Pre-Visit Overview

Name Organization Current Position Introductions Let’s Get To Know One Another !

Why are we here?

Purpose of Pre-Visit To identify areas that have opportunities for QSTP improvement and customer expectations. To establish a Vision of what can be accomplished through utilization of lean techniques. If a training activity determined appropriate: To reach agreement on the specific, focused area. To obtain commitment to provide the resources and facilities to conduct a training.

“Pre-Visit” Agenda Introductions / Opening Comments Overview of Site Operations Overview of Training Process Facility Tour to Assess Potential Training Focus Areas Training Focus Area Determination Discussion Pre-training Preparation Requirements General Discussion and Adjourn

Price Price - Profit - Cost Equation 0 Mass Production Past CostProfit

Price - Profit - Cost Equation Mass Production Present CostProfitMarketPrice 0 Price 0 Mass Production Past Cost Profit

Cost Price - Profit - Cost Equation Mass Production Past Price 0 Profit Lean Organization Future Market Price 0 CostProfit Mass Production 0 Profit Market Price Cost Present

Competitive Challenge Higher Quality + Lower Costs Customer Satisfaction Improving Productivity Reducing Inventory Reducing Layout Reducing Lead Time

There Is No Substitute for Quality. There Is No Excuse for Failing in the Area of Service. There is No Differentiator Without the Advantage Provided by Technology. There Is No Future in Not Being Cost Competitive on a Global Basis. 06/10/98 Competitive Edge Issues

Training Techniques Utilize “Lean Organization” approaches focused on aggressively identifying and eliminating waste. Quality Service Price – Increased Capability to Deliver Great Products/Services – Greater Value for the Customer – Improved Worldwide Competitiveness Which results in Driving Enhanced Technology

Continuous Improvement Trainings “Areas of Involvement” Internal Divisions Dealerships Defense Industry Health Care Railroads Suppliers Machinery & Equipment

Lean Organization Small Lots Pull Systems Level Scheduling Supplier Development Lead Time Reduction Error Proofing Planned Maintenance Workplace Organization & Visual Controls Employee / Process Control Containerization Quick Set-up Plant, Machine & Office Layout Transportation Reduction of Variation Machine Process Capability Standardized Operations Lean Organization

Lean Strategies A safe bridge from mass to lean Mass Production ModelLean Organization Concept (Harmonious, Lean Mfg., JIT Production System) Lean Strategies B WHSE 1 B B B B B 6 Buffer Operation

Training Path to Lean Organization Step #1 What is Waste? Step #2 Step #3Step #4 Lean Organization Aggressive Implementation Brainstorming & Visioning Waste Elimination Tools

Transfer knowledge / commitment to lean Redefine / improve an existing process Involve team members Aggressively implement the changes Identify future process improvements Demonstrate the magnitude of improvement potential Training Goal Q S T P

Training Expectations Safety cannot and will not be compromised! The team will aggressively identify & eliminate WASTE Significant improvement will be gained in the measurement parameters

Tour of the Facility Supplier representatives tour plant Gather data to help in decision making process for type of training needed Reconvene to finalize type of training required

© 1998 General Motors Corporation. All rights reserved. Identify pilot area Make all people affected aware of what is going to happen Select team members Analyze & select Identify opportunities to improve Develop new method (apply zero/low cost ideas first) Implement new method A.S.A.P. Verify & adjust Look for new opportunities Recognize efforts of people Define current situation OPERATION: FROM:___________________________QUANTITY PER SHIFT:______________CUSTOMER CYCLE TIME:__________________ TO: _____________________________ SHIFT:________OPERATOR CYCLE TIME:__________________ DESCRIPTION OFELEMENT TIME STANDARD IN-QUALITY CRITICAL NO.OPERATIONHAND WORKMACHINEWALK PROCESS STOCK CHECK OPERATION SAFETY WORKSTATION AREA DRAWN TO SCALE C Q 03/23/94 Training Process Discuss plan with stakeholders

DAY 1: 8: DAY 2: 8:00 - ?DAY 3: 8:00 - ?DAY 4: 8: :00 Introductions Why we are here: Competitive situation Market conditions Define Concepts Waste Lead Time Value Added Non Value Added Standardized Operations Workplace Organization Visual Controls Define Current State Productivity Inventory Layout Lead Time Brainstorm potential solutions to opportunities Develop new working method Discuss plan with stakeholders Analyze, select, prioritize good ideas Implement new working method Continue Implementation Finalize Implementation Verify Adjust Document improved and future states Prepare wrap-up presentation Give wrap-up presentation Lean Implementation Training Agenda Example

