TMAC Success Stories

Motorola Broadband Communications

  • Reduced required manufacturing production floor space by 28%.
  • Reduced required warehouse floor space by 24%.
  • Reduced manufacturing cycle time by 80%.
  • Increased inventory turns by 53%.
  • Increased units produced by 145%.
  • Reduced WIP inventory relating to units produced by 50%.

Motorola Broadband Communications Sector (BCS), in Fort Worth, reached a major production milestone for their head-end operations with the help of a newly designed manufacturing layout incorporating lean manufacturing and manufacturing cells. BCS’ vision is to be the worldwide provider of choice for integrated and interactive Broadband access solutions, teaming with business partners to lead the convergence of the internet, telecommunications and video entertainment industries.

Situation

For many years, a lot of eager managers and workers were running full tilt production using batch manufacturing for Motorola BCS (formerly General Instrument). Efficiencies and productivity produced by this method were sufficient when volumes were low, and space was abundant. But significant increase in volumes, an increasing pressure to reduce cycle time for the major products and reduction in available floor space due to an impending relocation led the company to search for help in streamlining operations, reducing manufacturing footprints and increasing efficiencies.

Solution

Several GI employees had worked with the Texas Manufacturing Assistance Center in the past and were familiar with their capabilities. Some had also attended TMAC’s Journey to Excellence workshops, employed their expertise to do warehouse planning and utilized their internal auditor training services in preparation for ISO 9002 certification audits. GI merged with Motorola on January 5, 2000 and became Motorola’s Broadband Communications Sector (BCS). On January 19th, an announcement was made that the entire Lewisville facility was being relocated to an existing Motorola facility in Ft. Worth in July 2000.

Issues

TMAC determined that employees required training for the new lean manufacturing environment. The existing manufacturing layout did not allow flexibility to meet new volume demands; and they needed to increase factory throughput for the major product line.

Steps Taken

TMAC provided assistance over a nine-month period for: training production and support personnel in lean manufacturing techniques; utilizing employees on teams to generate information to design the cell layout; and assisting Motorola management to negotiate the necessary floor space to design the new layout.

Measurable Impact

  • Reduced required manufacturing production floor space by 28%.
  • Reduced required warehouse floor space by 24%.
  • Reduced manufacturing cycle time by 80%.
  • Increased inventory turns by 53%.
  • Increased units produced by 145%.
  • Reduced WIP inventory relating to units produced by 50%.

Steve Tuozzo, Director of Finance and Materials declared, “TMAC gave us the resources we needed to get these major projects completed. They kept us involved in the process without keeping our managers from their daily responsibilities.” TMAC’s Kurt Middelkoop said, “It has been very exciting to see what happens when you put lean manufacturing principles together with the right layout and team to make it happen. They were ready for change and the results speak for the success of the effort.”

County: Tarrant
Industry: Telecommunications/972-353-0319
TMAC Services Provided: Lean Manufacturing