1. KAIZEN TEAM Dave Stelmachowski – Manager San Diego - 62 Robert Riggs – Manager San Francisco - 54 Adam Past – Lean Six Sigma Coordinator February 27 – March 4

2. WHY DID WE PICK THIS BRANCH TO KAIZEN?

3. Areas for Opportunities Before 1)Start a 5S cultural at the branch 2)Repair benches 3)Arbor press area 4)Testing and common tool area 5)Vidmars

4. 5S Standards 1)Identify areas to start 5S 2)Communicate the benefits of a 5S branch 3)Show the improvement and the gains in not having to look all over the branch for items

5. Before 1)Clutter at end of aisle 2)Ladder, Black & Decker sign, cardboard, and1184 items in middle of aisle 3)Clutter in the way of pulling stock from shelves After 1)Black & Decker sign thrown out 2)1184 items moved out of aisle and located under rack 3)Ladder located to another area

6. BEFORE 1)Cart located away from area that it is used in 2)No designated area to return cart to AFTER 1)Cart located in shipping and receiving area 2)Area for cart labeled and designated 3)Everybody knows where to look if they need the shipping cart

7. BeforeAfter

8. 1)Consistent message all throughout the branch 2)Areas are labeled and marked off for ladder, hand truck, larger carts, and larger repair tools

10. A Kaizen doesn’t mean we need to do a Martha Stewart type of clean-up. Let’s look at one area to tackle and then move to the next and so on. Remember ….

11. Repair Benches 1)Start a 5S cultural with the repair techs 2)Organize, straighten, and clean-up bench 3)Get rid off unnecessary tools, clutter, and garbage

12. Before 1)Excess wrenches, drill tips, screwdrivers, chuck keys, and blades 2)Wrenches are stacked on top of each other 3)Bench top unorganized and left a mess at end of day 4)Computer screen and keyboard are taken up space on top of the repair bench 5)More o-ring picks and drill tips

13. AFTER 1)Clean and organized space on peg board 2)Color coded tools to know if someone else has one of this tech’s tools 3)Open space on top of repair bench so tech doesn’t have to repair larger tools and another bench 4)Only necessary tools that “this” tech needs to complete his repairs on a daily basis are on his bench 5)All tools are within reach 6)Layout of bench is functionally organized to “this” techs needs 1 2 3 4

14. Let me take some time to try and fish out a part that I might or might not have in my parts drawer. Now let me look in another parts drawer and then another. BEFORE

15. AFTER 1)Items is parts drawers were thrown out and drawers were cleaned 2)Using a parts tray to keep drawer organized 3)Slots are organized by item 4)Repair tech will be held accountable to keep parts drawer in order 5)Manager will add parts drawer to 5S checklist to let repair techs know that this area will be audited

16. Arbor Press Area 1)Clean and organize arbor press area 2)Brighten up area 3)Get rid of unused, duplicate, and unnecessary clutter

17. BEFORE 1)Broken press plates 2)Duplicate punches, press plates, and sleeves 3)Unorganized, don’t know what we have 4)No area to set tool down 5)No area for hammer, rubber mallet, or Teflon spray 6)Clutter under bench 7)Dark and glooming

18. Arbor Press Area After After a long night of hard work the Kaizen team was able to give the repair techs a clean, bright, new arbor press area to work in.

19. AFTER 1)Florence light along with peg board was installed to brighten up the area 2)All sleeves, punches, and press plates are labeled and organized 3)Only necessary items are in the arbor press area 4)Location for rubber mallet, hammer, and Teflon spray 5)Room to set tool down and get arbor press set-up 6)Area under arbor press is cleaned and clutter was thrown out

20. Testing and Common Tool Area 1)Have one area that all the employees go to for testing batteries and chargers 2)One bench where all the unique tools are located 3)One bench where all the “one of” tools are located

21. Common Tool Area 1)Space not used utilized effectively 2)No clear idea what this bench is used for 3)Dark and unorganized

22. This area needed some light and with the help from Rob “Sparky” Riggs we were able to shed light onto this bench.

24. Common Tool Area After 1)All unique tools are located on the common tool bench 2)All tools are labeled so anybody will know what is missing 3)If there is only one of the tools in the branch it is located on this bench. No need to search any of the other repair benches to try and find it 4)Got rid of broken, duplicate, and unused tools

25. Testing Area 1)Create a centralized area to test all batteries and chargers 2)Get rid of duplicate and bad chargers and batteries 3)Eliminate clutter and unnecessary items on bench

26. Testing Area Before 1)Not all batteries and chargers are represented here 2)Boxes on bench used as a catchall to hold unnecessary items 3)Old, burnt out batteries, and broken chargers 4)Clutter under, on top of, and over benches

27. Testing Area After 1)Only testing equipment on testing bench 2)Quality paperwork located on testing bench 3)Opened space on top of bench to hold larger tools without having to move any items 4)Ability to charge all batteries and test all chargers 5)All batteries and chargers have designated and labeled spots

28. Vidmars 1)Reduce waste 2)Eliminate clutter 3)Recoup space and dividers within Vidmars 4)Help with space constraints with Porter Cable & Delta branch integration

29. "The No. 1 cause of waste is the failure to recognize that it is there." To eliminate waste, we must put on a different set of glasses

30. Vidmars Before 1)Vidmar drawer used to store excess hand tools and accessories 2)Drawers used to store parts that are not in inventory along with old and used parts 3)Most Vidmar drawers are in numerical sequence, but a couple are in bin location 4)Spaces left in drawers for parts that might or might not ever come back in

31. Vidmars After 1)Went through six Vidmars and recouped space equivalent to 1 ½ Vidmars 2)Part numbers that had a reorder quantity of zero we took out the divider 3)We have more dividers to use when integration of Porter Cable and Delta parts are incorporated 4)Down the road will be able to recoup more space when Vidmars are put into bin locations

34. Areas for Opportunities After 1) Repair benches - Increase work area - Reduce waste of motion and time - Eliminate “clutter” in parts drawer - Improve productivity 2) Arbor press area - Clean and brighten area - Eliminate duplication, waste, and clutter - A place for everything and everything in its place 3)Testing and common tool area - Create ONE area to test batteries and chargers - Eliminate clutter, duplication, and unnecessary items - Eliminate the need to walk to all repair bench to look for the unique tool we have in the branch 4) Vidmars - Recapture wasted space - Eliminated drawers used as storage for hand tools and for old used parts storage - Recouped space from six Vidmars that is equal to 1 ½ Vidmars - Identified going forward the use of bin location throughout all the Vidmars 5) Start a 5S cultural at the branch - Designate and label area all throughout branch for hand truck, ladders, carts, large tool storage, 1184, and etc.. - Introduce and explained the value of 5S checklist

35. Mike Denison Gary Anderson Lafayette Gray Mario Lopez Suwit Thames Dave Stellmachowski Robert “Sparky” Riggs James Bingham Anita Beard-Rodgers Adam Past THANKS TO ALL THE EMPLOYEES FOR THEIR HELP ON THIS KAIZEN Not Pictured: Sean Kelly

37. Any Questions....