Leadership In Technology - Fall 2011

VOLUME 6

ISSUE 1

November 2011

FEATURE I 9 WCB & Safety in NS

EDUCATION I 15 Highway Safety in NS

COMMUNITY I 18 Call Before You Dig

LEADERSHIP IN TECHNOLOGY Fall 2011 Publications Mail Agreement # 40875508

1

2

LEADERSHIP IN TECHNOLOGY Fall 2011

CONTENTS

Leadership in Technology is the official newsletter of TechNova, the Society of Certified Engineering Technicians and Technologists of Nova Scotia.

Leadership in Technology is published biannually by:

202 Brownlow Avenue Cambridge 1, Suite 308 Dartmouth, NS B3B 1T5 Tel: (902) 463-3236 Fax: (902) 465-7567 Toll Free: 1 866 723-8867 info@technova.ca www.technova.ca Please direct all inquiries, submissions and subscription requests to TechNova at the above address.

Leadership in Technology is published in conjunction with: Design Works Publishing Group 41 Glendale Ave Unit 1 Sackville NS B4A 1C6 Tel: (902) 468-3440 Fax: (902) 468-9044 Please contact DWP Group for advertising information.

EDITOR Nate Dimock, C.Tech EDITORIAL DIRECTION Vivian Ernst CREATIVE DIRECTOR Mario Zamfir The opinions expressed in this publication are not necessarily those of the Association. TechNova assumes no responsibility or liability for damages arising from any error or omission or from the use of any information or advice printed in this publication.

Letters regarding the newsletter should be addressed to the Editor at the Society’s address.

Publications Mail Agreement # 40875508

From the Editor

4

President’s Letter

6

New Members

7

WCB is Helping Build a Safety Culture in Nova Scotia

9

Registrars Report

10

ESO Report

13

AGM 2010 16 Call Before You Dig

18

STORY IDEAS WELCOME* Leadership in Technology strives to present news, stories and other content in the course of each year that is of particular interest or pertinence to TechNova members. We rely in part on your input to guide and generate articles. This is your publication and you are always encouraged to contribute.

NEWS: Your technology career is ever-changing. Let others know about the changes and trends in your particular field, discipline or worksite.

PROFILES: Want to share your own story? Leadership in Technology is a great way to demonstrate the ways that members utilize technology in their careers.

FEEDBACK: Write to us and share your viewpoints (members and non-members alike). Write to info@technova.ca or send your letter/article to the TechNova office. (*See page12 for more details and prize information)

LEADERSHIP IN TECHNOLOGY Fall 2011

3

EDITOR

From the Editor

“this newsletter is about Nova Scotian stories of technology development, success and innovation”

I would like to start off by introducing myself; I am Nate Dimock the new editor of Leadership in Technology. I have been a TechNova Councilor for one year and have been certified since 2009. The “Leadership in Technology” newsletter is our organization’s way of showcasing the latest Nova Scotian technologies and a way to inform the members about what is happening in the provincial and national organizations. I am happy to be able to help our organization by volunteering my time and look forward to the future issues of Leadership in Technology.

A large part of technology today is the evolution of social media, whether it is Facebook, Twitter, Online News or Email.

TechNova is taking this opportunity to utilize the popularity and efficiency of today’s new technologies. Social media has the advantage of being instantly updated and customizable, as the end user you can filter the information proprietary to you and your interests. TechNova has joined Facebook as a non-profit organization; you can search TechNova and see what is going on currently. Facebook can tell you about the organization, when and how it was founded, where the office is located and current news topics. For instant updates, you can now follow TechNova on Twitter at “@NSTechNova”. Both Facebook and Twitter have already been put to use by staff and members identifying new job opportunities, meetings and national news updates.

A lot of our non-profit organization is run on volunteer time, and help is always welcome. If you have services which you feel can further help the organization please call, email, or Facebook the office if you are interested in helping out. Councilors are always welcome additions and a great way to learn how the organization works. To be a Councilor you must be a certified member and be willing to dedicate two or three hours per month for meetings. To participate in Council meetings you can either join the meeting held at the office or call in from outside HRM. As previously mentioned, this newsletter is about Nova Scotian stories of technology development, success and innovation.

If you have, or know of a technology topic which you feel is of value and can be featured in an issue please let myself or the office know about the lead. We would love to follow up and learn about the technology. Articles can be submitted to myself or the office for publication.

Each year TechNova gives out awards and bursaries to deserving students and people who show initiative in making Nova Scotia technologies better. The awards are given out annually at TechNova’s annual general meeting. To find out more about these awards and how to apply visit the website www.technova.ca, follow the Benefits link on the left hand side.

