1. Introduction: Throughout history and especially in today’s global economy, companies and agencies are constantly looking for ways to do more and more with less and less.

2.  Lean: A shortened name for Lean/Flow Technology. Lean is a tool that management utilizes to decrease time between customer order and shipment of product.

3.  Why would the UW-Stout Physical Plant be a good candidate for Lean?  Lean can be used anywhere, any company, any agency.  It gives the opportunity to owners and employees, managers and customers a chance to evaluate their processes and the tools to make changes / improvements.  Yes. Lean is perfect for the UW-Stout Physical Plant

4.  Lean is a subject with many sub parts. UW-Stout Physical Plant focuses on; Production efficiencies / value stream mapping 5S Inventory reduction Continuous improvement

5.  To begin the process of gaining efficiencies you must first define your product. Meaning what are your customers willing to pay for. Materials, labor and expertise involved in changing and maintaining campus. It was determined that the Work Order Process was the best place to begin. Remember to involve customers and employees.

6.  Value Stream Mapping - Before

7.  Value Stream Mapping – After

8.  What did we gain? L/T Lead Time, P/T Production Time Administration Support for Skilled Trades Past State L/T: 2.15 days P/T: 27 minutes Current State L/T:.5 days P/T: 18 minutes Data Collection and Charge Backs Past State L/T: 23.56 days P/T: 17.7 minutes Current State L/T: 7.56 days P/T: 8.5 minutes

9.  Electronic handheld devices used to provide information to the employee. Equipment history Daily labor sheets Work orders Area maps Part inventories  Electronic ordering in process Paperless systems Better tracking and information retention

10.  The 5S approach is a relatively simple, but powerful, method for shop floor improvement.  The 5S’s Sort Set in Order Shine Standardize Sustain

11.  Removal of everything that is not directly needed to do a job. Defective or excess quantities of small parts and inventory Outdated or broken tools and gear Old rags and other cleaning supplies Electrical equipment with broken cords Outdated memos, notices, and schedules

12.  Everything needed at the operation is arranged and labeled so that objects can be found as well as put away. Most people understand this but it is a time consuming step that is often rushed.

13.  Concentrates on keeping things clean and tidy. People enjoy working in a clean environment and are more efficient. Management must understand the importance on supporting “clean up time”.

14.  This S concentrates on the processes of the first 3 S’s Assign personnel the job responsibilities of the first three areas. Integrate these new job responsibilities into the daily work routine. Audit the previous two steps.

15.  It means to make a habit of properly maintaining correct procedures over time.  Sustain is the most difficult step for most groups. They have the drive for the first 4 steps but over time they grow uninterested.  If Sustain is successful, the company is much more able to implement changes.

16.  Current Project North storage  Future Projects Craft workers shop area Mechanical rooms Vehicles

17. After

18. After

19. After

20.  Working with Grainger Industries to accomplish inventory reduction. We are not experts in these systems so we are working with someone who is. We hope to reduce inventories of unneeded parts and replace them with long lead time items that are critical to the function of campus.

21.  Action Item Lists We meet weekly and go over the current state of projects we are working on.  Lean thinking expanding into other areas of the department. Employees more able and willing to change, if it is for the better.  Continuous Improvement is a mind set that must exist in everyone if you are to succeed.

22. Thank you.