SSAC Operation – Lean Journey TWI Summit – May 2008 TWI Presentation.pdf · SSAC Operation – Lean Journey TWI Summit ... The following slides give an example of where we’ve

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Cover Page

SSAC Operation – Lean Journey

TWI Summit – May 2008

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AGENDA

ABB – SSAC PRODUCTSAPPLICATIONSBUILDING CONSOLIDATIONLEAN BEGINNINGSJOB RELATIONSJOB INSTRUCTIONJOB METHODSRESULTSCONCLUSIONS

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AGENDA


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TYPICAL STANDARD PRODUCTS

Solid State output timers

Relay output timers

Liquid Level Controls

Voltage Monitors

Current Monitors

Vending Controls

Obstruction lighting flashers & monitors

Low Cost Flashers

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CUSTOM PRODUCT PROGRAM

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CUSTOM PRODUCT PROGRAM

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AGENDA


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ABB / SSAC Catalog Products in Action

•• Ice Ice ““HarvestHarvest”” TimerTimer

•• Pressure switch closes when Pressure switch closes when refrigerated grid is full of icerefrigerated grid is full of ice

•• Timer allows continued ice Timer allows continued ice buildup to create bridgebuildup to create bridge

•• Timer output triggers system Timer output triggers system reversal to eject ice cubesreversal to eject ice cubes

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•• Commercial Heating, Ventilation, and Air Conditioning Commercial Heating, Ventilation, and Air Conditioning ControlsControls

•• Line MonitorsLine Monitors

•• AntiAnti-- Short Cycle TimersShort Cycle Timers

•• Fan DelaysFan Delays

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•• Conveyor Extension Motor Conveyor Extension Motor OverOver--Current MonitoringCurrent Monitoring

•• OverOver--current occurs when conveyor current occurs when conveyor meets obstructionmeets obstruction

•• Control logic prevents further Control logic prevents further movement in same directionmovement in same direction

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•• Car Wash Vending ControlCar Wash Vending Control•• Control used with single Control used with single

denomination coins or tokensdenomination coins or tokens•• DIP switches set number of DIP switches set number of

coins and vending timecoins and vending time•• High current relay outputHigh current relay output

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•• Flasher for check out stand Flasher for check out stand lightslights

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AGENDA


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Previously Existing FacilitiesInsertion & Warehouse

15,000 Square Feet

Automated Assembly & Test

11,000 Square Feet

Automated Assembly & Test

23,000 Square Feet

Product Unit Team, Marketing, Engineering & Purchasing

16,000 Square Feet

72,000 Sq. Ft. total (includes 7,000 Sq. Ft. addl. Warehousing)

Building 4 Building 5

Building 3Building 1

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SSAC Facility Locations

Building 4 and 5

Building 1

Building 3

20 MinDrive

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To Building 3 or 4

Building I – Batch Process Flow Chart

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From Building 1

Building III – Batch Process Flow Chart

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From Building 1

Building IV – Batch Process Flow Chart

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We Combined 4 building into 1!

Cost Savings

Lower headcountShop floor personnel

Overhead personnel

Lower overall operating expensesUtilities

Taxes

Repair & maintenance

Retire old equipment and combine equipment usage where possible (savings of operating and maintenance expense)

Efficiency ImprovementsUninterrupted manufacturing lines from raw material to shippingNo time to transfer between buildingsAll manufacturing departments easily accessible to each other –no waiting for information or materialBetter use of space, especially the possible use of vertical space in material storageTake advantage of experience from rebuilding SSAC 3Easier access for office personnel

Why? – to reduce cost, to be more competitive, and to be more efficient

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Results of Consolidation Project – Spring 2005

43,000 square foot building9,000 square feet of office space

11,000 square feet of warehouse space

23,000 square feet of manufacturing space

ABB Inc.8242 Loop Road

Baldwinsville, NY 13027

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Newly Consolidated Facility

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VIDEO OF ABB-BALDWINSVILLE

PLAYPLAY

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AGENDA


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LEAN BEGINS – February 2007

In early 2007, ABB – Baldwinsville contracted with TDO to help improve performance of several key metrics

On Time Delivery

Efficiency & Utilization

In Process Defects

Material Shortages and Inventory Reduction

Revenue Improvement

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LEAN BEGINS – February 2007

Efficiency & Utilization, On Time Delivery, and Material Shortages Teams combined efforts to work on implementing Lean Manufacturing Methodologies

To avoid duplicated efforts

We determined Lean Manufacturing would benefits the performance metrics for each of these teams

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LEAN MANUFACTURING – Sub Cell #1

