{"id":5769,"date":"2013-01-22T15:26:39","date_gmt":"2013-01-22T21:26:39","guid":{"rendered":"https:\/\/uwm.edu\/news\/?p=5769"},"modified":"2016-02-04T12:34:30","modified_gmt":"2016-02-04T18:34:30","slug":"uwm-footprints-on-a-companys-lean-transformation","status":"publish","type":"post","link":"https:\/\/uwm.edu\/news\/uwm-footprints-on-a-companys-lean-transformation\/","title":{"rendered":"51ÁÔÆæ footprints on a company\u2019s lean transformation"},"content":{"rendered":"
\"\"
Nidal Abu-Zahra, Gossen COO John Green and Gossen President Jef Butterfield tour the plant. (Photo by Troye Fox)<\/figcaption><\/figure>\n

During a recent visit by Chinese companies substantially larger than his, Jef Butterfield, president of Gossen Corporation, realized what it takes for mid-sized and smaller American companies to compete in the global marketplace.<\/p>\n

Despite their lower labor costs, Chinese operations he encountered weren\u2019t nearly as well-organized or efficient as the Glendale-based Gossen plant that produces extruded plastic and PVC building materials and decking.<\/p>\n

And Butterfield credits this advantage to his 14-year relationship with an engineer at the University of Wisconsin-Milwaukee (51ÁÔÆæ) and a legion of engineering student-workers.<\/p>\n

\"\"
51ÁÔÆæ alum Aris Soetedjo, now an engineer at Ritus, built skills and confidence while working at Gossen that he couldn\u2019t get in the classroom. (Photo by Alan Magayne-Roshak)<\/figcaption><\/figure>\n

What began as a quest to procure the right kind of raw materials from vendors became an ongoing relationship aimed at continuous process improvement.<\/p>\n

\u201cI had charted a direction, but I couldn\u2019t identify all the details,\u201d says Butterfield. \u201cThat\u2019s where the university helped us.\u201d<\/p>\n

Searching for best practices<\/strong><\/p>\n

In the beginning, Butterfield needed someone with the expertise to communicate the company\u2019s processes and needs to vendors making the company\u2019s raw materials.<\/p>\n

Answering the call was Nidal Abu-Zahra, who is now an associate professor and current chair of the Materials Department in 51ÁÔÆæ\u2019s College of Engineering & Applied Science (CEAS). Abu-Zahra helped the company start its own materials research and development arm, which currently is run by Hong Chang, a 51ÁÔÆæ adjunct instructor.<\/p>\n

In return, the company set up an onsite laboratory for Abu-Zahra, with 24-hour access and equipment he didn\u2019t have at 51ÁÔÆæ.<\/p>\n

Abu-Zahra brought in graduate students to help conduct the materials research. In fact, eight of his graduate students did their entire master\u2019s theses or doctoral dissertations from their work at Gossen.<\/p>\n

\n
Students are now involved in all aspects of Gossen\u2019s business, from collecting data to identifying cost-control strategies like recycling.
\n<\/em><\/h5>\n<\/div>\n

Mehdi Ghaffarisarghein was a doctoral student working at Gossen in 2010.<\/p>\n

\u201cIf a problem with a product arose, then the blame game would begin,\u201d says Abu-Zahra. \u201cThat\u2019s when we would ask Medhi to dissect the material and do the analysis that would prove whether a vendor was at fault.\u201d Often, professor and student had to face the vendor in the presence of Gossen management to make their case.<\/p>\n

In addition to guidance in materials, Abu-Zahra and Butterfield embarked on a comprehensive overhaul of the company\u2019s manufacturing practices, focusing on efficiencies.<\/p>\n

Abu-Zahra helped create value streams within the plant by rearranging how the processes were laid out and accomplished on the floor. He helped improve monitoring of the production lines\u2019 actual costs, and found ways to expedite both the extrusion and cooling processes.<\/p>\n

\u201cIt ends up becoming an evolution,\u201d says Butterfield of process improvement. \u201cEach time you do something, it opens up a whole new layer to work on.\u201d<\/p>\n

An army of students<\/strong><\/p>\n

Through it all, Abu-Zahra brought in a steady stream of 51ÁÔÆæ students, including undergraduates, to join in finding that lean manufacturing sweet spot.<\/p>\n

\u201cThe students\u2019 role is to carry out the details,\u201d says Abu-Zahra. \u201cMy goal is to teach them initiative, and there\u2019s plenty of opportunity for that in a smaller company.\u201d<\/p>\n

\"\"
Andrew Trang, an undergraduate in mechanical engineering, gets his hands dirty mixing a batch of ingredients for the plastic extrusion process. (Photo by Troye Fox)<\/figcaption><\/figure>\n

Aris Soetedjo was a junior when Abu-Zahra recruited him to work at Gossen.<\/p>\n

\u201cBefore working there, I had no clue what a job in manufacturing would be like,\u201d says Soetedjo, a 51ÁÔÆæ alumnus who is now an engineer at Ritus Corp.<\/p>\n

An average student in the classroom, Soetedjo thrived in the applied opportunities at Gossen, working on everything from quality control to inventory \u2013 even driving a forklift. He also created a custom bar-scanning system with accompanying software.<\/p>\n

\u201cI am the kind of person who is hands-on,\u201d says Soetedjo. \u201cIn this size company, one person does a variety of things.\u201d<\/p>\n

Since 2000, Gossen interns from 51ÁÔÆæ have numbered nearly 30, with most graduates now working in the plastics industry.<\/p>\n

\u201cThe plastics sector constitutes a large industrial cluster in Southeastern Wisconsin,\u201d says Mike Krauski, CEAS director of corporate relations. \u201cAt 51ÁÔÆæ, we\u2019re making sure the educational and research resources are available. For example, CEAS recently added injection molding equipment.\u201d<\/p>\n

A metamorphosis<\/strong><\/p>\n

Students are now involved in all aspects of Gossen\u2019s business, from collecting data to identifying cost-control strategies like recycling. Changes in processes necessitated education of Gossen employees, and students were even involved in rewriting the training manuals.<\/p>\n

Today, the efforts have paid off. The company\u2019s plant in Cartersville, Ga., has documented a 400% increase in efficiency in only the last year. Parts of the Glendale operation are similarly improved.<\/p>\n

The cumulative efficiencies have leveled the playing field for Gossen as it competes with Chinese companies that have cheaper labor costs. \u201cOn some products \u2013 weather stripping, for example \u2013 we\u2019re just as competitive as what we were seeing in China.\u201d<\/p>\n

The 51ÁÔÆæ partnership has given Butterfield and COO John Green a better understanding of the importance of supplying \u201cniche\u201d products, while they can outsource raw materials from foreign suppliers.<\/p>\n

\u201cNow we\u2019re on the completely right path,\u201d Butterfield says. \u201cToday, we need fewer lines to run the same order. That\u2019s the throughput effect.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

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