I would like to take this opportunity to thank Mark Bamford, CET, as outgoing Editor for his mentorship and guidance in the formation of this edition of Leadership in Technology. Also, I would like to thank Vivian Ernst, TechNova Office Manager for her help in the review and logistics of helping create this issue. Together, without their help and experience, this issue would not have been possible.

Thanks to everyone who contributed to this issue and helped in its publishing.

Nate Dimock, C.Tech Editor nate@technova.ca 4

LEADERSHIP IN TECHNOLOGY Fall 2011

DID YOU KNOW?

1. What are the benefits of being an OACETT member?

EXECUTIVE COMMITTEE PRESIDENT Hugh Campbell, C.Tech PAST PRESIDENT Louis LeBel, CET FINANCE CHAIR Don Landry, CET TECHNOVA COUNCILLORS Eric Jury, CET Mark Bamford, CET Sean Piercey, CET Nathaniel Dimock, C.Tech CTAB DIRECTOR Joy Brown, CET ESO/REGISTRAR Joe Simms, CET EDITOR Nate Dimock, C.Tech OFFICE MANAGER Vivian Ernst

The primary benefit of membership is certification with OACETT. Once certified, you will be permitted to use one of the protected titles: Certified Technician or Certified Engineering Technologist and to use the designations C. Tech. or C.E.T., depending on your registration.

These designations indicate that you are a member of a professional association and will be useful to you in the work place.

Many employers require that their employees become certified and often make this a requirement for job placement and upgrading.

Other employment opportunities for certified members may be due to government requirements or emerging needs in specific sectors such as provincial road construction, etc. There are other benefits of membership, including (for certified members) the right to transfer your credentials across Canada and benefit from OACETT’s reciprocity agreements with the U.S., U.K. and other jurisdictions. As a certified member you may also vote in the association’s elections, hold office and participate in the way your association is run as a volunteer on one of OACETT’s many committees. There are also many discounts on different services available to you as an OACETT member and access to the CTEN job bank on the OACETT website.

2. OACETT’s website has two application forms, one for new applicants and one for postsecondary students. Which one should I use?

If you are currently enrolled in a full-time, post-secondary, engineering or applied science diploma or degree program in Canada, you should use the Post-Secondary Student Membership Application form. You must have completed at least one year of the program and still be registered full-time to apply. Otherwise, please use the Application for Certification form.

3. What do I need to send in with my application for membership?

You will need to send in the following: • completed application form and fee • a current or most recent job description* signed by your supervisor • an up-to-date resume listing your work experience • an official transcript of your subjects and marks sent directly from your post-secondary institution • photocopy of your Canadian birth certificate, proof of Canadian citizenship or landed status such as permanent resident card or other identifying information • the names and email addresses of at least three persons who are familiar with your work experience. OACETT will email these persons a confidential, professional reference questionnaire.

LEADERSHIP IN TECHNOLOGY Fall 2011

5

PRESIDENT’S LETTER

Dear Members, Hello again and welcome to the Fall issue of Leadership in Technology! My last message reached you in the spring issue and since then Technova has undergone several changes synonymous with that season. Our office in Dartmouth has undergone a much needed facelift, including new masthead, paint and carpeting. We also have brand new faces volunteering on council, and I would like to welcome both our new and returning councillors to another exciting council season.

At Technova we serve two important roles; the protection of your designations and the promotion of those designations. We protect your designations by upholding the standards of certification in this province and throughout Canada. Additionally we promote your designations at home, abroad, in businesses and in schools. We are successful at promotion at the corporate and governmental levels, but the entry levels to technology prove more difficult. Ironically, technology has helped make this so. When I graduated college e-mail was just starting to revolutionize the way we communicated with each other. Today, e-mail stands as the “snail mail” of the current generation, useful for sending information but not communicating. New forms now have a solid foothold how we communicate with each other; Facebook, text messaging, instant messaging and Twitter being the current methods.

Currently twitter has become a dominant method of communication, even changing historical methods of journalism as it grows. As such, over the summer, Technova launched its own twitter account: @NSTechNova It started primarily as a method of promoting jobs in Nova Scotia that specifically require our designations and has since grown into a communications tool for council and staff. It is my hope that it will become such a tool for Technova membership and for prospective members.

