7/27/2019 lean Case study

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This article is about FedEx LAX adopting lean principles and practices to improve theircapacity at the work place. Few tools used by FedEx LAX are classic to the implementation of

the book practices. For example, the Kaizen tool on cargo to reduce the process time. Also the

cycle time was improved and waste time was reduced. Other tool used is Kitting time. Another

tool used is Value Stream Mapping used to improve the process. At each process waste time iseliminated and process improvement is done. A pull system is used to make things more

predictable. 5S tool is used and it is used creatively as per their needs. A tool named roto-bin is

created to sort most used parts at the work place. Standardisation method is used to make thingseasier. Some tools were used creatively. The productivity is improved by understanding the

processes first which is implemented by a creative method. For example the modification in

process by C-check, landing gear modification by understanding the process itself first. There issynergy between the Kaizen tools and 5S tools used. These methods helped to reduce the cycle

time from 30 days to 18-20 days. Also there is synergy between the checking system called C-

check and B-check. These all methods reduce the process time and also reducing waste.

There is in-depth level of analysis done. The companies specific requirements are

processes are understood at their current plant in Los Angeles and the lean is designed as per the

issues faced at that plant. They have made efforts at the local processes. Each process is broken

down into blocks. Each block is worked upon and waste is eliminated to make the workers freeand allow them to work with 180 degree flexibility. The lean tools have been devised as per the

actual problems that occur at the work station. The value stream map flows in as per each plant.

The bottlenecks are removed and the waste is eliminated to reduce the cycle time. They havefound 68 VAT processes in a C-Check process flow. Although the article covers lean

methodology implemented in only at the Los Angeles location. The analysis will work at other

places as well throughout the enterprise. For example, the lean implementation at Indianapolis is

also mentioned. The level of analysis include all the lean tools mentioned as above, they madeimprovements in the processes by actually understanding them specifically to that location. Also

they have considered the people and their issues to solve the problem. So, the level of analysis is

appropriate for this scale of project. And they have received quantifiable results as well.

The effort does follow the lean ideals of flow, pull and perfection. To maintain the flow

the bottlenecks have been removed, waste is eliminated. The workers work as per a pull system

and are flexible enough. It cannot be said they are perfect, they are striving towards perfectionand continuous improvement. Apart from improving value stream and eliminate waste, they are

using various tools to improve the flow and achieve perfection.

Yes, the peoples issue is mentioned. Measures are taken to motivate the employees.People were sceptical about the lean earlier; so the employees are trained to be a part of the

change. Various visual tools are used to motivate people, to show how lean works. The

employees are given chance to be recognised in the company, they are rewarded by the peopleonly and not the management. People are valued and respected. The managers use the Gemba

tool for improvement.