Date of Training:____________ Short Term F/U date:____________ Long Term F/U date:____________ Lean Implementation Training Summary of Results Supplier:Sponsoring Division: Process: PPAP Requirements Addressed (Y/N)Creativity Team Name & Number: After Training Parameters Improved State (Current Week) Short Term (0-6 months)Long Term (6-12 months) Measure%Improved Productivity (parts/person/day) Forecast Inventory ($) Layout (Feet) Lead Time (Time______) Additional Savings Identified Subject# of ItemsDate & updated$ Potential$ Approved$ Rejected Resource Conservation & Pollution Prevention Other: Investment, Specifications, Transportation, etc. TOTAL: Team Leader Name/Phone: Measure%ImprovedMeasure%Improved Before Training Actual Forecast Actual

Visit Original Worksite(s) Review Action Plan Items Calculate Actual Improvement Achieved Evaluate Commitment & Implementation Identify Additional Opportunities To Improve Establish Next Steps Summarize & Recognize Efforts Determine Next Follow-up Date Follow-up Process

Support the efforts initiated by the training process through: Determining the status of action items identified during the initial training – Calculate the Actual Impact of the short term or long term measurement parameters Nurturing the Quality, Service, Technology, and Price continuous improvement process and the supplier relationship – Evaluate the status of, and commitment to, lean concepts – Understand capabilities and needs – Identify and plan the appropriate next steps Achieving closure to the initial training purpose – Document and acknowledge the accomplishments Follow-up Objective

Team composition Team empowerment Top leadership participation and commitment Training objectives clearly communicated to team Training Key Success Factors

Key areas: Operators from study area Technical resources (industrial engineer, process, design) Maintenance representative Management representative (middle to upper levels) Manufacturing representative Optional areas: Quality representative Material handling / production control / scheduling Union representative Training Team Recommendation

Knowledge and experience of the process being studied Possessing temperament to work in teams & contribute to team goals Willing to make change and think beyond normal practices Empowered to speak for organization, and knowledgeable of whom to reach for critical decisions or answers to questions Innovative and creative thinking process Ability to represent & convey attitudes of area / function represented Aware of industry & company’s competitive situation & need to change Understands, accepts that training process may involve long hours Training Team Members Desired Background

Clear empowerment to team members to make change Presence of top leadership at kickoff and wrap-up meetings Continued support demonstrated by “dropping in” at various times during the training Expectation of training outcome conveyed clearly to team “Champion” identified to support the process and deal with roadblocks Training Management Commitment Required

Commitment to support action plans that deal with productivity issues such as: Cross Classification Multi-function operators Manpower reductions Work element changes Standardized operations Empower team to call in or challenge other areas to address issues impacting operations with waste Support implementation of ideas or action plans that can be accomplished during the training period Review with training team members and worksite personnel prior to training beginning: Company expectations Commitment to people displaced Support for making change Company and process competitive position Training agenda and scope Provide information regarding issues such as throughput, quality, productivity, safety, cost drivers, and schedule performance Recommend training focus (e.g. current problem area) or concurrence with training facilitator suggestion Understand that training facilitators will push group to reach for solutions to the opportunities found, potentially impacting sensitive issues Provide list of team members within sufficient time for training facilitators to review and adjust if necessary to achieve the desired composition and background Training Upfront Agreement and Understanding

Pre-Training Preparations Communicate to all employees: -Timing (one week prior to the training) -General information about the training and participant roles Identify how any people who may be displaced during the training will be re-deployed (i.e., new work, additional trainings, training) Assemble on-site support team of technical, maintenance resources Select study area: -On-site visit prior to training -Customer satisfaction opportunity -Ability to modify operation during training -Important to business unit goals

Pre-Training Preparations Site sensitivity orientation Define study team: -Worksite team members -Process owners -Managers -Customers -Suppliers Review training with local union: -Timing is at least one to two weeks prior to training -Review procedure & benefits -Agree on the process and forum to address contractual issues that may arise during the training

Pre-Training Preparations Training logistics: -Select an on-site conference room with easy access to study area -Arrange for “before” and “after” photographs -Provide process flow chart of selected worksite -Provide layout of area -Provide overhead projector, screen, flip charts, 1/2” VCR & monitor -Provide name tags, paper, pencils -Determine food arrangements -Address parking arrangements -Determine dress code Plan opening remarks

Pre-Training Preparations Training data collection (depending on type of training): -Taping of a “normal” changeover required prior to the training -Scrap rate including details of defect -Machine downtime and details of causes -Repair and rework quantity and detail information -PPM information and customer returns with details -Daily, by shift, production quantities -MVC form for purchased materials -MVC form for Customer information -Cost Breakdown - Process Flow Diagram - Tooling Breakdown - Investment Detail

During the Training The involvement of the study area population (operators, technical support, supervision, etc.) is critical to the success of the training. Let them know how important their input and support is. Top management support of process must be displayed Stakeholder reviews are necessary before changes are made Establish target date for follow-up

Post-Training Activities Complete action plan items from training. Prepare a plan to implement training concepts throughout facility. Continue implementing! Follow-up and review status / progress on action plan items. Determine new action plans.

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