projects which are of a strategic importance – solving major problems in the business.  The skill set that a Green or Black belt will obtain through their Lean Six Sigma training will enable them to solve complex problems for good. They will not just put out fires but they will remove the root causes stopping the fires from starting again.  How much time and money have you spend fire-fighting over the last year?  Lean Six Sigma is about putting out major fires permanently.

As Lean Six Sigma Green and Black Belts are trained to analyse data they can also assist you in understanding where your current problems are, how large they are and develop solutions to solve them.  You can then reassess or develop a strategy for the business based on fact.

People development benefits

The vast majority of people who are trained as Lean Six Sigma Green and Black Belts provide many softer benefits for their organisations.  They obtain an amazing amount of self confidence, the training and being able to speak with data enable them to challenge the norm, suggest new ideas and solve problems.  The result of this confidence normally means that Green and Black Belts want to see things in the organisation change and as such become change agents for the business.  If they have influence in the business in any way then they start to affect those around them to change as well.  The result is an organisation that can implement change, develop and grow.

The trained Green and Black Belts also start to understand the need for change in the organisation. They understand and can not only identify but eliminate waste they start to explain this to other members of the organisation and the business improves without formal projects.

Green and Black Belts also become very enthusiastic about applying the tools and spending time solving problems.  They will in fact start to use the Lean Six Sigma methodologies and tools in all aspects of their jobs, meetings and interactions.  Your people will have a whole new set of skills to apply in all aspects of their jobs.  You therefore see that your people change to become more focused, data driven and have more energy.

An issue however becomes the expectations which are set in the Green or Black Belt.  They want to change the business and many become frustrated if the business will not embrace this change.  The result therefore can be a highly fired up individual who becomes frustrated which can lead to many negative consequences for the business.

Customer benefits

The benefits to your customers normally take the form of better service, better delivery and even better quality.  As a result many customers are now asking their suppliers if they use Lean Six Sigma in their business.  We have clients who have started their programs as a direct result of a request from their customers.  So you can start to advertise the fact that you are using state of the art process improvement and problem solving methodologies to further enhance your offering to your customers.  You can also at that point ask them to get involved and as a result become closer to your customer.

The immediate benefit to your customers would of course be the result of your Green and Black Belt projects.  If you have customer issues then having a project in that area will dramatically improve the situation.  So if you have delivery issues or quality issues then your customer will see the difference meaning at worst secured continual sales and at best improved sales.

Competitive advantage

As you improve your performance you will start to see a difference between yourselves and your competitors.  You can then use this in your marketing and sales pitches.  On the other hand if you don’t start to implement Lean Six Sigma you can bet your bottom dollar that your competition either are or will implement Lean Six Sigma.  That will leave you trailing them and will ultimately cost the business.

Stakeholder benefits

The key benefit in this area is the engagement of your workforce in transforming your business.   Companies who have deployed Lean Six Sigma successfully see this engagement and reap the benefits – the whole workforce identifying and solving problems how much power would that give you.

It also means you can engage with suppliers and customers to jointly solve problems.  Even the shareholders can benefit as many city analysts are now asking why if you are not deploying Lean Six Sigma.

Standardisation benefits

Every company’s processes would benefit from standardisation.  If you implement Lean Six Sigma a major benefit would be that all projects would be run in a standardised same way following the same process – DMAIC.  This means that as managers you can be confident that the problem is being solved properly with data to back up any decision.  It means that you can monitor progress of projects easily as you can see which stage each project is in.  If you have to change the person running a project then it is easier for others to pick up where they left off.  It also means that your decisions will be based on accurate data, analysis and processes giving improved solutions.

List of Companies who are implementing Lean Six Sigma

The benefits for any company are therefore vast.  Not only will the training be paid for many times over the culture of the organisation will be changed and the attitude of staff transformed but customers and ultimately all stakeholders will see advantages.  That is why the vast majority of major businesses worldwide are deploying Lean Six Sigma in some way.  Below is a very short list of just some of them.