So please join us on twitter and while you there, check out our friends at CCTT and PEI at: @CCTTCanada @Tech_PEI

Hugh Campbell, CTech President, TechNova

6

LEADERSHIP IN TECHNOLOGY Fall 2011

MEMBERS

New Members April 2011 - October 2011

Associate Technician Gregory DeLaunay Associate Technologist • Evan Williams • David Eichhorn

• • • • • • •

Certified Engineering Technician (C.Tech) • Michael Crocker

Upgraded from Associate Technician to Certified Engineering

• • • • • • • •

Technician • Ted Pecarski • Elizabeth DentonRobicheau

Edward Baggs Sylvain Rouillard Robert Hollett Brent Kristiansen Darrell MacInnis Andre Nassour Christopher Kenney Raymond White

Certified Engineering Technologist (CET) • Jake DeCoste • Peter Hubley • Jeffrey Gaudet • Pitre Ghislain • Daniel Chipman • Blaise McNeil • Gary Jensen • Joel McEvoy • Lloyd Warren • Austin Taylor • Christopher White

Jessica Ramsay Raissa Collicutt R. Glen Strang Adam Hodgson R. Adam Widdis Kathleen Chambers Quoc Son Tran

Upgraded form Associate Technologist to Certified Engineering Technologist • Amanda Cole-Yemen • Melissa Fitzgerald • Evan Embree • Bruce Barrington • Lisa Ladouceur • Michael Sheppard • Ian Coolen Students • Michael Purcell • Melinda Green • Mark LeFresne • Matthew Parks

• • • • • • • • • • •

• • • • • • • • • • • • • • • • • • • • •

Chase Weir Elise Ovellet Allison Patriquin Isaal Doucet Kari Jones Nichloas LashambeSmith Jordan Harnish Cherif Chamukenge Sean MacArthur Mitchell Burbidge H. Andrew MacLellan

• • • • • • • • • • • •

Ian Campbell Greg Waston Jessica Kempen Christopher Allen Alvin Smith Stephen Andrews Vincent Wilson Felicia Fancy Jonathan Anderson Jaminson Etter Jeff White Dennis Boone

Stephen Dunn Ronnie Maddigan Shane Hinchey Mathew Hogan Travis Keeping Mitchell White Brett Trask David Dunlop Evan Jardine Robert Carter Sam MacDonald Tyler MacDonald Anneke (Stephanie) Lijs Calum MacQuarrie Steven Evasuk Logan Webb Catherine Lohnes Brittany Fraser Rene Thibodeau Angela Davis Robyn Fennell

• • • • • • • • • • • • • • • • • • • • •

Jonathan Kaye Eric Spinney Chris Jones Jose Price Adam Barker Remi Jacob Richard Clark Ryan Cutter Michael O’Blenis Andrew Dickson Jeff deSolla Cameron Lauchlin John Atsyor Jason Fraser Daksh Talwar Richard Wellwood David Ireland Dave Brake Glen MacDougall Michelle d’Eon Julie Delorey

LEADERSHIP IN TECHNOLOGY Fall 2011

7

OPINION

Lean Manufacturing What is Lean?

The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources.

A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.

To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.

Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems.

Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate.

Lean for Production and Services A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.

Businesses in all industries and services, includ-

8

LEADERSHIP IN TECHNOLOGY Fall 2011

“The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources”

ing healthcare and governments, are using lean principles as the way they think and do. Many organizations choose not to use the word lean, but to label what they do as their own system, such as the Toyota Production System or the Danaher Business System. Why? To drive home the point that lean is not a program or short term cost reduction program, but the way the company operates. The word transformation or lean transformation is often used to characterize a company moving from an old way of thinking to lean thinking. It requires a complete transformation on how a company conducts business. This takes a long-term perspective and perseverance.

The term “lean” was coined to describe Toyota’s business during the late 1980s by a research team headed by Jim Womack, Ph.D., at MIT’s International Motor Vehicle Program.

The characteristics of a lean organization and supply chain are described in Lean Thinking, by Womack and Dan Jones, founders of the Lean Enterprise Institute and the Lean Enterprise Academy (UK), respectively. While there are many very good books about lean techniques, Lean Thinking remains one of the best resources for understanding “what is lean” because it describes the thought process, the overarching key principles that must guide your actions when applying lean techniques and tools.

Lean Thinking Purpose: What customer problems will the enterprise solve to achieve its own purpose of prospering?

Process: How will the organization assess each major value stream to make sure each step is

OPINION

valuable, capable, available, adequate, flexible, and that all the steps are linked by flow, pull, and leveling?

People: How can the organization insure that every important process has someone responsible for continually evaluating that value stream in terms of business purpose and lean process?

How can everyone touching the value stream be actively engaged in operating it correctly and continually improving it?

PRINCIPLES OF LEAN The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve: 1. Specify value from the standpoint of the end customer by product family.

2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.

3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.

4. As flow is introduced, let customers pull value from the next upstream activity.

5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

How does lean apply to non-manufacturing settings?

Every core lean principle applies just as strongly, if not more so, beyond the shop floor. In fact, many of the most exciting breakthroughs are taking place in areas such as services, healthcare and government.

