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VKS Boosts Performance and Efficiency at Mobility Worldwide
Technology Category
- Functional Applications - Manufacturing Execution Systems (MES)
- Sensors - Haptic Sensors
Applicable Industries
- Automotive
- Transportation
Applicable Functions
- Maintenance
- Quality Assurance
Use Cases
- Autonomous Transport Systems
- Transportation Simulation
Services
- Testing & Certification
- Training
The Challenge
Mobility Worldwide, a charity that builds carts for individuals with physical disabilities in resource-poor countries, faced significant challenges in scaling up its production. The organization aimed to double its capacity from 2000 to 4000 carts per year, but faced hurdles due to lack of standardization, absence of bills of materials, and a workforce made up entirely of volunteers unfamiliar with lean manufacturing. The Columbia site, which produces the majority of the carts, operates at only 50% utilization due to volunteers typically working 3-4 hours at a time. The organization also faced logistical challenges due to the rural locations where the carts are deployed, making it difficult to supply replacement parts. Quality assurance was another major issue, as without verification of proper builds, the charity was unable to meet the long-term needs of its recipients.
About The Customer
Mobility Worldwide is a charity organization that builds and provides carts for individuals with physical disabilities in resource-poor countries where wheelchairs are neither affordable nor equipped for rural durability. These carts not only provide mobility but also offer opportunities for inventory storage for small vendors. The organization's founding site in Columbia, Missouri, is one of 30-40 affiliates worldwide and produces the majority of carts deployed across the world. The workforce at Mobility Worldwide is made up entirely of volunteers, who typically work 3-4 hours at a time.
The Solution
To overcome these challenges, Mobility Worldwide implemented VKS work instruction software. The first step was to introduce work instructions, which served as a method of discovery, revealing gaps in the current state of tribal knowledge. The organization adhered to a Toyota philosophy called quality at the source, meaning that they embedded all inspection criteria into work instructions. VKS also served as a manufacturing execution system (MES), directing volunteers through the workflow and eliminating the need for a heavy-duty onboarding and training process. The organization also began to apply lean methodologies like kanban, starting from the work instructions. To address the issue of training, Kaizen teams were formed from each of the 3 departments and team members became the VKS authors, helping to standardize processes via VKS software. This significantly reduced the learning curve and training time for volunteers.
Operational Impact
Quantitative Benefit
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