3M, A.B. Dick Company, Abbott Labs, Adolph Coors, Advanced Micro Devices, Aerospace Corp, Airborne, Alcoa, Allen Bradley, Allied Signal, Ampex, Apple Computers, Applied Magnetics, ASQC, Atmel, Baxter Pharmaseal, Beatrice Foods, Bell Helicopter, Boeing, Bombardier, Borden, Bristol Meyers – Squibb, Bryn Mawr Hospital, Campbell Soup, Cellular 1, Chevron, Citicorp, City of Austin, TX, City of Dallas, TX, Clorox, Cooper Ind, Dannon, Defense Mapping Agency, Delnosa ( Delco Electronics in Mexico), Digital Equipment Corp, DTM Corp, Eastmen Kodak, Electronic Systems Center, Empak, Florida Dept. of Corrections, Ford Motor Company, GEC Marconi, General Dynamics, General Electric, Hazeltine Corp, Hewlett packard, Holly Sugar, Honeywell, Intel, Junior Achievement, Kaiser Aluminum, Kraft General Foods, Larson & Darby, Inc, Laser Magnetic Storage, Lear Astronics, Lenox China, Littton Data Systems, Lockhee Martin, Loral, Los Alamos National labs, Martin Marietta, McDonnell Douglas, Merix, Microsoft, Morton Int’l, Motorola, NASA, Nat’l Institute of Corrections, Nat’l Institute of Standards, Nat’l Semiconductor, Natural Gas Pipeline Company of America, Northrop Corp, PACE, Parkview Hospital, Pentagon, Pharmacia, PRC, Inc, Qualified Specialists, Ramtron Corp, Rockwell Int’l, Rohm & Haas, Seagate, Society of Plastics Egineers, Solar Optical, Sony, Star Quality, Storgae Tek, Symbios Logic, Synthes, Technicomp, Tessco, Texaco, Texas Commerce Bank, Texas Dept. of Transportation, Texas Instruments, Titleist, Trane, TRW, Ultratech Stepper, United States Air Force, United States Army, United technologies, UPS, USAA, Verbatim, Walbro Automotive, Walker parking, Woodward Governor, Xerox, Lloyds TSB, BAA, BT, Nissan, Renault, Vodafone, Tesco

Source: http://100pceffectivetraining.com/blog/index.php/training/benefits-lean-six-sigma-company/

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Integrated Products & Services Inc. was established in 2006 as a lean manufacturing and material handling consultation firm and have grown into a leader in the distribution of modular pipe racking and shelving systems in Canada. 

For more information, to request a quote or to set up an in-house assessment, please contact us.

What is Lean Six Sigma?

"Lean and Six Sigma - A General Introduction"

ARIS Community
Written by: Alex O. March 2014

Six Sigma is a business strategy first introduced by Motorola in 1986 (and arguably most popularized by GE) that aims to increase a company’s profitability by improving its business processes. While many other business philosophies often claim to be doing the exact same thing, Six Sigma distinguished itself with its approach to eliminating variances that bleed away a company’s profitability.

The Six Sigma methodology (DMAIC and DMADV) emphasizes on the fact that a business’s quality and output can be improved by changing the process within the company to such a point that errors or mistakes within the processes are minimized or outright eliminated. The degree of efficiency that Six Sigma requires is that, out of a million outputs (products manufactured, services rendered), only 3.4 will turn out defective. This translates to roughly 99.999966% error free operations (here's a Six Sigma calculator to help you calculate your own Sigma Level!). In case this seems like an impossible goal I'm immediately prepared to give an example with an industry that has achieved an even bigger Sigma rate - Airplane safety.

Then there is Lean. It's a concept of eliminating wastes and is often times called lean manufacturing (or management) which when combined with the Six Sigma approach is called by most Lean Six Sigma, or Six Sigma Lean or more accurately Lean AND Six Sigma - since they are still two distinctively different methodologies, that are simply used in conjunction. Lean eliminates waste, Six Sigma improves the process.

There are various different Six Sigma tools used to improve the process. One however must first get Six Sigma training and then pass a Six Sigma certification test to become one of the main Six Sigma belt levels:

Six Sigma Yellow Belt - the beginner level, which will give you basic skills to use the Six Sigma tools,
Six Sigma Green Belt - the next level that would allow you to run your own projects,
Six Sigma Black Belt - becoming a supervisor for Six Sigma projects and
Six Sigma Master Black Belt - the head of the management.

As we all know mistakes within the process do cost a company a hefty sum: companies lose out between 20-30% of profits merely because of an error, a mistake within the organization, a product recall, or an inefficient system or a customer complaint. The goal is to create quality control measure that help businesses create outputs that are high in quality and satisfy customer/client demand beyond reproach.