As John Shook LEI senior advisor and co-author of Learning to See, says, “TPS is described as a manufacturing system, but the thinking of TPS or lean applies to any function. Whether you¹re dealing with 15,000 parts, 15 parts, or just providing a service, lean works. It works because it is a way of thinking, a whole systems philosophy.

Techniques aside, lean thinking gives you a broad perspective on providing goods and servic-

es that goes beyond the bottom line, beyond the stodgy principles of mass-producing capitalism. It is a human system, customer focused, customer driven; wherein employees within and outside the workplace are also customers.”

What are the most common mistakes in implementing lean?

To start with, lean must never be seen as a tool for headcount reduction or mindless cost-cutting.

This fundamentally misses the purpose of lean, which is to create value through eliminating waste. As companies improve their processes they should be able to reallocate their productive resources to new value-creating work.

Another important attitude to avoid from the beginning is the impulse to implement individual lean tools without seeking to understand the system in which they fit. This is hard to avoid, since many tools, like 5S, deliver immediate payoffs.

But ultimately all lean workers must understand the “why” behind the tools, or their value will be lost.

Lean beginners should also limit the scope of their initial project so as to better insure success, be sure that they have a leader with deep knowledge and a gemba attitude i.e. always base one’s thinking on a close observation of the work itself, and never relax in their efforts. Indeed, one of the hardest challenges they will face is the degree to which individual lean successes will invariably uncover new problems and greater challenges.

So in this regard, simply be aware of how difficult this work will be.

There are more detailed responses in the article Misunderstandings About Value-Stream Mapping, Flow Analysis and Takt Time about other common mistakes, by John Shook and Mike Rother.

How does lean compare to other improvement processes such as Six Sigma or Theory of Constraints?

While there are many specific differences among the different schools of thought, Jim Womack cautions against getting lost in the competing schools. For veterans of each practice often get lost in finely detailed arguments over technical or even philosophical differences. In an e-letter outlining the key differences, he nonetheless (continued on page 10)

LEADERSHIP IN TECHNOLOGY Fall 2011

9

OPINION

grounds the discussion by saying, “At the end of the day we are all trying to achieve the same thing: The perfect value stream.” His letter gives a nice overview of how to view each approach.

Quality Progress magazine published an artcle How To Compare Six Sigma, Lean and the Theory of Constraints which offers a very good overview that can help you choose the best framework for your organization.

How do I convince my leaders and associates to practice lean?

This paramount challenge transcends lean itself. Here’s how authors Michael and Freddy Balle respond to this question.

(For more on this, read their book The Gold Mine.)

“We find it hard to distinguish “technical” issues from “people” issues. Indeed, the two cannot be separated. And so the real question that matters is this: what does it take for lean to become part of the company’s culture? The answer is: a critical mass of people who both think lean and act lean. Regardless of how much has been published about the topic, thinking lean is not that obvious.

Most people who observe their operations conclude that while they might understand this lean concept very well, it just doesn’t apply to their particular circumstance. They need help in seeing the connection.”

“One of the most powerful insights from Womack and Jones is that lean is not simply a toolbox, but a total perspective.

10

In other words, you must trust people to solve their problems, regardless of the way the problem has been defined. A plant manager, for example, typically defines a problem as, Hit your numbers, keep the factory loaded, and avoid too much union or vendor problems. This effectively forces him to stay in his office, manage by the numbers, run large batches and so on. A lean approach redefines the problem completely. His new goals would be: produce only what has been consumed (or ordered), never by-pass a problem or let an operator face a problem alone and continuously improve all processes.

This has dramatic implications for the work of the same plant manager. The only way to solve problems in this lean perspective is to spend most of his or her time on the shop floor trying to understand what goes on, and challenging teams to be more precise and to improve their operations.”

“So the first real difficulty with lean deals with both technical and people challenges. The change begins by framing the problem, which one recognizes in the factory from a lean perspective.”

In order to get started, people need to, in essence, develop a lean eye. John Shook and Mike Rother’s book, Learning to See, refers to the genchi gembutsu, which is translated as “go see for yourself.” The Gold Mine starts from this perspective.

Before being exposed to lean ideas, Phil Jenkinson (a cofounder of the example company) has to learn to see his factory in much greater detail

LEADERSHIP IN TECHNOLOGY Fall 2011

and understand how the different elements affect each other.

Developing this discipline remains an extraordinary challenge for all individuals, regardless of their background or the lean level of the plant. This is what folks call a moving target.

Consider a plant that has managed to achieve pull, flow, with a supermarket after the cell, a truck preparation area, kanban, and so on.

All’s well. Right? Now, imagine that the material handler comes to pick up a container from the supermarket with a kanban card, but the box isn’t there.

The truck still needs to be prepared, so the system now tells her to get the container from the safety stock. This choice, however, would not be using the principle of pull correctly.

