Powder Plant: UFR Kaizen Project: Standard Work 2/12/10

Powder Plant, UFR Kaizen Team DEFINE R. Kaytes S. Edwards M. Bonner E . Teague. S. Nipple Gunner W . Lattimore

Warehouse Consolidation “Five “S” Team Problem Statement Warehouse Consolidation “Five “S” Team AWO AD-9 DEFINE Problem Statement: Out of 98 pallets (160,000lbs) that have been shipped this year from UFR, there have been 18 complaints. They have ranged from production planning errors to labeling and packaging. Labeling and packaging had most complaints with a total of four. In addition, failure to follow customer orders is also an issue. There was not a good system in place to track an order to ensure the needs of the customer were met. The area was very congested and did not support work flow or an information dissemination system. Goals / Objectives: Through the use of process mapping the “as is” state of the operation we will identify waste and opportunities for improvement. A system will be set in place to ensure that errors are minimized or at best, eliminated. In addition we will also implement a minimum of five safety improvements.

Warehouse Consolidation “Five “S” Team Target Sheet Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE

Warehouse Consolidation “Five “S” Team Target Sheet Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE

Warehouse Consolidation “Five “S” Team Kaizen Tools Applied Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE Process Mapping 5 Whys 7 Ways Pugh Matrix 5S

Warehouse Consolidation “Five “S” Team Process Mapping/5 Whys Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE Process mapping is the procedure to visually draw or “map” an operation from start to finish. A good Process Map should: -Allows people unfamiliar with the process to understand the interaction of causes during the work-flow. There are several ways to layout a process map, ie. -Brown Paper (Best) -White Board -Microsoft Office Visio -Microsoft Office Excel

Warehouse Consolidation “Five “S” Team Process Mapping Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE The process begins by asking operators at the micro-process level each step or action that is taken-start to finish. Question everything: (5 Whys); This is an attempt to find opportunities for improvement. Opportunities for improvement can be best described as a junction point in the process where the possibility of mistakes can occur. Once the process map is complete, areas that have opportunities for improvement are studied and questioned using the 5 Whys. The goal is to eliminate as many opportunities for error as possible.

UFR “As Is” Process Map Brown Paper (Best) Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE

UFR “As Is” Process Map White Board Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE

UFR “As Is” Process Map Word Excel Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE

Warehouse Consolidation “Five “S” Team 5 Whys Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE The 5 why's typically refers to the practice of asking, five times. Keep on asking why the failure has occurred in order to get to the root cause/causes of the problem. There can be more than one cause to a problem as well: -Lack of training -Equipment malfunction -Lack of communication The more times “why” is asked the less elusive the answers will be.

Warehouse Consolidation “Five “S” Team 7 Ways Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE A tool used to engage all members of the team. It forces ideas and combines concepts. Each members designs on paper his own solution to the problem based on the Critical to Quality (CTQ) requirements that the team and management have agreed on. CTQ are based on items that need to be present to make the project successful and supports the sustainment phase as well. Examples of CTQs are safety, quality, scheduling and cost to implement and sustain the project The members of the project brief each other on their concepts, trying to convince the team why their project is the best way to meet all the requirements. The team selects a base concept. It could be the existing operation or a new concept. The base is used to compare the challenging concepts. The winning concept is the one that best meets the CTQs using the Pugh Matrix system.

7 Ways- Concept Drawings Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE

7 Ways- Concept Drawings Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE

7 Ways- Concept Drawings Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE

7 Ways- Concept Drawings Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE Concept/Option 7 was selected as the base

Warehouse Consolidation “Five “S” Team Pugh Matrix Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE The Pugh Matrix is a tool used to facilitate a disciplined, team-based project for concept generation and selection. Several concepts are evaluated according to their strengths and weaknesses against a reference concept called “the base”. The ‘base” that is selected can be the current operation or a new proposed concept. The Pugh matrix allows you to: 1. Compare different concepts 2. Create strong alternative concepts from weaker concepts 3. Arrive at an optimum concept that may be a hybrid or variant of the best of other concepts.

Warehouse Consolidation “Five “S” Team Pugh Matrix Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE The Pugh matrix encourages comparison of several different concepts against a base concept, creating stronger concepts and eliminating weaker ones. Each concept that is rated receives an “S”, “B” or “W” as it is rated against each individual CTQ. - S = Same as base option (0 Points) - B = Better than base option (+2 Points) - W = Worse than base option (-2 Points As the concepts are rated the information is recorded and tallied. The concept with the highest points will be the one selected for the project. Computing the results: - Priority # x (S, B, or W) per CTQ - Add all the sum of the CTQ ratings from the option column.

