THE TUBE & BRACKET COMPANY

PRESS RELEASES 2008

TAB08/05 TEXECOM LEANER AND SLICKER WITH HELP FROM TUBE AND BRACKET COMPANY (20 October 2008)

TAB08/04: THE TUBE AND BRACKET COMPANY JOINS WITH TRILOGIQ (6 October 2008)

TAB08/02: SEVEN STEPS TO EFFICIENT HANDLING...(30 July 2008)

TAB08/01: HOW TO HANDLE LEAN (26 March 2008)

SELECTED PRESS RELEASES FROM 2007

SELECTED PRESS RELEASES FROM 2006

SELECTED PRESS RELEASES FROM 2005

BACKGROUND INFORMATION

CONTACT DETAILS

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PRESS INFORMATION (Top)

Issue Date: 20 October 2008
Ref: TAB08/05

TEXECOM LEANER AND SLICKER WITH HELP FROM TUBE AND BRACKET COMPANY

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Intruder alarm and security product manufacturer Texecom has reduced its production area footprint by 30 per cent, reduced stock by hundreds of thousands of pounds and cut open order times to less than a week by restructuring its assembly processes and adopting lean manufacturing techniques with the help of The Tube & Bracket Company. The company is nimbler and more able to respond quickly to customer requirements through new demand driven manufacturing.

“The Tube & Bracket Company provided excellent advice on lean principles and the visual management of shop floor,” says Glyn Gibbons BSc(Hons) IEng MIET, Process Engineer at Texecom. “We are working a lot leaner and slicker. Everything is visible on the shop floor and there is no hiding place so stock can be pulled through the system as soon as possible.”

Texecom is an award-winning manufacturer of security products including a full range of motion detectors, control panels, perimeter protection devices, heat and smoke detectors, external sounders and power supplies. The company became a member of the Halma Group in 2005 and was seeking to maintain and improve its UK manufacturing operations in Haslingden, Lancashire. Production had spread into five separate areas divided by walls but this was inefficient because it did not allow the best utilisation of the available space and forced the company to move stock, components and assemblies frequently during production.

“There was a lot of wasted effort moving parts around and we needed to open up the shop floor for final assembly and look at how we manufactured our products,” says Glyn Gibbons. “We were keen to introduce lean principles and this was supported right across the business.”

Starting at the end of 2007 Texecom planned to introduce lean manufacturing across the business from design to manufacturing to distribution to gain maximum impact. After looking for potential suppliers it selected The Tube & Bracket Company because of the cost, flexibility and adaptability of its products.

“The Tube & Bracket Company was very competitive on price and was able to demonstrate its equipment hands-on, at another of their customers sites, as well as in a brochure,” says Glyn Gibbons. “They provided a very quick turn round of samples, a trial workbench and supporting documentation including component lists and a book explaining more about lean.”

The first objective was to redesign the manufacturing area for greater flexibility. Texecom manufactures up to 140 different circuit boards and needed to be able to switch more easily between them to respond quickly to customer demands. The existing workstations were large and inflexible with poor standardisation and no lineside storage. Assembly staff worked sitting down and there was no ergonomics to promote efficiency. The company recognised that cellular manufacturing offered flexibility but would only deliver maximum benefit if the layout of the entire production was changed and the dividing walls removed to enable more efficient materials flow.

Working together Texecom and The Tube & Bracket Company devised 20 modular production cells incorporating workstations and storage facilities using the Lean Tek range of modular components. These tubes, brackets and accessories can be combined to create workstations and production cells of any shape, size or configuration using simple tools. Modifications can be made easily whenever the production, storage or handling requirement changes.

“We were more than impressed with the robustness of the equipment and no special skills are needed to assemble it,” says Glyn Gibbons. “We can make changes to our manufacturing process in hours not weeks and respond to our operators’ needs more quickly using our in-house capability and a small stock of components.”

The cells are deliberately skeletal to simplify the overall design and although each is built for a specific purpose there is as much standardisation as possible. One of the aims was to reduce the footprint of each cell to match the product being assembled. The workstations used for assembling the compact PIR detectors utilise a work area depth of only just 300mm.

Each cell has been designed so that assembly operatives stand during normal working with components and tools positioned within easy reach. For example, overhead gantries support spring loaded screwdrivers which retract out of the way when not being used. Most cells feed components from the rear so that operatives can pick and place as they work while replenishment is managed from outside the cell without disrupting assembly tasks. Despatch chutes remove completed assemblies away from the working area. Some cells have fixed racking around their perimeter to create local parts supermarkets that ensure a steady supply of components. The circuit board cells have live storage to simplify material flow in and out of the production area.

“We now have a more standardised and structured workspace which has reduced the production area by around 30 per cent,” says Glyn Gibbons. “This has allowed us to relocate all our assembly onto the ground floor and make the free space upstairs available for other uses.”