The properly operating pull system would in fact create the right tension that forces the individual to solve the root cause in this case, to determine what caused the container not to be there in the first place.

However, it takes a sensei level of lean observation to see beyond what appears to be happening in the flow. Most of us would be impressed by the technique of lean, the kanban, the supermarket, the truck preparation, and not see that all of this is failing to do what it’s supposed to, which is solve the problems. So learning to see is a pretty big challenge, both on the technical and people front, at whatever lean level you are.

Copy based on Lean Enterprise Institute, Inc. http://www.lean.org

TECHNOLOGY NEWS

Nissan seeks top spot in EV development Japanese automaker expects to sell 1.5 million zero-emission cars by 2017 TOKYO—Nissan Motor Co. is aiming to be the world’s top green car maker, targeting sales of 1.5 million zero-emission vehicles by 2017 with French partner Renault SA. The maker of the Leaf electric car has announced its six-year strategy, planning a plug-in hybrid by March 2017 and reducing carbon dioxide emissions by 20 per cent per vehicle compared with 2005 levels.

Japan-based Nissan is also aiming to improve the fuel efficiency of its vehicles by 35 per cent.

Nissan CEO Carlos Ghosn says being ecological can deliver a competitive edge by allowing the automaker to stand out as good corporate citizen.

“More consumers are demanding products in line with their values, including cars and trucks with a lower carbon footprint,” he says. “At the same time, we are using technology to make our factories greener and more efficient.”

Ghosn says Nissan is working on a fuel cell, another kind of zero-emissions vehicle and environmental technologies such as clean diesels.

Growth in emerging markets like Brazil, India and Russia are expected to overtake Japan in auto demand, which has already fallen behind China, the world’s largest auto market.

Although electric cars remain a niche market thus far, Nissan has sold about 16,600 Leaf cars around the world since they debuted in December 2010.

But competition in electric vehicles has intensified as others, such as Japanese rival Toyota Motor Corp., enter the sector.

Toyota already offers plug-in hybrid cars, which run partly as EVs but switch to become regular hybrids with gas engines when they run out of electric charge.

BY THE CANADAN PRESS ON OCTOBER 26, 2011 1:26PM

LEADERSHIP IN TECHNOLOGY Fall 2011

11

INDUSTRY

LED Roadway Lighting Ltd.(LRL) is a world leader in the development of energy efficient and environmentally friendly light emitting diode based (LED) lighting. Innovations in optics, thermal management, and design for longevity to maximize return on investment have been the cornerstone of our design.

LRL is located in Nova Scotia, Canada, with research and design facilities in Halifax and a 55,000 square foot manufacturing facility in Amherst.

LRL offers a complete range of LED based street lighting fixtures that meet or exceed IES (Illuminating Engineering Society), CIE (Commission Internationale de L’Eclairage) and IDA (International Dark Sky Association) requirements. LRL’s products are RoHS compliant (free of lead and mercury), provide energy savings of 50-80% compared to conventional HID light sources while also providing significantly reduced maintenance costs.

12

LEADERSHIP IN TECHNOLOGY Fall 2011

INDUSTRY

LEAN JOURNEY

LED Roadway Lighting and it contract manufacturing division C-Vision Ltd have be using lean principles within its production processes for the past 6 years to improve throughput volumes, cycle times, reduce errors and be more competitive in the world market.

In the last six months capacity requirements for LRL have doubled and in the next 12 months will double again making the use of lean manufacturing principles critical in allowing us to meet these new demands. To position ourselves for this growth we have been concentrating solely on the improvement of our LED street lighting production, applying various lean methods and tools to increase capacity and reduce cycle times in both sub-assembly and final assembly production.

MAJOR LEAN INITIATIVES

LRL has approached the final assembly of an LED Streetlight as a continuous flow process line. This provides a very efficient construction process, but creates a demanding environment for the timely supply of good quality raw materials and sub-assemblies. The unique challenges facing continuous flow requires innovative solutions, this is where the tools of Lean have assisted us in overcoming the hurdles of continuous flow manufacturing.

VALUE STREAM MAPPING

Value Stream Mapping of both our finished assembly area and our sub-assembly areas has allowed LED Roadway lighting to easily communicate the current process, identify areas for improvement, develop a future state of what we want the process to look like and develop an implementation plan for change.

Value Stream Mapping has provided us with the data to line-balance final assembly, reduce incidental waste occurring in sub-assemblies and identify solutions such as supermarkets and kanban to insure good flow of sub-assemblies.

