Client Newsletter

October 2015

We are proud to introduce Raul Cabada as Entrada Group’s first Director of Shared Services.

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Raul on the Benefits of Lean Manufacturing

“The application of the TPS concept (Toyota Production System) and practices works well in the shelter business and will be very beneficial for Entrada since it involves three key parts that need to be aligned in order to succeed: Customers, Employees and Shareholders.”

“Through the years, I have had the opportunity to work with different cultures. I learned lean manufacturing from the Japanese culture. While at Mitsubishi, I was exposed to TPS where manufacturing is organized to interact with suppliers and customers.”

“Processes are designed with the objective of eliminating waste and with the capability of meeting customers’ needs. We were able to design a manufacturing process to deliver only the needed product, when needed and in the amount needed.”

The Road to Entrada

Raul arrived at Entrada Group through a parallel career track with Sal Martinez, Entrada’s VP of Operations. The two men developed trust and friendship, and expert knowledge over a 17-year span as they worked together at leading companies in complementary roles. Raul led a distinguished career path in process engineering, production and operations.

At Mitsubishi, Sal served as director general and Raul as operations manager, focused on optimizing the television cycle time. “One of the biggest areas of opportunity in our manufacturing plant was the fill rate, so we decided to attack the cycle time and increase our daily output to meet our customer demand.”

To face this challenge, Raul applied the SMED Methodology by Shigeo Shingo. He created a team of seven representing different departments from the plant. The team video recorded all the manufacturing stations and analyzed each one. They found that the model changeover was the biggest area of opportunity and implemented SMED by reviewing results, documenting the new process and incorporating production line training. The implementation of this new concept took about 6 months, resulting in a 28% increase in production. Raul and his team achieved a 98% fill rate; before SMED, the fill rate was 60%.