Warehouse Consolidation “Five “S” Team Pugh Matrix Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE Critical to Quality Order of Priorities Concept/Options Base Highest Total Wins

Warehouse Consolidation “Five “S” Team Pugh Matrix Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE Compute the total 2 2 2 X 2 = 4

Warehouse Consolidation “Five “S” Team Pugh Matrix Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE Compute the total 5 -2 5 X -2 = -10

Warehouse Consolidation “Five “S” Team Pugh Matrix Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE Compute the total 4 4 X =

Warehouse Consolidation “Five “S” Team Pugh Matrix Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE Option 7 wins with the highest number Evaluate for the highest number Add the Sums

7 Ways- Concept Drawings Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE Selected using the Pugh Matrix

Warehouse Consolidation “Five “S” Team Target Sheet Warehouse Consolidation “Five “S” Team AWO AD-9 MEASURE 5S is the Japanese concept for House Keeping. When translated from Japanese language to English the terms all start with the letter “S” 1.) Sort (Seiri) 2.) Straighten (Seiton) 3.) Shine (Seiso) 4.) Standardize (Seiketsu) 5.) Sustain (Shitsuke) It’s the foundation of Lean Manufacturing No project can be successful without this basic principle in a strong sustainment phase.

Powder Plant UFR, Labeling and Packaging ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Before Kaizen After Kaizen Operation Problem Actions Taken Results Floor Layout The area was very cluttered and unorganized, no smooth work flow Organized the floor that was best conducive to work flow A much more organized area

Powder Plant UFR, Labeling and Packaging ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Before Kaizen After Kaizen Operation Problem Actions Taken Results Labeling/ Packaging The area was very cluttered and unorganized Deep cleaned and re-organized getting rid of non-essential items A much more organized area

Powder Plant UFR, Labeling and Packaging ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Before Kaizen After Kaizen Operation Problem Actions Taken Results Labeling/ Packaging The area was very cluttered and unorganized Deep cleaned and re-organized getting rid of non-essential items A much more organized area

Powder Plant UFR, Labeling and Packaging ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Before Kaizen After Kaizen Operation Problem Actions Taken Results Completed Prep area The shelves were in the wrong location and disrupted work flow Relocated the shelves and labeled each section. Easy to identify, promotes smooth work flow

Powder Plant UFR, Labeling and Packaging ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Before Kaizen After Kaizen Operation Problem Actions Taken Results DCE Corner The DCE needs to be cleaned often, this area is usually cluttered Cleaned area out, painted, labeled and marked “off limits” Safe- Visually clear this is an “off limits” area

Powder Plant UFR, Labeling and Packaging ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Before Kaizen After Kaizen Operation Problem Actions Taken Results UFR Corner This corner is very congested with traffic, wrapper, scales, pallet jacks Relocated the wrap machine to a different location. Safe- less traffic, opens up UFR powder rooms Wrap Machine UFR Scales Operators

Powder Plant UFR, Labeling and Packaging ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Before Kaizen After Kaizen Operation Problem Actions Taken Results UFR Scale The scale area was dark and un-noticeable- possible trip hazard Installed light, painted area, improved the fork lift “ floor stop” Very visual, additional safety

Powder Plant UFR, Labeling and Packaging ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Before Kaizen After Kaizen Operation Problem Actions Taken Results Blend Machine The belt guards were held in place by elastic cords Welded handles, hinges and latch systems Safer Operations Handles Latch

Powder Plant UFR, Labeling and Packaging ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Before Kaizen After Kaizen Operation Problem Actions Taken Results Bag Machine Sample spout There was no standard spout to fill pails Fabricated a spout system to easily fill pail orders Safer Operations, steady work flow, less waste “Pail Spout?” New Spout

Additional Improvements A Place for Everything… ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9

Additional Improvements ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Over Flow Valves Over Flow Drums (sealed)

Additional Improvements ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9 Over Head Floor Plating

Additional Improvements Tool Board ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9

Additional Improvements Visual Control Board ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9

Additional Improvements Work Station Board ANALYZE & IMPROVE Warehouse Consolidation “Five “S” Team AWO AD-9

Kaizen Newspaper Kaizen Newspaper CONTROL

Kaizen Newspaper Kaizen Newspaper CONTROL

Lessons Learned Keep an open mind Try anything once Check and recheck CONTROL Keep an open mind Try anything once Check and recheck It’s not easy to change an established culture Working together makes process easier Paint from top to bottom!

Powder Plant, UFR CONTROL

Any questions or comments?

Thank you, From UFR Kaizen Team ? dfsaasfasfsafasfsafasfasfa