SET-UP REDUCTION SMT

Our most significant gain through the use of Lean Tools was a Kaizen event of our Surface Mount Technology (SMT) Equipment. It was identified that the SMT machine running the majority of these subassemblies for LED Roadway as well as other customers’ products was averaging four product changeovers a day. Each changeover had an average setup time of 1 hour 20 minutes resulting in 53% machine downtime each day. Working with another industrial facility from the Amherst area we conducted a 1 week Kaizen event focused on the reduction of setup time for this SMT machine. The result of this event was a new setup time of 15 minutes per changeover, and increased machine capacity of 87%.

KANBAN SYSTEMS

With hundreds of product offerings on two main body designs for LED street lighting, it is critical that the right sub-assemblies are available at the right time. We are introducing Kanbans for sub-assemblies allowing the Final Assembly area to act as the customer, pulling required stock through the floor, allowing scheduling to transition from a work order based push system to a card based pull system. This allows us to minimize line down situations in Final Assembly as well as manage and reduce our WIP process stock

5S

Although new to this tool we are slowly implementing 5S principles throughout the facility. A key project area has been component preparation. This area produces wire harnesses for streetlights and has used 5S for tooling identification, and overall all organization of their area. It has provided gains through waste reduction by making tools and material easy to find, in a timely manner affecting overall efficiency.

OVERALL SUCCESS

Each Lean Event has lead to measurable improvements to both the efficiency and cycle times of our product. In the last six months we have seen the following results to our overall product efficiency: • Setup Reduction for SMT - 12% • Line Rebalancing Final Assembly/Kanban - 5% • Streamlining of Light Engine process – 5% Total 22% improvement

PEOPLE

Lean Manufacturing has been a major factor in the success of LED Roadway Lighting, by providing improvements to throughput and flexibility; it has allowed us to meet current demand in a timely matter while positioning ourselves for future growth.

The key to success has been our people. Through training and involvement our employees have been the driving force behind Lean, contributing on all levels to the successful implementation of improvements.

LEADERSHIP IN TECHNOLOGY Fall 2011

13

ESO REPORT

Lean gaining momentum in Nova Scotia Over the past number of years, pressure has been mounting for manufacturing firms throughout Atlantic Canada. The combination of increased manufacturing costs, rising energy costs, steady increases in the cost of freight, and a dramatic shift in exchange rates has resulted in an urgency around productivity not experienced in the past.

With the Canadian dollar historically trading at a 40% gap from our US counterparts, we could in effect be 40% inefficient and still gain customers south of the border. That world, however, no longer exists, and we have seen evidence throughout Canada of manufacturers who suddenly lost their competitiveness as a result.

As consultants in the world of Lean and Continuous Improvement, we have witnessed first hand a renewed interest in both the training and implementation of Lean concepts. During the last half of 2010, our firm, in conjunction with the Canadian Manufacturers and Exporters, established the first “Lean Consortium” in Nova Scotia, the Consortium for Continuous Improvement. This consortium consists of 9 Nova Scotia manufacturers who are eager to move forward on their Lean journey, and see tremendous value in being part of a group of like-minded companies pursuing that same goal. We are now in the process of establishing a second Consortium, as interest from the marketplace in participating in such a group remains strong.

Lean is a tremendously effective way to not only dramatically reduce costs, but to gain capacity and increase flexibility with a constant focus on the customer. It is through these concepts that many organizations are able to change the game in their industry, and become industry leaders with a significant competitive advantage….but it takes time. Industry leader Toyota has been at it for many decades, and still feels they have much more to do with regards to elimination of waste and adding value for their customers.

14

LEADERSHIP IN TECHNOLOGY Fall 2011

Some companies make the mistake of riding on their past success as an industry leader, and as a result, improvement for them is not always seen as an urgent priority. This can sometime prove to be a fatal mistake if they are competing with others who have a strong commitment to Continuous Improvement. In fact, by the time it becomes evident that their competitors are improving (usually because they lose a key customer to the competition), it may be too late to catch up. Lean takes time to take hold, and to sustain improvements. Why would a company like Toyota be so open to others, including competitors, about what it is that they do that makes them so successful? It is because it has taken years to improve to this level, and someone who begins today will probably never be able to catch up.

As we continue to move forward in Atlantic Canada, it will no doubt not get any easier for manufacturers.

We now live in a global marketplace, and our competitive threats are not necessary just down the street. If we are to succeed and grow, and serve our customers better than the competition, we need to change our mindset to match the demands of today’s marketplace. Remember, traditional manufacturing systems were designed to serve the needs of the market seventy or eighty years ago. Is it reasonable to believe that the same way of thinking will be successful at serving today’s customer in today’s marketplace?

