1. 1  Established in 1964  Located in Escondido, Ca Company Vision: To be the most dependable, diversified and efficient job shop, dedicated to unbeatable excellence in customer service, quality and delivery  70+ employees  7 million in annual sales

2. 2 Manny Reyes- General Manager My name is Manny Reyes, I’ve been with C & H for 5 years and in manufacturing for the last 23 years. At some point in my career I’ve worked in all departments of the trade. Presently I’m enjoying the role of General Manager.

3. 3 An improvement tool that brings together employees from various departments to exam a problem, propose solutions and implement changes. There is no time constraint when it comes to a Kaizen event. They can take anywhere from 3hrs to 3 days. There is no time constraint when it comes to a Kaizen event. They can take anywhere from 3hrs to 3 days.

4. 4 C&H Machine Post Event Kaizen Leader collects data from work area related to upcoming Kaizen event -Review data Kaizen Leader confirms objectives with Process Owner and Champion Kaizen Team Leader appointed from work area Kaizen Objectives set and linked to Annual Improvement Plan Conduct training Assign action plans Create new standard work and training Collect feedback -Prepare report out PAC-10 Meeting -Present results -Event follow up and report out Implement any further improvements from feedback Feedback Collect feedback and improve process KAIZEN PROCESS Setup Preparation Event

5. 5 C&H Machine Process Worksheet Organization 1.Name of the Process :Kaizen ProcessSub-process of Operational Excellence Owner Manny Reyes 2.Customers and their Requirements – what each customer or segment needs/expects from your process: Planning 1 piece flow Customers On time product 1.Business Requirements – things the business demands of the process: Better and safe working environment 2.What triggers the start of the process: Bottle- Necks and Pact meeting agreement End of process: Completion of Kaizen’s targets 1.Measures of process effectiveness or efficiency are: 6. SUPPLIERS’ SPECIFIC INPUTS Internal or external suppliers’ specific inputs – materials, labor, resources, equipment, software, information, etc. 7. PROCESS STEPS Current steps or tasks involved in the process List in sequence, then develop flowchart. 8. PRODUCT / SERVICE OUTPUTS All products and service outputs given to internal or external customers Supplier NamesEMPLOYEESMANAGERSCUSTOMERS Specific Inputs VERBAL COMMUNICATION WORK FLOW ON TIME WORK LOAD 1.Pick an event. 2.Assign team members. 3.Set goals 4.Agenda/timeline 5.Perform tasks 6.Create work instructions 7.Accomplish goals. 8.Presentation to work force/management team. 9.Audit and monitor results Customers or Segments Names DEPARTMENTS LEADTIMES EMPLOYEES Specific Outputs ON TIME DELIVERY SHORTER STRESS FREE WORK ENVIOREMNET

6. 6 The Kaizen topic is chosen through the yearly strategic planning meetings/production meeting and or SWOT analysis. Team selected by Operational Excellence champion and Kaizen process owner. Brainstorm with team Determine problem areas Select goals Fill out the team charter. C&H Machine

7. 7 KAIZEN Event Charter

8. 8 C&H Machine Assign Tasks to Team Members Create an agenda/timeline Establish a new floor plan for better workflow

9. 9 Remove everything from area and discard items and materials that are not needed If needed, rearrange area to new floor plan Put everything back or in it’s new location Team members complete their assigned tasks during this time.

10. 10 INSPECTION KAIZEN BEFOREAFTER

11. 11 MATERIAL KAIZEN Pre-Kaizen Post-Kaizen

12. 12 Presentation is given to management team and work force. The Kaizen team displays their event on our communication board located in the shop. The purpose of having the Kaizen Event displayed is to communicate our accomplishments and to encourage continuous improvement throughout the shop. The purpose of having the Kaizen Event displayed is to communicate our accomplishments and to encourage continuous improvement throughout the shop.

13. 13 First 30 days we monitor the area and share with the team the results/improvements. Distribute area workers the “Process User Feedback” form. Have other departments review the new standard work we established. 6s audit sheets are used to monitor progress and maintain process goals. C&H Machine

14. 14 C&H Machine Process User Feedback Process: Name(s) of User Interviewed What is easy about following the process? What is difficult about following the process? What might make the work process easier or better?

15. 15 C&H Machine Thank you