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

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

3. 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.

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

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

6. 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

7. 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

8. 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.

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

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

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

12. 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.

13. 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.

14. 7 Ways- Concept Drawings
Target Sheet
Warehouse Consolidation “Five “S” Team
AWO AD-9
MEASURE

15. 7 Ways- Concept Drawings
Target Sheet
Warehouse Consolidation “Five “S” Team
AWO AD-9
MEASURE

16. 7 Ways- Concept Drawings
Target Sheet
Warehouse Consolidation “Five “S” Team
AWO AD-9
MEASURE

17. 7 Ways- Concept Drawings
Target Sheet
Warehouse Consolidation “Five “S” Team
AWO AD-9
MEASURE
Concept/Option 7 was selected as the base

18. 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: Compare different concepts Create strong alternative concepts from weaker concepts Arrive at an optimum concept that may be a hybrid or variant of the best of
other concepts.

19. 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.

20. 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

21. 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

22. 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

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

24. 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

25. 7 Ways- Concept Drawings
Target Sheet
Warehouse Consolidation “Five “S” Team
AWO AD-9
MEASURE
Selected using the Pugh Matrix

26. 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) ) Straighten (Seiton) ) Shine (Seiso) ) Standardize (Seiketsu) ) Sustain (Shitsuke)
It’s the foundation of Lean Manufacturing
No project can be successful without this basic principle in a strong
sustainment phase.

27. 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

28. 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

29. 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

30. 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

31. 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

32. 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

33. 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

34. 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

35. 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

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

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

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

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

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

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

42. Kaizen Newspaper
Kaizen Newspaper
CONTROL

43. Kaizen Newspaper
Kaizen Newspaper
CONTROL

44. 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!

45. Powder Plant, UFR
CONTROL

46. Any questions or comments?

47. Thank you, From UFR Kaizen Team?
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