PC Boards advance from machine to machine one panel at a time

Reduces Insertion Department cycle time from 4 days to hours

Virtually eliminates WIP in the Insertion Department

SMT

ONE PIECE FLOW

AXIAL AUTO-INSERT R

AD

IAL

AU

TO-

INSE

RT

TERMINAL AUTO-INSERT

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LEAN MANUFACTURING – Sub Cell #3

Units advance from station to station according to the ‘designed’ cycle time

Reduces these operations cycle time from days to hours

Virtually eliminates WIP in this area

Final TestHi-Pot Clean &

LabelPackagingShipping

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ABBLE1 LEAN CELL

ADVANTAGES:Reduced Cycle Time from weeks to hours

Reduced In Process Defects

Reduced WIP by 50%

ISSUES:New KANBAN stock system

Different mfg. environment

Operators exposed to many new tasks

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AGENDA


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NEED FOR CULTURE CHANGE

Many employees had difficulty accepting the changing manufacturing environment

“This will never work…”

“I don’t want to stand up to work…”

“Why do we have to do this?”

One piece flow caused employee’s:Pace vs. others to be very public

Quality problems to be detected very quickly by subsequent cell positions

These changes caused an “emotional strain” on some employees resulting in behavioral problems

JOB RELATIONS to the rescue!!!!

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TWI Job Relations to the Rescue

TDO trained 20 ABB employees on TWI’s Job Relations Methodologies about one year agoThis training was very useful and well timed as we were just beginning that culture change of transitioning to lean manufacturing

The following slides give an example of where we’ve used Job Relations Techniques

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JOB RELATIONS in ACTION

Example Situation:

When employees were moved into the lean cell, we required them to stand. Previously, they could all sit.

One employee refused to stand, citing all a variety of reasons for not standing, including medical problems

This situation was resolved using Job Relations methodology

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ABBLE1 LEAN CELLLabeling and Packing is accomplished by one operator who receives units from functional test, labels them, and places them in the shipping box

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Comment:

We did not tell people in advance about this changeMostly because we didn’t realize it was a requirement ahead of time

STEP 1 – Get the factsStanding to work was a brand new requirement

Employee felt we couldn’t require her to stand

Employee didn’t understand why she should stand. What was the advantage?

Employee felt we were abusing her and being unreasonable

Employee threatened to get medically restricted from standing

We were making the requirement based on advise from TDO

Other employees objected to the standing requirement

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STEP 2 – WEIGH & DECIDE

Possible Actions:

Disciplinary Action against employee for insubordinationWould probably work in the end by forcing employee to stand

May get ‘hung up’ by a medical restriction

Would definitely create negative feelings towards management, which would be especially bad while trying to implement the new lean cell concept

Results of this action set a precedence for many others that didn’t want to stand

This employee was likely to retaliate against a show of ‘force’ from management

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STEP 2 – WEIGH & DECIDE

Possible Actions:

Change Rule & don’t require standingMakes employee happy

Wouldn’t serve the needs of the lean cell

Attempt to reason with employeeMay not work

We don’t have the experience to really make a case for standing

Could be a successful way of getting employee’s buy-in by asking their help to ‘figure out’ the advantage of standing

This individual was likely to respond to a request for her help to solve a problem than any other approach

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STEP 3 – TAKE ACTION

Chose to attempt to reason with the employee:Explained why TDO felt standing was advantageous

Told the employee that we needed her help to evaluation the merits of TDO’s recommendation to stand while working in the lean cell

Asked her to give standing a chance for a few weeks and we would then re-evaluate the requirement after the evaluation period

ACTION!!

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STEP 4 – CHECK RESULTS – SUCCESS!!!

Reasoned with employee and:She agreed to try standing for two weeks

After a few days, she found that standing worked much better than sitting because it was much easier to interact with the previous and subsequent cell operators

She found that standing all day actually helped improve a medical condition with pain in her leg

She became one of our biggest advocates of both standing while working in the lean cell and the lean manufacturing methodology, in general

CONCLUSION: Our actions solved the employee relation problem we had AND definitely helped production

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AGENDA


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NEED FOR TRAINING - JI

Lean Cells have required significantly more flexibility in their setup.

We needed to be able to move people around to different tasks quickly and easily

This frequent moving resulted in people doing jobs they were not fully trained for, since previously they would stay in a department and process work in batch doing the same set of processes every day

The result was poor quality and reworkFortunately, the lean process identified these problems early

WE NEEDED AN EFFECTIVE WAY TO TRAIN

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TWI Job Instruction to the Rescue

TDO trained 20 ABB employees on TWI’s Job Instruction Methodologies about one year ago

We were slow to take advantage of this training. It was initially used only for one application with limited success

With time & experience, the methodology because successful

The following slides give some examples of where we’ve used Job Instruction Training

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Soltec Wave Solder EquipmentIn Process Defects Team found that elimination of soldering defects required wave solder operators constantly:

Clean the solder pot and wave formers

Adjust the wave settings

Unfortunately, previous policy did not allow wave operators to adjust the machine settings at all

Wave Operators had to be taught how to adjust the machines based on it’s performance

How was this done effectively?