As mentioned earlier Lean is a management technique that seeks to eliminate wastes within a process or operation in order to increase quality. There are eight “wastes” that a company has to look out for, namely:

• Overproduction: making more than what the customers demand.

• Over processing: adding perceived value to a product that doesn't need it.

• Waiting: for resources, people, approvals, etc. Loss of time.

• Transportation: Movement of products during or after production.

• Defects: Error, non compliance of products.

• Rework and Scraps: products not meeting specifications that have to be reworked marked down or reprocessed.

• Motion: usually about people, document searching, etc.

• Inventory: Buffer stock or other resources, which could include people

• Unused Creativity: Employee’s knowledge and skills that are untapped by the company.

When a company operates within set parameters and targets, it in turn produces quality. When its output falls below or beyond the target, this could be a considered a defect/waste/mistake and this is what the Lean principle seeks to avoid.

The slant towards manufacturing jargon may be attributed to the origins of Six Sigma. It was originally conceptualized within the Motorola offices, and was a response to the upper-echelon’s critical observation of Motorola’s lackluster bottom line. Thus the Six Sigma was born, and was first implemented back in 1986.

Many companies have seen the virtue of the system set up by Motorola, and have since implemented the Six Sigma within their companies. Some of the earliest adherents to Six Sigma (excluding Motorola, or course) were General Electric and Bank of America. The integration was so successful, that at present, most of the Fortune 500 companies are using the Six Sigma methodology (DMAIC and DMADV) within their companies.

Source: http://www.ariscommunity.com/users/sixsigma/2012-03-14-lean-and-six-sigma-general-introduction

Overall, Lean Six Sigma is a fact-based, data driven viewpoint that focuses on reducing waste and variation and promoting work flow and reproducibility. By applying the principles of Lean and Six Sigma together, the benefits to a company, which will be discussed in a future post, can be drastic and can affect many different aspects of the business. Integrated Products & Services can help eliminate the waste listed above and allow your company to become lean, streamlined and vastly more efficient.

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Integrated Products & Services Inc. was established in 2006 as a lean manufacturing and material handling consultation firm and have grown into a leader in the distribution of modular pipe racking and shelving systems in Canada. 

For more information, to request a quote or to set up an in-house assessment, please contact us.

Forklifts, Carts & Tuggers – A Winning Combination for Profits and Safety

K-TEC WHITE PAPER November 2007

John Neumann, Larry Tyler, Carol Lazerick Kinetic Technologies, Inc. Phone: 440-973-4111 | Website: http://www.ktecinc.com | Email: info@KtecInc.com

Increasingly, companies are mandating that the use of forklifts be limited to designated loading and unloading zones or “Red Zones.” This movement is based on the concern for employee safety as well as the desire to reduce forklift lease and maintenance costs.

Realistically, factories will not operate completely forklift free. The challenge for Six Sigma managers, lean managers and material handling specialists is to intelligently mix tuggers, non-powered manual material handling equipment and forklifts in order to benefit the bottom line and satisfy safety concerns. While safety and cost reduction are macro benefits, there are many other less visible advantages that may play an important role in reducing costs and improving customer response. Identifying these benefits requires a big picture overview of the project as well as an understanding of how each department and suppliers, both internal and external, will be impacted.

Balancing the mix of forklifts, carts and tuggers can be extremely challenging and at times frustrating. Many familiar habits of both the material handling support and production assembly personnel will be changed. Physical plant, assembly line and storage constraints, packaging changes, budget limits, ergonomic issues and project completion time add additional complexity. Working through these difficult problems will require unabridged input from top management, the affected departments and suppliers who will share ownership of the plan.

The Case for Restricting Forklift Usage

There is no question human loss and liability cost relative to forklift injuries has been the number one driver for initiating forklift control programs. Each year in the United States, nearly 100 workers are killed and another 20,000 are seriously injured in forklift-related incidents. Forklift overturns are the leading cause of fatalities involving forklifts; they represent about 25% of all forklift-related deaths¹.

The Hyster Company estimates that businesses waste over $1 billion in unnecessary operating costs associated with material handling equipment. A recent study suggested that unfortunately, only 6% of end-users actually know their real maintenance costs. Even fewer have programs in place to reduce these expenses². An old industry axiom states that on the average over the life of a forklift, only 20% of its cost is ownership. Approximately 80% of total forklift costs are operating costs³.