Keith Carruthers President, SSI Consulting Solutions SSI Consulting Solutions is an Atlantic Canadian company that specializes in helping clients in the areas of Business Strategy, Operations Management, Lean/Continuous Improvement, Supply Chain Management, Quality Management, Front Line Leadership, and Occupational Health and Safety. For more information, visit their website at www.ssiconsulting.ca or contact them at info@ ssiconsulting.ca

LEADERSHIP IN TECHNOLOGY Fall 2011

15

Shaw Precast Solution

Implements A-lok Kanban System Shaw Precast Solutions, Lantz, manufacturers of concrete products such as pipes, manholes and retaining walls recently implemented an A-lok kanban system. A-loks are similar to gaskets (see pic) and are used when holes are required in manholes. Where in the past the production floor would occasionally experience stock outs, the kanban implementation has all but eliminated these occurances.

The procedure is simple and straight forward. The A-loks are stored on pegs that hold one full box so partial boxes are a thing of the past. Also see in the picture to the left are “P” cards. “P” cards are placed on the box or A-lok that corresponds to the trigger amount. Once that A-lok is consumed the “P” card is placed on the re-ordering Station Board. Twice a week the board is checked and tags are used to re-order. The expected date is written on the back and tag is hung on Station Board for all to see product has been ordered and expected date. When A-loks are received they are inspected, stored and the tag is returned to trigger point.

Like any worthy implementation there were hurdles to overcome. The planning, organization and implementation of the project took longer than originally anticipated and setting up the correct inventory re-order points was and continues to be a challenge.

That said the benefits far out reach the obstacles. Using a 5S mind set the Aloks are organized and well labelled resulting in significant time savings in finding the desired A-lok. There are far fewer mistakes in re-ordering and minimal interruptions to production with stock-outs. Shaw estimates the recurring savings to be in the order of $8500 per year. Excellent results!

16

LEADERSHIP IN TECHNOLOGY Fall 2011

need photos

need photos

A-lok Kanban

need photos

“A-loks are similar to gaskets and are used when holes are required in manholes. ” LEADERSHIP IN TECHNOLOGY Fall 2011

17

18

LEADERSHIP IN TECHNOLOGY Fall 2011

LEADERSHIP IN TECHNOLOGY Fall 2011

19

Cleantech forTopIndustry 10 reasons

businesses get clean

The just released annual McKinsey study reveals the top 10 reasons companies are taking sustainability action: 1. Reduce energy 2. Reduce waste 3. Manage corporate reputation for sustainability 4. Respond to regulatory constraints or opportunities 5. Reduce emissions 6. Manage portfolio to capture trends in sustainability 7. Reduce water use in operations 8. Commit R&D resources to sustainable products 9. Manage the impact of products throughout the value chain 10. Mitigate operational risk related to climate change Source: The Business of Sustainability—McKinsey Global Survey Results As you can see, the top two reasons align with operational efficiency, which is where companies often experience immediate cash paybacks on their efforts.

20

LEADERSHIP IN TECHNOLOGY Fall 2011

What’s more interesting are the clues to how companies achieve long-term competitive advantage from sustainability.

The study found those committing R&D to developing sustainable products, or who leveraged their existing sustainability to find new revenues, claimed to be better at sustainability than their competitors. The trend suggests a focus on growth activities, rather than operational activities, is more likely to give you long-term competitive advantage.

There are countless examples of companies proving the point.

SUSAN SHEEHAN ON OCTOBER 21, 2011 3:22PM Susan Sheehan, president and CEO of Leapfrog Sustainability Inc., has 20 years experience in clean technology and sustainability strategies. An invited speaker in North America, Europe and Asia, she is also a columnist, a presenter for the Climate Change Institute, and a certified CSR Practitioner. Susan has worked with companies such as Philips Lighting, Ingersoll Rand, Haremar Plastics Inc., BASF, Canadian Standards Association, Tembec, Queens School of Business, and Rotman School of Management. She can be reached at (416) 479-4266 or susansheehan@ leapfroghub.com

ASSOCIATION NEWS

association

news STORY IDEAS WELCOME

NEED A SHORT NEWS PIECE HERE

Leadership in Technology strives to present news, stories and other content in the course of each year that is of particular interest or pertinence to TechNova members. We rely in part on your input to guide and generate articles. This is your publication and you are always encouraged to contribuite.

Lorrume cus exerspi taspiciliti te vel in re velitate porepre stistem que nimus.

Edit, que dus cust, volorent quiassimil most, sum fuga. Nequiam, con raestiuris magnate moluptate el mi, cus dolor sequam in elendit audae laboriatur aliam experum doluptatus everum a qui rem acepre optat quas sectur maio. Tios molupta doluptis et quis ad que porehenti del int hiligentum que dolore, conseca ecteces volentum susant hicit fugiatur? Qui offic te nossintibus desent.

Mi, odis recerum excerumqui corioris distem nonsequi offictas ditatia cupit es dem nestio. Veles essunt.

