Caster Concepts Q&A Series: Lean Management Consultant Roy Walker

With more than 30 years of experience leading Lean Transformations across a wide variety of mixed model assemblies and made to order products, Roy Walker has proven capabilities of leading teams and driving Lean Transformations across diverse operating companies while producing exceptional financial results. Prior to working as a consultant, Roy spent 23 years with Danaher Corporation (DHR) at three different sites. In his last assignment, Roy directed the Lean Transformation of an acquisition that was the largest and most diverse product group within Danaher while utilizing the Danaher Business System.

Q: What is your background and why are you passionate about Operations and Manufacturing improvement?

A: I have worked my whole career in manufacturing. For me it was fascinating to see raw material transformed into a sellable product that people use in everyday life. In 1991 I was selected to go to Japan and train in Lean Manufacturing based on the Toyota Motor Corporation Production System (TPS). I have enjoyed a successful career using these Lean tools to improve plants and companies’ financial performance while teaching the team how to reduce waste and improve output using the Lean tools.

In the last 10 years, I have worked as a Lean Consultant where I have been able to help companies implement cost savings initiatives with use of Lean Concepts that have dramatically changed their financial performance. But most important for me is teaching the team how to use the Lean tools to solve everyday problems. Teaching them how to improve things and which Lean tools to use.

Q: What do you think the future of manufacturing looks like? How will AI play into this?

A: Technology is changing the manufacturing landscape because of analytics, data collection, and the use of software like Microsoft Power BI. The ability to make visual dashboards that are updated with real time information is increasing the speed of teams in making high-quality decisions. Faster is always better! 

AI is also on the verge of being introduced and when you tie all this together then you will have higher output and more productive companies. It is not being talked about yet, but I see the Operator’s Work Instructions combined with VR and AI, keeping an Operator from making a mistake without a warning. This would be a game changer with companies struggling to ensure the assembly and quality checks are being done correctly.

Bottom line is training will be reduced, defects eliminated, and increased output driving companies to get on-board if they want to compete in world markets. Technology in the next 5 years will definitely take manufacturing to the next level. 

Q: Can you share an example of a time when investing in optimized machinery and parts was beneficial to your company’s efficiency, savings, or safety?

A: At Gilbarco Veeder-Root , we made graphics using screen printing (much like screen printing designs on T-Shirts). This was a very slow and labor-intensive operation. Imagine the lower panel on the front of a Gas Dispenser that could require 7 different colors. Each color requires a set-up and production run before you have a finished product. But everything changed in late 2008 when Gilbarco purchased a Digital 8 Color Printer capable of producing the lower panel previously mentioned in a single digital print with little to no set-up other than downloading a digital file. 

As an add-on to the Digital Printer, Gilbarco was also able to utilize nesting software which transformed the graphics area into a made to order shop. This allowed the printing department to take all the graphics for one dispenser and print them at one time, then they were digitally cut, and placed in sequence for the assembly line production schedule. 

This machine and the nesting software was a real breakthrough, eliminating labor and inventory while improving product quality.  But most of all was the ability to produce the graphics in one-piece flow which ties to Lean manufacturing.

Q: What tips or best practices do you have for companies looking to improve workplace safety and prevent overexertion injuries?

A: First – measure Safety as a part of Daily Management, each day discuss any close calls, near misses, or Safety incidents for the plant and quickly implement countermeasures. Make Safety a part of the Daily Gemba Walk with the Leadership Team. Require all departments to conduct monthly Safety audits with corrective actions for any findings. 

Q: Why are poor ergonomics a symptom of process inefficiencies? How can companies combat this issue? 

A: Process inefficiencies are a result of not being able to see waste or non-value-added work. Increasing the depth of Lean knowledge makes waste/non-value-added work obvious.  

Train the salaried staff in ergonomics and utilize the training in Lean continuous improvement or waste reduction activities. Eliminate the heavy pushing, pulling, and lifting, by changing the workplace to get all the work into the Power Zone. Measure how many Safety or ergonomic issues you find during a Lean event to bring more attention to workplace Safety.

Q: What is the first thing you look for when entering a factory? What does it tell you? 

A: I am looking for sustainment in key areas – Safety, 5S, and Daily Management. It is easy to see Safety. Is everyone wearing their required PPE - Safety Glasses, Safety Shoes, and Hearing Protection? Do the Forklift drivers wear their seat belts? Are the fire Extinguishers checked and signed off each month as specified by Occupational Safety and Health Administration ? Are the Fire and Storm evacuation maps posted?

5S – are the floors clean, Trash cans emptied daily, work surfaces clean and neat? Is there a standard 5S daily routine?

Are Department Safety Audits being conducted with the results posted on the Daily KPI Boards? Are any Misses on the KPI boards driving a corrective action?

Sustainment is an indicator of the companies’ ability to focus on the little things. Before you can implement Lean initiatives, you must be able to sustain the little things because Lean is hard to sustain.

Sustainment is also an indicator of management’s scope of control and ability to hold employees accountable for the basic job requirements.

Q: How and where can people reach you?

A: I am available by email at royewalkerjr@live.com and by cell at 336-209-0132. Connect with me on LinkedIn here.