LEAN JOURNEY

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Lean:

LEAN provides a different way of looking at our operations.

The aim of LEAN is to reduce our cost base and increase our customer service levels by eliminating non-value added activities.

LEAN is a set of principles that requires:Standardized workVisual controlsClean work environmentContinuous improvementAssociate involvement

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OVERVIEW

Exactly what is LEAN?

• LEAN is a set of principles designed to eliminate waste that requires….– Standardized work

– Cross-functional involvement

– Simple visual controls

– Continuous improvement

“Admittance” is the first step

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• We must fundamentally change the way we operate:– Focus on steps of a process versus people within a

process– Involve everyone – Remove barriers to change– Change the paradigm

CHANGE STARTS FROM WITHIN. . . . .

To Truly Become Lean

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Three lean enemies 'waste', 'inflexibility' and 'variability' address all operational targets

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LEAN – 5S

• A method of creating a self-sustaining culture that promotes an organized, clean and efficient workplace where everyone is proud to work!

What is 5S?

IT’S A CHANGE IN BEHAVIOR, NOT JUST HOUSEKEEPING!

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5S

• Often a starting point in the development of improvement activities:– Gets all employees involved in the transition– Creates an environment needed to perform at high level– Makes the most of what is in place today

• Fosters the application of visual controls

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5S

Influences the entire organizationInfluences the entire organization• Leaders support it and are involved• Establishes RESPECT and pride of ownership• Self sustaining throughout• Improves productivity, safety, morale and confidences• Allows for standardization leading to continuous improvement• Real time image of performance

5S simplifies the business

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5s (Workplace Organization)

SORT“Remove” all items that are not needed for the workplace

SET-IN-ORDERMake a place for everything and put everything in its' place

SHINEThoroughly clean and inspect everything in the work area and restore everything to good, working order

STANDARDIZEDiscipline and structure to maintain the first 3 S’s (Sort; Set-in-Order; Shine)

SUSTAINEnsuring the system is followed – How!(Keep motivated through feedback and recognition)

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1. SORT

Remove items that are not needed in the workplace

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2. SET-IN-ORDER

Make a place for everything and put everything in its' place

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3. SHINE

Thoroughly clean and inspect everything in the work area and restore everything to good, working order

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The 3rd S - Shine

Shine

Clean

Inspect & Adjust

Make Ready for Use

Prepare to

Standardize

Establish

Baseline of Clean

Steps of Shine

Take Pictur

es

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How to Shine

• Clean equipment and work surfaces inside and out– Remove all dirt and debris from every corner

• Inspect for hidden deterioration– Look for leaks and cracks, loose or missing parts, and take

corrective action

• Make everything in the workplace bright, clean and like new

• Keep it like new with prescribed cleaning routines (S4 – Standardize)

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4. STANDARDIZE

Discipline and structure to maintain the first 3 S’s (Sort; Set-in-Order; Shine)

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The 4th S - Standardize

Train

Establish

Account-ability

Make Habit

Prepare to Sustain

Document

Standard Work

Steps of Standardiz

e

Standardize

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5. SUSTAIN

Ensuring the system is maintained.(Keep motivated through feedback and

recognition)

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Sustain

• Plan ways to keep 5S going until it becomes the “OfficeMax way”

• To sustain 5-S– Know why we do it– Keep the benefits in mind– Reinforce the concepts and discipline– Audit 5S progress and provide feedback– Create accountability– Recognize and celebrate success

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Sustainability Plan

• Create a plan to keep the benefits in mind and to provide the support and motivation to keep 5S in place: – Recognize the benefits– Provide resources and support– Communicate plans and progress– Provide training– Audit and give feedback– Reward and recognize efforts– Increase awareness– Model success

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Audits and Feedback

• Audits are performed during Gemba Walks and daily activities– Deviations are communicated during Tiered meetings– All have the responsibility in sustaining the methodology– We should welcome and encourage a peers feedback

• 5-S audit provides:– Self-evaluation– Coaching– Improvement opportunities

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Sustain – Guidelines for Success

• Prevents the backsliding of the first four S’s through– Awareness– Reinforcement– Discipline– Accountability

• Sustaining 5S will create a change in the culture making 5S the normal way of life

• 5S disciplines will become evident in other areas of work

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5S As a System

2. Set in Order

3. Shine

4. Standardize

5. Sustain

1. Sort

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Outlining/Shadowing

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Borders

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Our Desks

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Where we want to go. . .