The standardised cellular approach has enabled the company to be much more flexible in its production. The workforce is more mobile and can be deployed to different tasks whenever required. Nine of the cells are dedicated to single-piece workflow to produce the company’s entire range of detectors, with production switching between models to make small batches frequently during the working day to reflect delivery priorities.

“With The Tube & Bracket Company there is a place for everything and everything has a place, so there is less chance of items being misplaced or getting damaged,” says Glyn Gibbons.

Wasteful handling tasks have been eliminated and the number of movements made during production has been reduced significantly. To simplify the remaining handling processes The Tube & Bracket Company devised adaptable trolleys, also built with Lean Tek, that make it easy to transfer items between different parts of the production area. Throughput has increased and production is much more demand and quality driven. There is virtually no order backlog and Texecom can schedule it operations to fulfil deliveries faster. Products now ship in an average of 1.2 days from customer order, much lower than before and more in line with customer expectations.

Another of the significant outcomes of this transition to demand driven production is a reduction in stock. Components are brought in when required and products made when ordered. Texecom estimates that it has reduced its stock by hundreds of thousands of pounds. This frees up cash otherwise tied up in inventory and requires less storage space.

Staff development is always key to implementing lean and Texecom used the expertise of local consultants Yorkshire Productivity to deliver training programmes that lead to NVQs for its operatives and help improve business performance.

At the start of the project a team from The Tube & Bracket Company visited Haslingden to show Texecom how to build the first installations and get the most from its equipment. Now that Texecom’s ability and understanding of the equipment has developed they design and build their own. A small supply of Lean Tek components is kept on site and The Tube & Bracket Company can normally deliver additional items the next day from stock.

“The Tube and Bracket company has become both a supplier and ‘lean’ partner,” says Glyn Gibbons. 

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PRESS INFORMATION (Top)

Issue Date: 6 October 2008
Ref: TAB08/04

THE TUBE AND BRACKET COMPANY JOINS WITH TRILOGIQ

The Tube & Bracket Company has announced that Trilogiq, the international lean manufacturing specialist based in France, has acquired a majority shareholding in its business. The company has been the exclusive supplier of Trilogiq’s range of Lean Tek products in the UK for some years and joining forces was seen as a natural progression by both parties. It will continue to supply and assemble the Lean Tek products to create adaptable carts, trolleys, workstations and live storage racks that are used by its customers in automotive, aerospace, electronics, engineering and other industries to support lean manufacturing and performance improvement.

The merger will simplify the supply chain for Lean Tek products to provide customers with shorter delivery times and greater stock availability. The Tube & Bracket Company will add more value to its overall service by utilising the wider lean manufacturing resources and expertise available from its new parent. The company will also now be able to supply its range of products to customers throughout Europe. This is an important development as many of its customers are multinational manufacturing businesses that prefer to source from a single supplier.

Nick Tyler, founder of The Tube & Bracket Company, will remain as managing director of the business.

“This will consolidate our ability to provide effective lean manufacturing handling and storage solutions for our growing customer base in the UK and Europe,” says Nick Tyler. “The Lean Tek products are widely recognised as the best for introducing handling and storage flexibility into almost any manufacturing process.”

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PRESS INFORMATION (Top)

Issue Date: 30 July 2008
Ref: TAB08/02

SEVEN STEPS TO EFFICIENT HANDLING: DON’T GET IN A MUDDLE OVER MUDA
By Nick Tyler, Managing Director, The Tube & Bracket Company

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Mention “lean” to most people in manufacturing and there’s a good chance they will tell you it’s too complicated, not worth the effort or better applied to other types of business. Strange sounding jargon such as Six Sigma, Kaizen and Kanban doesn’t help sell the idea and the terminology can be about as revealing as the names in the latest Ikea catalogue. But scratch beneath the surface and it’s clear that the principles involved can be applied to almost any production environment because they are about simplifying and eliminating wasteful processes. And at their heart is the idea of optimising the handling and storage throughout the production chain and especially at the lineside.

Special video sequences and a new booklet available from The Tube & Bracket Company provide simple but graphic illustrations of how lean manufacturing storage and handling techniques can be applied to virtually any manufacturing process to deliver significant performance improvement and reduce overall costs.

One of the core objectives of lean manufacturing is continuous improvement. Making small modifications to a process or activity whenever required can lead to significant and sustainable performance improvement over time. Another core objective is reducing or eliminating wasteful or inefficient processes - “muda” in the jargon. Some commentators suggest that 80 per cent of lean manufacturing is about removing muda. There are seven different muda that impact on a manufacturing process and inefficient handling contributes to them all.

