Case study
TMI: assembly was cleaning up defects introduced earlier
TMI makes custom casework, countertops, and architectural woodwork. Final assembly was congested with work in process, and management considered expanding the area. [1]
What the investigation found
Impact Dakota examined flow, layout, work methods, and production/performance data from clamping through strapping and packaging. Glue and black marks introduced upstream were consuming assembly time in cleaning.
The constraint ran from clamping through strapping and packaging. Cleaning panels held bulky products in final assembly, so the space problem reflected the work arriving at the constraint as well as the area available.
What changed
The response combined quality at source, lean and 5S training, layout changes, and equipment investment.
- Upstream processingPanels arrive with glue and marks.
- Final assemblyOperators clean before assembling.
- Queue and spaceBulky work stays in the constrained area.
How the change became part of the work
TMI was already examining replacement of upstream equipment. Impact Dakota’s investigation also identified workforce training in quality at source as necessary. TMI trained its workforce and adopted new standards with Impact Dakota’s support. Quality at source became part of factory and office work; employees followed the new standards. The company also invested $5 million in equipment.
How the result was measured
Daily cabinet output improved after changes to upstream quality, layout, lean work, and 5S. The numerical production baseline and follow-up measurement period are not specified.
The documented result
Daily cabinet output improved, and employees followed new standards.
Equipment investment, recorded separately.
The operating decision
A department with a long queue may be carrying avoidable work created earlier. Before adding space or equipment, examine what reaches that department and why. Improving the work arriving at a constraint and investing in capacity can be separate decisions.
If one part of the business is always behind, what work reaches it that should already have been completed?
The Diagnostic examines one recurring operating problem over two weeks for $5,800, with written findings, an executive readout, and a usable correction within the agreed scope.