On the flip side, forklift control programs can contribute value in areas relating to reduction of inventory, improvement of material flow, reduction of line-side handling equipment and floor space, improved operator ergonomics, cycle efficiency and reduced need for coordination between forklifts and operators for replenishment. Benefits of forklift control programs include:

1. Cost avoidance due to fewer and less expensive line-side handling equipment.

2. Cost avoidance of extra line space required for forklift replenishment.

3. Improved scheduling flexibility by not needing tight coordination between line operators and production floor material handlers (built-in system using RF, Kanban, etc.).

4. Decreased total WIP (work-in-process) inventory.

5. Improved control of FIFO (first in, first out) products delivered line-side.

6. Reduced coordination time between forklift operators and production floor material handlers.

7. Improved personnel morale as forklift activity is reduced in response to a serious injury or fatality involving forklift operation.

8. Decreased loss in worker production, lower insurance rates, fewer worker compensation claims and litigation costs associated with less forklift injury claims by going to a forklift controlled environment.

9. Reduced costs for forklift leasing, purchase, maintenance.

10. Reduced forklift operator costs (direct labor, benefits and operator certification).

Macro Issues

Building a forklift control program requires that a significant amount of time be spent on the front end of the process clarifying plan targets, goals, identifying waste, ergonomic and safety threats. At the start of the project, a framework can be established by asking probing questions about how changes might impact operations and the supply chain. Manufacturing / industrial engineers and material logistics personnel are the typical project leaders who would ask questions and make decisions with input from safety and ergonomic teams, production managers, line operators, proposed tug drivers, market supply teams, purchasing and suppliers. Poor communication is the root cause of ineffective forklift control programs that add waste, increase costs and create the “tried it once, not going to try again” mind set on future programs.

The following questions are samples of those that should be asked to help uncover possible problems and define the foundation / framework of the plan. At the end of the exercise, all affected personnel and departments should have a clear picture of any changes to past procedures and new responsibilities that may be required under a forklift control plan.

Objectives

1.       What are the goals of the program? Can they be clearly defined, measured and shared with all personnel?

2.       Do proposed plans and actions support the goals or stray from the target?

3.       What will be the impact on the company’s bottom line?

Parts Presentation

1.       Are mixed product lines with complex parts change outs being used?

2.       Will they be handled with sequencing or kitting part configurations?

3.       What criteria will determine where containers will be “pushed” to/from conveyors or containers on carts will be “exchanged” in work cells?

4.       Will suppliers (internal/external) support different container configurations and more frequent deliveries? What are the costs?

Logistics

1.       Where in the plant will forklifts continue to be used?

2.       Will there be one market area and/or multiple smaller staging areas?

3.       How much inventory can be removed from the floor?

4.       How much can be removed from the market?

5.       Will forklifts be used to load line-side supply carts in the market areas?

6.       What kind of tugs will be acceptable to the drivers, maintenance personnel and be suitable for the loads handled?

Personnel

1.       How many material handling support personnel are needed for a cart/tugger replenishment plan? Is this better or worse than present forklift manpower? Why?

2.       How closely will ergonomic guidelines be followed?

3.       Will material handling (MH) operators be loading/unloading any carts to conveyors?

4.       What maximum weights will MH operators need to push, pull? What frequency, distance?

5.       Will assembly operators be expected to move containers or carts?

6.       Will MH operators be required to get in and out of tuggers repeatedly? Stand up vs. sit down designs? Ergo impact?

7.       What are the Union regulations and issues related to the changes?

Micro Issues

Tracing the flow of material (and containers) from the supplier to receiving dock through the assembly station and back to the shipping dock for each part or part group can provide the insight into troublesome details that might otherwise not surface until the first run-off. These handling problems can be avoided if the forklift control system designer accounts for all of the plant clients who must touch material in some way. In example 1.1 that follows, the traditional forklift movement of one part (and its container) used in one production cell location is compared to a forklift control strategy. As the details unfold, note the number of operational issues, personnel and supplier changes that must be put in place.

