As the Ashburton and McDougal Project are nearing turnover to their respective owners, the plant “Kanban Pull System” project is out of the planning stages into the implementing stage. The Japanese word, “Kanban” can be translated into English as “Sign Board” and is an important part of our “Pull System”. Taichi Ohno, the creator of the Toyota Production System,  devised a plan in the 1950’s to have demand and actual production determine quantity and timing of re-orders in purchasing. This plan was thought up into existence after Mr. Ohno and the Toyota team visited a United States Supermarket and could not believe its efficiencies.  Using Visual Re-fill points (flags, measuring rods, marked bins, three bins, etc.) and Re-order points coupled with a Daily Patrol and thorough 5S, we can achieve a “pull system” instead of the very wasteful “push system”.

Our System is nearly 50% complete and fully implemented by November of 2011. The 5S methodology will give our plant a very aesthetically pleasing environment with a clear vision of continuous improvement in the Inventory Scheduling and Control Systems.

The initial Value Added Space Percentage was recorded at 60% (40231/66816). After the 5S, we are estimating at improving that number to 80% then continuously improving from there.  The 5S methodology consists of:

1. Sorting – Recognizing waste and discarding
2. Straightening – Creating a set place for all materials and processes
3. Shining – Keeping things clean
4. Standardizing – Everything should be consistent and identical. Every process and worker should know exactly what their role’s and responsibilities are.  
5. Sustaining – This is easily the most difficult part of the process and a clear system of sustaining the gains made while continuing to improve must be part of the corporate charter.

Come out for a tour and see how our already efficient production process and soon to be Lean Supply Chain will change the face of construction in New York!

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With Capsys adopting Kaizen and Lean Manufacturing into its Manufacturing line, one cannot help but think of a famous quote by Shigeo Shingo, “The most dangerous kind of waste is the waste we do not recognize.” One can locate waste in many different departments in any organization by asking the simple question, “Does this add value?” If it does not, it is waste and must be discarded. 

Waste or “Muda” as it is called in Lean Manufacturing is everywhere and it starts in the system/program that is responsible for everything. When designing an inventory system, production line, supply chain, production process, schedule, site management, quality control system, one must be cognizant of each step in the process because each step is magnified through time and it either focuses or folds to its pressure.  

Starting in February of 2011, Capsys has adopted this kind of Lean thinking and has enjoyed great success in its manufacturing line by nearly doubling its production efficiency in a little over 5 months while controlling costs by changing to a Kanban, pull-type Supply Chain. Its yields have also been increasing due to a more proactive quality control system that locates causes of problems versus just trying to catch after the fact defects.

On June 27^th, 2011, Capsys welded its first Chassis for Phase III of the Nehemiah Spring Creek Townhouse Project. In concurrency, Capsys is setting the Hanac Bathroom Pods, putting the finishing touches on the Ashburton and McDougal Projects, and starting erection of the Victory Blvd projects in early August of 2011.

Bringing these individual systems and projects together in an interconnected system of continuous improvement makes Capsys poised for a strong finish to 2011 and a stronger beginning to 2012. Please contact us if you have any questions or would like a tour of our construction manufacturing plant in New York City.

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