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What happens if we don’t stay the course. . .

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TIMWOOD (Seven Deadly Wastes)

T TRANSPORTATION Moving cartons/items to various locations, from process to process, etc.

I INVENTORY Committing money and storage space to items not sold

M MOTION Moving cartons/orders more than the minimum needed to complete and ship them

W WAITING Waiting for processing – people & orders sitting idle during production

O OVERPRODUCTION Creating more cartons than required to complete or ship an order

O OVER PROCESSING Doing more "work" to an order than is required by the customer

D DEFECTS / REWORK Performing tasks that require rework to complete or ship an order

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1. TRANSPORTATION

Moving cartons/items to various locations.

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2. INVENTORY

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3. MOTION

Any motion that does not add value to the product or service

Unnecessary movement

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4. WAITING

Time spent waiting on supplies, information, people, etc.

to complete a task

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5. OVER PRODUCTION

Producing more information or product than the ultimate customer requires

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6. OVER PROCESSING

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7. DEFECT

Performing tasks that require rework to complete or ship an order

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Benefits of 5S

Eliminates many types of waste (TIMWOOD)

• Looking for things• Working around things• Reorganizing • Replacing lost items• Waiting• Breakdowns• Mis-picks• Damage to product

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Lean - Visual Controls

• The means, devices, or mechanisms that . . .– make problems, abnormalities, or deviations from

standard visible to everyone– display the operating or progress status in an “easy to

see” format– convey information– provide immediate feedback

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Lean - Visual Controls

•Picture

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VISUAL CONTROLVisual Control Document

Document # : In-Control 001 Creation Date: Mar 31, 2008 Task Name: Flow Rack Aisle Summary:

Below is a visual representation of how this area looks in a 5S environment.

Process: At the end of each work cycle, associates need to put the environment back into the manner that it was found. This practice displays a respect for one another and allows for the elimination of TIMWOOD.

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What does this tell you?

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What does this tell you?

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VISUAL CONTROL

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Lean – Kaizen

Kaizen Process

• A focused, dedicated, cross-functional team

• Assigned exclusively to address one specific area or problem

• Actually makes immediate improvements

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What is a Kaizen Event?

• A highly focused “assault” on an area or process to achieve improvement

• Small “incremental” improvement or continuous improvement

• Associate involvement

• Similar to “Sequestering a Jury” or being on “YTO”

• Goal is to achieve as many improvements as possible during a 1-5 day period

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Kaizen Event

• Extremely effective to quickly improve a process– Reduced lead times, reduced WIP, reduced scrap with little if any capital

improvements

• Provides for rapid improvement in the performance of a specific process without spending additional $$

– A focused, dedicated, cross-functional team (usually 8-10)– Limited period of time (3-5 days)– Trained to use Kaizen methodologies to work on a given process or problem– Actually makes immediate improvements of the work area

• Useful for demonstrating significant lean improvements in an extremely short period of time

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SPIN Process

• A process to collect and implement process improvement

S SIMPLIFIED

P PROCESS

I IMPROVEMENT

N NEEDED

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SPIN Process

• A process to collect, track and implement process improvement opportunities

• Fosters a team approach between management and floor associates

NeededWHAT?

WHEN?

WHERE?

SIGNIFICANCE

Date of Report:Author of Report:Date SPIN Completed:

Savings: Total Savings Identified:One-time savingsOn-going savings Period for savings to start:Not Applicable

Cost

Type of SPIN

Simplified

What is the problem?What do we wish to not recur

When did it happen?Chronological time: actual date & time

Why are we working on this?