Example 1.1

INJECTION MOLDED HOUSING FORKLIFT CONTROL ANALYSIS

Receiving

Standard Forklifts

Original part is delivered from an outside supplier two times a week in 96” long x 45” wide containers. Parts are in 10 stacks of 50 each/container, 5 - 6 containers per/delivery. Production uses approximately 10 containers/week. Maximum market inventory: 3000 units.

Forklift Control Approach

10 stackable, gravity slide tube racks that hold 125 units each are delivered four times a week from the supplier. Racks are forklift loaded in the receiving area onto low push / pull force, towable carts and staged in the market area. Maximum market inventory: 1250 units.

Line-Side Delivery

Standard Forklifts

Forklift operator delivers one container to the line at the start of each shift for two shifts. Assembly operator places any remaining parts in new container, forklift driver removes empty container, loads new container on a lift and tilt device. Load time: 10 minutes.

Forklift Control Approach

Every two hours the tug operator tows one rack to the line. Tug operator rolls out empty rack (placing any remaining parts on the new rack) and pushes new rack over a small footprint lift. Maximum inertial push / pull forces are not exceed 40 lbs. Load time: 4 minutes.

Assembly Operator Actions

Standard Forklifts

Operator works from one side of the tilted container walking the length (96”) of the unit to unload. Line space required: 81” linear (36” for operator and 45” for container width), plus 96” depth. Av. operator cycle: 45 seconds retrieve/install, 12 seconds rest.

Forklift Control Approach

Operator works from the back of the cart rack (end facing the line). As parts are removed, gravity slide rack feeds new parts to the operators allowing them to stay (sit or stand) in one area. Line space required: 42” for operator / rack width, plus 75” depth. Cart rack has double slides to accommodate required part volume. Av. operator cycle: 20 seconds retrieve/install, 37 seconds rest (opportunity to increase line speed or add second operation).

Return

Standard Forklifts

Forklift picks up empty container line-side, moves it to shipping and stacks it on the floor (stacked two high) until next vendor pickup.

Forklift Control Approach

Empty rack is towed to shipping and forklift separates the base from the rack assembly and stacks the rack on the floor (stacked two high) until next vendor pickup.

Plant Considerations

Controlling the use of forklifts in an existing plant (Brownfield) is more difficult than in new or remodeled facilities (Greenfield) where constraints can be adjusted on the drawing board. Even when approached carefully, existing plant constraints may make the best forklift control strategy less than optimal. Narrow aisle widths, blind aisles, poor floors, variable conveyor heights and set backs from the aisles, limited linear line space, ceiling height and poor market (inventory stores) locations are just a few of the basic challenges. Table 2.1 lists more examples of micro issues that would need to be addressed.

Area	Issues
Operator Ergonomics/Safety	Push/pull forces, rotational forces, reaching distance, lift height, bending/twisting needs, pedal forces, tripping, pinching, crushing or impact hazards
Part Picking, Sequencing, Presentation	Line-side configuration (cart exchange vs. push) relative to high density/low density parts, dunnage type, weight, size, and line space
Operator Efficiency (prod.)	Cycle time targets, eliminate wasted motion or action
Zero Line Stops	Simulation models, real variable assumptions
Line Space Required	See part presentation
Operator Efficiency (MH)	Market: loading/unloading dunnage, conveyor vs. forklift, tug speeds, market to line cycle times
Plant Constraints	Floor types/condition/flatness, column locations, aisle widths, production line set backs, turn around areas, market areas vs. high volume assembly locations
Equipment Constraints	Existing conveyors, lifts, tilters, etc. that compromise ergonomics, cart loading, cart geometry/alignment (to conveyors), number of carts/train
Financial Constraints	Poor planning/business case, cost overruns, budget cutbacks (at expense of long term gains)
Replenishment Signals	Determining the appropriate type of pull signals such as Kanban cards, electronic RF calls, etc.
Visual Factory/Error Reducing	Color coded inventory containers, open racking for easy identification of inventory, color coded delivery locations

1 National Institute for Occupational Safety and Health (NIOSH) at www.cdc.gov/niosh/2001-109.html

2 The Hyster Company, www.hysterusa.com/fleetsvc.html 3 Materials Handling Equipment Co., materials-handling-eqp.com/forklift/significantly-reduce-forklift-operating-costs.htm

3 Materials Handling Equipment Co., materials-handling-eqp.com/forklift/significantly-reduce-forklift-operating-costs.htm