The VIBCO manufacturing company produces industrial and construction vibrators and vibratory equipment. The family owned business, located in Wyoming, Rhode Island, began operations in 1962 and sells their products in the United States and throughout the world.
The Company’s president, Karl Wadensten, had embraced Continuous Improvement as a culture for VIBCO. They had a Lean Champion on staff and had been using the principles of lean manufacturing for over two years. Major progress had been achieved in the Finished Goods Assembly Department as well as other areas in the plant. Inventories in finished goods had been reduced to a two week average using a weekly min/max “pull system” and the Assembly Department was using cellular manufacturing with point of use storage. However, VIBCO was experiencing bottlenecks in the Repair Department. There was a consistent problem with lead times. Customers were waiting for their repaired equipment for an average of three weeks. Karl contacted Polaris MEP and arranged to bring in a “Lean Team” for some additional “Lean Training” and to facilitate a “Kaizen” event in the Repair Department.