Implication to the facility / business

SafetyService / Quality

Frequency

Investigation Costs

Safety

Environmental

Revenue

Cost

S P I NImprovementProcess

Where did it happen?Specify the exact location of the event

Relative time: what was happening in the area environment this event occurred

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Why SPIN

• The SPIN process is a means to capture problems identified . . .– By associates – As barriers to production on area MDI boards– From Gemba walks conducted by the

management staff prior to Tier 1 meetings (shift start meetings)

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PROCESS

• How to Proceed:1. A problem is identified

2. Together the supervisor & associate fill out a SPIN form to make sure the problem is captured correctly a) What? = What is the problem?

b) When? = When does the problem occur?

c) Where? = Where did the problem occur?

d) Significance = How does this problem effect the operation

3. Supervisor takes the form and posts it in the SPIN area (SPIN Creation) section

4. SPIN administrator will add to Tracking database and schedule a vote date

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SPIN Exercise

Issues identified• I have to travel to the back of aisles 251-261 to pick product

consistently

• Signs are missing in aisle 256

• Pallets continue to get loaded onto the wrong truck

• During my shift, I have to go to the back stock area multiple times to locate product

• Product continually gets stuck in between the rollers of the flow rack

• During my shift, I continually have to re-stack pallets as the heavy product is on top of light product

• Shipping lanes are backed up shutting down the conveyor & stopping production

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Example

NeededWHAT?

WHEN?

WHERE?

SIGNIFICANCE N/A

S P I NImprovementProcess

Where did it happen?Specify the exact location of the event

Relative time: what was happening in the area environment this event occurred

I have to travel to the back of aisles 251-261 to pick product consistently

Occurs multiple times during my shift

Aisles 251 - 261

Frequency

Investigation Costs

Safety

Environmental

Revenue

Cost

Simplified

What is the problem?What do we wish to not recur

When did it happen?Chronological time: actual date & time

Why are we working on this?

Implication to the facility / business

N/A

N/A

Extra 26' driven by each bulk puller 10 times each night

Daily

N/A

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SPIN Voting Board

No.SPIN Idea

SPIN Description10 – 4 Vote

Captains Voted

1 Travel to back of aisle

I have to travel to the back of aisles 251-261 to pick product consistently

Captain 1

Captain 2

2 Signs are missing

Signs are missing in aisle 256Captain 3

Captain 4

3 Pallets on wrong trucks

Pallets continue to get loaded onto the wrong truckCaptain 5

Captain 6

4 Back stock picking

During my shift, I have to go to the back stock area multiple times to locate product

Captain 7

Captain 8

Captain 9

5 Product stuck on rollers

Product continually gets stuck in between the rollers of the flow rack

Captain 10

Captain 11

6Heavy product on top

During my shift, I continually have to re-stack pallets as the heavy product is on top of light product

Captain 12

Captain 13

7 Truck Loading

Shipping lanes are backed up shutting down the conveyor & stopping production

Captain 14

Captain 15

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SPIN 10-4 Voting

10 – 4 Voting is a process allowing each Lean Captain to vote on the priority of the SPIN documents

Each person receives 10 votes and can vote up to 4 on one item

All SPIN documents will be addressed, this just helps identify which ones to work on first based on resources

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SPIN Voting Board

No.SPIN Idea

SPIN Description10 – 4 Vote

Captains Voted

1 Travel to back of aisle

I have to travel to the back of aisles 251-261 to pick product consistently

Captain 1

Captain 2

2 Signs are missing

Signs are missing in aisle 256Captain 3

Captain 4

3 Pallets on wrong trucks

Pallets continue to get loaded onto the wrong truckCaptain 5

Captain 6

4 Back stock picking

During my shift, I have to go to the back stock area multiple times to locate product

Captain 7

Captain 8

Captain 9

5 Product stuck on rollers

Product continually gets stuck in between the rollers of the flow rack

Captain 10

Captain 11

6Heavy product on top

During my shift, I continually have to re-stack pallets as the heavy product is on top of light product

Captain 12

Captain 13

7 Truck Loading

Shipping lanes are backed up shutting down the conveyor & stopping production

Captain 14

Captain 15

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Lean Captain Program

• What is a Lean Captain– Floor liaison or spokesperson to LEAN– Assists in identifying and documenting SPIN ideas– Votes on priorities of SPIN prospects– Is a leader in implementing SPIN strategies– Assists management staff in relating LEAN to daily duties– Audits areas for 5S sustainment

• Choosing Lean Captains– Associates from all areas– All shifts should be represented– Associates who are excited about Lean– Associates who are vocal with peers

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All for one; One for all