Dunn Heat Exchangers, Since 1968, Dunn Heat Exchangers has been a leader in cleaning, repair, fabrication, design and testing of shell and tube heat exchangers and pressure vessels.
Dunn Heat realized that in order to be more competitive and to offer premier customer service, they needed to make some changes. They were experiencing a growth in sales, but production errors and bottlenecks resulted in significant amounts of wasted time and effort.
Some Dunn Heat employees were familiar with the Texas Manufacturing Assistance Center, having attended workshops in the past. So Dunn Heat contacted David Walker at TMAC, who recommended the implementation of Lean Enterprise throughout the company to create the culture for world-class performance.
To understand the concepts required for implementing Lean, first the employees attended Lean workshops. Then, the shop layout was modified to facilitate workflow. In order to achieve a Lean environment, non-manufacturing support functions were also included in the application of improvement techniques and strategies. Quality, cost, and delivery improvements and measures were established to steer company outputs towards the performance of world-class practices; established measures for overall customer satisfaction and profitability.
By changing the culture of the company, individual performance, as well as total customer satisfaction, has improved. “Personnel have taken a new sense of ownership,” says Pete Dunn, Vice-President of Operations. “Productivity has improved, errors have reduced and sales and profits continue to grow.” ¬
Better organization of tools and materials, less rework, and increased utilization of direct labor employees have made a significant impact on the company, both internally and externally.
Measurable Impact: