Bryco Machine Makes Room to Grow
Client Profile: Founded in 1983 by Bryon Bettinardi, Bryco Machine has evolved from a 1-person job shop to a 50-person precision machining contract manufacturer. Bryco manufactures complex parts that require state-of-the-art equipment and high-level expertise in machining.From specifications to production to quality control and delivery, Bryco Machine offers customers the kind of service they expect from a leader in the machining industry.
Situation: Bryon Bettinardi had great plans and prospects for aggressive business growth, but knew that first he needed to resolve some production-related issues. For example, he was prepared to invest in new machines, but had to find space for them in the plant. Bettinardi and his team attended a Lean 101 workshop offered by CMC through Chicago Manufacturing Works!. They left the workshop convinced that Bryco needed to embrace Lean.
Structured Solution(R): The first step in Bryco's Lean Journey was a plant optimization project. Bryco Machine is spread across two buildings totaling approximately 15,000 square feet. The CMC team helped Bryco with a shop reorganization that zeroed in on inefficiencies, causing immediate improvements in process flow. Machines were grouped together by class to reduce wasted space. The new layout could accommodate three new machines with room for four more--without adding any new floor space. Another space-saving suggestion from CMC was to standardize tool and inspection stations. A 5-S project allowed the company to literally cut the existing work tables down to the size needed for the new layout. (This move also saved the cost of buying new, smaller work tables.) Besides freeing up floor space, the plant optimization put operators closer to their machines, eliminating a lot of unnecessary foot traffic.
With a more efficient plant layout, Bryco was ready to implement Lean Manufacturing methods that could open the door to growth. CMC took the Bryco team through a Value Stream Mapping exercise to improve the linkage between customer demand and Bryco's production scheduling. CMC studied the demand pattern and suggested scheduling changes to not only reduce changeover time, but also measure it.
Results: Bryco's investment in Lean has paid off in several key areas:
• Setup time reduced 66%
• Inventory turns taken from 4 per year to 14
• Machine capacity increased by 25%
And about Bryon Bettinardi's aggressive growth goals? As a result of the changes implemented to date, Bryco has solidified its position with its existing customer base, and is well-positioned to take on new business.
“Implementing a LEAN manufacturing program has helped us become more efficient, reduce waste and non-added value time, generate more profit and probably most importantly it has allowed us to service our customers' needs better. CMC has helped Bryco reach the next level in precision machine shops.”
Dennis Gilhooley, Jr., Vice President
