John Patram, Corporate Sr. Industrial Engineer

Moen’s Use of Simulation Technology to Confirm Lean Transformation

Interfacing Rapid Technology Response for Improved Coupling of Information and Product Flow

A project which involved the introduction of conventional lean tools has evolved over a one year period into the development of a full lean transformation of one of Moen’s up and coming product lines. Through the mantra of ‘crawl before we walk’ concept, a carefully scripted roll-out of lean techniques were introduced to both the operating management staff and the production and support staff. As cultural changes were beginning to take hold as well as old paradigms being reset, it was felt the time was perfect to take the lean journey to the next level.

The deployment of the Value Stream Mapping (VSM) tool was initiated with a reset focus on the development of two common product families. A pilot deployment was launched using one of the common product families. A detailed Current State Map, Impediment Identification, Future State Map (FSM) and Implementation Schedule was developed. Key performance indicators (KPI) were generated to assure movement in the right direction once implementation had begun. The major thrust of the transformation was to create a stronger coupling point of the flow of information (re: customer orders) and the actual movement of product along the supply chain as well as within the four walls of the Moen manufacturing operation. The outcome of the Future State Map will make some substantial changes to the current method of communication in respect to signaling replenishment of downstream product. The expected VSM outcome indicates a very robust improvement both in terms of reduced product leadtime and response to the customer, but the transformation has far reaching changes upon our workforce. The risk of project success is always a challenge to any organization both in terms of capital investment and resource commitment. The project team felt that the expected vision of the FSM was at a predictability level of 75%. What technology tool could be used to test our hypothesis such that with a higher level of predictability (re: > 90%) this project would be a TOTAL success?

The use of simulation software technology appeared to be the rapid solution to our challenge. Our mission was to use simulation to provide final confirmation that our FSM and transformation vision was on the right track—not just on track, but dead on track! Taking the output of our VSM’s, we were able to replicate the current impediments along with the future enhancements to our process and modeled them in the simulation package. Through a series of scenario test-outs with the simulation model we were able to confirm a much higher project success prediction.

Moen Inc. is the leading market driven fashion plumbing and accessory products company in North America. By far, Moen is the #1 faucet seller in CANADA. Our key strategies incorporate constant product innovation growth, challenging the status quo within the business process and striving for organizational excellence. Moen is a $1 billion sales organization.

John Patram, Corporate Senior Industrial Engineer

John Patram is the Corporate Senior Industrial Engineer heading up the lean initiative at Moen Incorporated ( North Olmsted, OH). He was the key contributor in launching the lean movement at Moen with the successful implementation of the Kaizen Initiative in 1998. John is credited with identifying, designing and implementing a series of “Tool Kit” modules, in tune with the lean maturity curve at Moen. John has personally facilitated over 150 Kaizen events in North America (US, Canada and Mexico), Western Europe ( Ireland, France and UK) and Asia ( Korea & China). John is a strong proponent on the use of value stream mapping as a tool in the transformation of a business enterprise. John has joined a select team of Moen associates in which an aggressive design and launch of the Moen Operating System (MOS) has been put into place.

John has been with Moen Incorporated since 1997. Prior to that, he worked at Honeywell Inc. (formerly Allied Signal Corp.) in Torrance, CA as a member of the Advanced Manufacturing Technology group.

He has earned two B.S. degrees from Midland University in Fremont, NE and an M.B.A. degree from the University of New Haven, CT. John is currently working on obtaining his DBA in International Business. John is a senior member of the Institute of Industrial Engineers and the Society of Manufacturing Engineers. He resides in Solon, OH with his wife and two sons.