Traditional manufacturing involves handling large pallets or containers and inventory batches that are inherently wasteful. Items must be stored and handled relatively frequently which involves large warehouses and special materials handling equipment, all of which adds to costs. The overall process “pushes” inventory through the system which can lead to overproduction. Lean manufacturing looks at the issue from the other perspective and aims to align output with demand using “pull” orientated concepts such as Kanban and just-in-time. Minimising inventory, storage and handling is the key because - the argument goes - if they aren’t needed to produce an item now why are they at the factory?

A different approach involves using modular and adaptable workstations, carts, trolleys and lineside storage facilities to create a highly efficient production environment where everything is designed to promote efficient and ergonomic working. The inherent adaptability and flexibility of the modular equipment supports continuous improvement because modifications can be made at any time to reduce muda and drive better processes. So far, so good but how does this relate to the seven muda and what does this mean for the manufacturer?

Unnecessary Stock Muda: raw materials, work in progress and finished product ties up valuable capital into the production chain when it could be released for better uses within the business. Handling and storage uses valuable space, takes up time and resources and adds even more costs. Shortening production lead times and reducing handling and storage tasks releases capital and cash. This can be achieved by aligning production to demand so that products leave the factory (and are invoiced) as soon as they are ready. Deliveries of raw materials must be arranged to coincide with when they are needed at the lineside. At the most extreme this means taking deliveries of supplies just-in-time straight to the lineside to minimise handling costs and eliminate storage needs. The use of adaptable carts and trolleys designed to carry precise numbers of specific items to the lineside helps eliminate this muda. So does the use of modular parts supermarkets positioned at the lineside and replenished frequently when stocks fall below predetermined levels. In practice, many companies operate small buffer warehouses that feed the lineside, allowing them to combine the economy of scale benefits of batch deliveries with the super-efficiency of just-in-time lineside replenishment.

Defect/Reject Muda: defects cost time and money. Returned items must be fixed and this affects customer perceptions and service. Disposing of rejects adds more cost. The easiest solution is to avoid making bad products. Adaptable ergonomic workstations matched to the specific process can be designed and built where components, assemblies and tools are in the correct position and easy to reach. This makes the working area much more efficient and staff are more productive and less stressed or fatigued which means they are less likely to make mistakes and damage items.

Unnecessary Movement Muda: Unnecessary movement in the working area adds to the time taken to complete a task which reduces productivity and adds to costs. Workstations and storage areas should be designed ergonomically so that items are close to hand whenever they are needed and so avoid time-consuming steps and movements to fetch or reach for them. Production staff have fewer distractions and are then less likely to make mistakes which helps improve quality. Adaptable workstations and parts supermarkets can be designed to take up the correct space - no more, no less - to accommodate the process. This also helps increase overall production density because more production areas or cells can be fitted into the same space.

Overproduction Muda: overproduction occurs when manufacturing schedules are misaligned with demand. Introducing customer-focused “pull” scheduling through use of just-in-time or Kanban principles helps ensure that products are produced to the customer’s specification when they are needed. Adaptable parts supermarkets and the use of carts, trolleys and trains to supply the production line or cell promote flexibility and enable production to be modified very quickly to match changing customer demand.

Transport Muda: moving products from one place to another adds no value and uses up capital and space. Lean manufacturing reduces the amount of handling required to support any given process and minimises the distances between points such as the loading bay, lineside or workstation so that less time and space is utilised. Adaptable carts and trolleys can be designed for handling specific products but can be modified if the items change.

Waiting Muda: production staff waste time waiting for replenishments if they run out of components. Lean manufacturing aims to ensure a steady flow of items to the lineside, not too many and certainly not too few, to allow production to continue without interruptions. Installing lineside parts supermarkets which are replenished regularly helps avoid the problem. Larger items can be brought to the lineside or workstation when they are needed using adaptable carts and trolleys.

Inappropriate Processing Muda: any task that can be eliminated without affecting the production of an item is wasteful. For example, using small front-picked containers reduces the length of the production line, optimises pick paths, reduces flow costs and saves time. And making an installation smaller generally makes it less expensive to build in the first place.

Efficient handling and storage has a role in reducing each of the seven muda identified in lean manufacturing. These are highlighted by special video sequences and a new booklet available from The Tube & Bracket Company which show real lean manufacturing operations in action. Using simple, real-life applications the video and booklet help to show how lean manufacturing handling and storage practices can be applied to any manufacturing process to deliver performance improvement with reduced overall costs. Manufacturers also become more agile and responsive to customer demands, allowing them to provide greater levels of service without compromising their own business objectives.

Summary Panel

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PRESS INFORMATION (Top)

Issue Date: 26 March 2008
Ref: TAB08/01

HOW TO HANDLE LEAN
By Nick Tyler, Managing Director, The Tube & Bracket Company

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Lean manufacturing offers significant potential for manufacturers to improve performance, increase efficiency and optimise processes. Most often this involves improving the handling and storage of components, sub-assemblies and finished products and creating ergonomic working environments that enable tasks to be completed with the minimum number of actions. Manufacturers can be more responsive to changing conditions and offer greater flexibility to their customers. They can shorten the value chain, invoice earlier, reduce inventory and save costs.

Central to the philosophy is the ability to create production environments matched to specific requirements where processes are optimised. An increasingly popular way to support lean manufacturing is with modular storage and handling systems. These comprise coated steel piping, joints and accessories that are assembled into various units including live storage, carts, trolleys and ergonomic workstations.

Modular systems reduce production line design costs because components are inexpensive, interchangeable and reusable. This eliminates the need for bespoke facilities where decisions are made at the beginning because of lengthy supply times and subsequent changes can be expensive. Modular environments can meet the specific requirements of the process which means, for example, that the area occupied by each process is optimised for the available volume. Modifications can be made during process implementation when new issues arise.

One Tube & Bracket Company customer upgraded and improved manufacturing processes on two UK sites in days rather than weeks using modular lineside racks. Project engineers incorporated modular storage solutions that were not readily available off the shelf into individual work cells to maximise efficiency. This improved ergonomic work areas, reduced operative movement and supported the introduction of “just in time” component supply.

Lean manufacturing productivity is maximised because production environments are optimised to ensure steady flow of materials. At the lineside, for example, live storage is configured so that replenishment is maintained without disrupting production. Working areas are designed with components, tools and equipment within easy reach. Trolleys and carts are matched to the specific handling requirement.

One company reduced the number of lineside containers by 58 per cent in the final assembly area by integrating modular live storage racks with existing permanent fixtures. The use of reinforced roller track promoted first-in-first-out stock rotation and allowed parts delivery to the exact point of use rather than to the line end. The company also reduced stock levels.

A fundamental aim of lean manufacturing is continuous improvement. In conventional production the investment in resources and infrastructure often leads to rigid processes where change is only justified if the projected improvement is significant. Smaller improvements are delayed because there is insufficient business case. Lean manufacturing relies on changes being implemented whenever required. Any improvement, however small, can be introduced whenever its potential has been identified. These incremental changes can lead to significant improvements over time.

An electronics manufacturer uses hundreds of modular storage racks and modifies them frequently to adapt to changes in operations. A small stock of components, supplemented by overnight delivery, allows the company to respond quickly to changing requirements and meet performance targets. The company estimates its TAKT time - a key performance measure - has improved by up to 20 per cent.

Business priorities change and the ability to respond is vital. Implicit in lean manufacturing is the ability to create are adapt installations quickly and easily to support process change. With modular systems, rapid implementation is possible because facilities are created from standard components. Almost any design that can be visualised can be created and there is no need to wait for suppliers to prepare bespoke items. Existing installations can be modified or reconfigured and components can be reused to extend the investment and reduce overall cost of ownership.

A manufacturer accommodated a massive increase in workloads by installing new live storage racks built from modular components. The company calculated that 50 new storage racks in two configurations were required in a 1000 square metre area. Modifications to existing fabricated storage racks would have been costly and time consuming because they were being used to support production. The project was completed by within a tight four week deadline.

Another major consideration is the creation of ergonomic working environments to promote workspace efficiency and productivity gains. Modular handling and storage systems allow users to create ergonomic installations that require fewer and shorter movements to access, retrieve and replace a component or assembly than traditional working environments. These small savings contribute to improved productivity while reducing the risks associated with repetitive or unnecessary handling.

Modular storage promotes low cost of overall ownership because components are inexpensive and reusable. The initial investment is not lost when the installation is adapted. Bespoke solutions, on the other hand, cannot always be modified easily without additional cost while leaving them in their original configuration might compromise operational efficiency, take up too much floor space or lead to work areas with reduced ergonomic performance. Temporary modular solutions are also justifiable because components can be reused once a project is completed.

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BACKGROUND INFORMATION (TOP)

The Tube & Bracket Company provides lean manufacturing solutions that help deliver Kaizen-based continuous performance improvement to customers in manufacturing, engineering and production. Its modular LeanTek system comprises coated steel piping, joints and fixtures that can be assembled into a variety of solutions including live storage, carts, trolleys and ergonomic workstations for use in Kanban and first-in-first-out stock management and throughout the manufacturing process. These can be modified or reconfigured quickly and easily to meet process change. The company offers a complete range of consultancy, project management, design, build and component supply services.

Alternative images available on request.

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For further press information, please contact (TOP):

Keith Wootton
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T: 01327 830675
E: tab@keithwootton.co.uk
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Keith Wootton - Public Relations Consultant
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