| The Company
The origin of BGF Industries, Inc. dates back more than 100 years.
Originally a silk weaver, the company expanded into fiberglass in
the 1950's and was purchased by Burlington Industries. Porcher Industries
of France purchased Burlington Glass Fabrics in 1988 and renamed
the company BGF Industries. BGF produces high performance textiles
for over 3,000 products spanning multiple industries worldwide including
aircraft composites, hot gas filtration, ballistic armor, electronics,
nonwoven insulation and automotive parts manufacturing. BGF currently
is headquartered in North Carolina, but has two branch locations
in Virginia and one in South Carolina. The scope of project work
featured in this story occurred at the Altavista branch location.
The Situation
In late 2004, three key BGF managers attended a public "High-Impact
Lean and Constraints Management" workshop jointly sponsored
by GENEDGE ALLIANCE and the local APICS chapter. After the event, they concluded
that this seminar would provide the launching pad to drive a "Lean
way of thinking" to BGF.
The Response
In early 2005, GENEDGE ALLIANCE delivered the workshop, dedicated for 20
members of their senior management team at the Institute for Advanced
Learning and Research in Danville, Virginia. The workshop format
includes discussions and four 20-minute simulation rounds in which
participants manufacture electronic boards. This approach allows
them to see how the concepts affect the simulation results, internalize
them, and decide how to implement them in their workplace. On the
day following this event, the team discussed their burning issues
for continued successful global competition. After the discussion,
GENEDGE ALLIANCE Project Manager John Hudson facilitated the development
of an action plan for implementation. Subsequently BGF contracted
with GENEDGE ALLIANCE for six more of these educational workshops involving
over 120 employees. Later in-depth Lean Practitioner Development
sessions were provided for eight of BGF's Lean implementation leaders
by John Hudson and Nelson Teed, a Manufacturing Specialist with
the Manufacturing Technology Center, a GENEDGE ALLIANCE partner. Focused
sessions on Lean topics were also provided to BGF by GENEDGE ALLIANCE including:
5S & Workplace Organization, Setup Reduction (Quick Changeover),
Pull-Kanban, and Total Productive Maintenance (TPM). The 5S and
TPM sessions were at the Altavista location to apply the concepts
quickly and effectively. The 5S Kaizen significantly reduced inventory
and freed up floor space. The TPM Kaizen improved productivity and
reduced downtime for an important production line.
The Results
The changes that BGF have implemented have significantly reduced
working capital, improved throughput and enhanced responsiveness
to customers by engaging the entire organization in process improvements.
Management's Comments
BGF Industrial Engineering Manager Mike Catalani has led the Lean
Transformation and says, "From its early stages, we have transformed
Lean from a concept to an integral way to run our business."
Tom Mann, Human Resources VP, adds "No other endeavor this
company has engaged in has produced such dramatic results. With
the support of senior management, all levels of the organization
have contributed significantly to our Lean efforts."
View their site! http://www.bgf.com/
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