NEWS: Your technology career is ever-changing. Let others know about the changes and trends in your particular field, discipline or worksite.

PROFILES: Want to share your own story? Leadership in Technology is a great way to demonstrate the ways that members utilize technology in their careers.

FEEDBACK: Write to us and share your viewpoints (members and non-members alike). Write to info@technova.ca or send your letter/article to the TechNova office.

Forward all articles to the editor at info@technova.ca

Od qui omnihillabo. Am que volor repeliatate conecum dolorem quatemporero officiu mquatur sequi doluptur ad eati omni ipicit, soluptam, unt officil icillatiatem nonecum ea volupti beaquos poreritate sed exerepratias sed et et apedita spedionectem elesequ iduciet lantem ut reptuscid et ut eliaspe rferio conseque culparuntet unt, nihiliq uasperu ptatiam re, saereium es voluptia di simet faccull iquodist, untios molupidem. Am faceria sanduntio dolorum quae qui que volores escit ipictotature vereperatur ati nobitem que doluptas eturerum untiumquos ut fuga. As dolent conseri coreriant ad esto omnimag nihilla ccullab ideliquas aliqui aut modit ut qui to est eaquae nonetur?

NEED A SHORT NEWS PIECE HERE

NEED A SHORT NEWS PIECE HERE

Lorrume cus exerspi taspiciliti te vel in re velitate porepre stistem que nimus.

Edit, que dus cust, volorent quiassimil most, sum fuga.

Nequiam, con raestiuris magnate moluptate el mi, cus dolor sequam in elendit audae laboriatur aliam experum doluptatus everum a qui rem acepre optat quas sectur maio. Tios molupta doluptis et quis ad que porehenti del int hiligentum que dolore, conseca ecteces volentum susant hicit fugiatur? Qui offic te nossintibus desent.

Mi, odis recerum excerumqui corioris distem nonsequi offictas ditatia cupit es dem nestio. Veles essunt.

Lorrume cus exerspi taspiciliti te vel in re velitate porepre stistem que nimus.

Edit, que dus cust, volorent quiassimil most, sum fuga. Nequiam, con raestiuris magnate moluptate el mi, cus dolor sequam in elendit audae laboriatur aliam experum doluptatus everum a qui rem acepre optat quas sectur maio. Tios molupta doluptis et quis ad que porehenti del int hiligentum que dolore, conseca ecteces volentum susant hicit fugiatur? Qui offic te nossintibus desent.

Mi, odis recerum excerumqui corioris distem nonsequi offictas ditatia cupit es dem nestio. Veles essunt.

STORY PRIZES: If your article/story is published in our newsletter we will send you one of the following gifts valued at $50.00: 1. Executive Laptop Case (or) 2. Executive Travel Mug Set Each article submitted must be accompanied by good quality photography if available. Articles not published will be archived for future use.

Od qui omnihillabo. Am que volor repeliatate conecum dolorem quatemporero officiu mquatur sequi doluptur ad

LEADERSHIP IN TECHNOLOGY Fall 2011

21

ADVERTISING

advertising guidelines 2010-2011 advertising rates

digital ad requirements Digital File & Contract Proof: Must be clearly indicated as to Issue, Publication and Advertiser. preferred file format Current file formats supported by DWP Group are TIFF or press-ready PDF. We will NOT accept any native application files such as Quark, Photoshop, or Illustrator. Materials should be supplied on a Macintosh-formatted CD-ROM or DVD-ROM. Materials should comply with SWOP standards. preferred color guidance Please provide Kodak Approval, CREO Spectrum, or iris digital proofs for color guidance on press. The supplied color guidance must meet all SWOP specifications and must include a 6mm 5%, 25%, 75% and 100% CMYK patch strip for quality control. All proofs are to be pulled on publication grade stock. A set of two laser proofs (paginated) including the crop marks must be sent with materials. On bleed ads and undersized non-bleed ads, provide separate ruled position proof showing trim.

22

file storage Digital files will be stored for a period of 3 months, after which they will be destroyed unless written instructions are received to return them. production contact / materials All advertising materials, questions regarding materials and extensions, and related matters should be directed to: Mario Zamfir Leadership in Technology / Advertising 100-163, 1600 Bedford Hwy Bedford NS B4A 1E8 mzamfir@designmarketing.net Questions? Call 902 468-3440

LEADERSHIP IN TECHNOLOGY Fall 2011

LEADERSHIP IN TECHNOLOGY Fall 2011

23

b

r?

m a e e m m b a c e e

call now to join. 902 463-3236 TechNova, the Society of Certified Engineering Technicians and Technologists of Nova Scotia.

24

LEADERSHIP IN TECHNOLOGY Fall 2011