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ABBLE1 LEAN CELL

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Soltec Wave Solder Equipment - JI Training

Follow the JI CARD completely:Get everything ready ahead of timeTry out the training before working with an actual traineeUse actual materials vs. props whenever possible

Use all the instruction stepsUse STEP 1 – GET THE PERSON INTERESTEDIt’s very easy to just focus on the JI Breakdowns and only STEP 2 – PRESENT THE OPERATION & STEP 3 - TRY OUT PERFORMANCEIt’s just as easy to ‘forget’ STEP 4 – FOLLOW UP

Employees won’t come ask questions like you think they wouldExperienced employees will just migrate back to the old way of doing things if you don’t follow up, frequently

In some cases, we found the need to supplement with ‘general knowledge’

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Wave Soldering for Zero Defects

Get the person interested in doing the job:Why do we need good quality wave soldering?

Less rework for all post wave employeesBetter overall quality to the customerFewer catastrophic failures at testFaster cell cycle timeReduced lead timeDrive improvements in field failure metric (fewer returns)Improves efficiency by non-value added time reworking units with poor solder qualityLess in-process scrap

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No.

JOB INSTRUCTION BREAKDOWN SHEET

Operation: Operate Wave Solder

Parts:

Tools & Materials:

IMPORTANT STEPS KEY POINTS REASONSclick recipe proper menuclick load activates wavechoose AAA GOOD indicates 'ON'click OK confirm load

monitor all defects good qualitymain wave for bridges good qualitychip wave for skips good qualityuse smart wave, if needed good quality

no bridges good qualityno skips good quality

Load Initial Program

Check Results

Shut down

Adjust Waves

Soltec Wave Solder Equipment - Example JI BREAKDOWNs

No.


Operation: Turn on/off & adjust Chip Wave

Parts:

Tools & Materials:

IMPORTANT STEPS KEY POINTS REASONSmain wave on 1st won't workclick on icon activates wave'button' turns green indicates 'ON'observe wave confirm activation

click on rpm open change screenenter password securitychange number make changeclick ok confirm change

no bridges good qualityno skips good quality

click on icon stops wave'button' turns red indicates 'OFF'observe wave confirm OFF

Turn on chip wave

Check Results

Turn off chip wave

Adust Height

JI Fit well for procedural skills to operate the machine:

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Soltec Wave Solder Equipment - Example Additional Info

We supplemented the JI training with a power point showing:General knowledge on wave soldering

Visual examples

Descriptions of defects & how to address them

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How do we get good quality wave soldering? KEEP IT CLEAN:

Follow daily cleaning schedule using ‘picture book’ as a guideClean chip wave frequently: Every 2 hours or more frequently as needed to keep the wave consistent and smooth

MONITOR PERFORMANCE:Continuously watch carefully for soldering problems like bridges, skips, & overflows as product leaves the machine. Inspect every panel.

Listen to feedback from downstream operations for problems and react accordingly

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How do we get good quality wave soldering? ADJUST MACHINE TO KEEP PEAK PERFORMANCE:

Adjust chip wave heightVerify the chip wave is clean (visual)Adjust main wave heightAdjust flux deposition (get help)Verify proper solder level

Basic wave solder operation –addressed in JI trainings

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CLEANING IS CRITICALIf the chip wave does not consistently touch all of the bottom side of the boards, skips on bottom side parts will result

Blockages in the chip wave result in a ‘stripe’of missed solder for bottom side parts

Overall reduction of flow from dross accumulation will result in a wave height that is too low and does not contact the bottom of the boards enough

Chipwave w/ a blockage

Chipwave too low

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YOU MUST MONITOR THE SOLDERING RESULTS

Look at the units as they come out of the wave solder:Check for bridges

Check for skips

Check for blow-holes

Check for overflows

Check for solder webbing, etc

When you see problems, adjust the machine to eliminate the problems (more on this later in the presentation)

Be sure to record any adjustments in the Daily Wave Operator Log(form 562)

If you cannot fix the problem yourself, get help

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WHAT TO DO WITH SOLDER PROBLEMSThese are guidelines only. Use your own experience or get help

from a more experienced operator.BRIDGES:

Raise main wave. It should come up at least 2/3 of the way through the post holes. If it overflows, it’s too high.Sometimes, turning the main wave down has helped, too.Check the flux tank and nozzle. No flux or insufficient flux will cause bridges, or webbing.In an extreme case, try turning up the rpm’s on the flux pump.Check the pre-heat. Too much heat will burn off the flux, causing bridges and webbing.

BOTTOM SIDE SMT SKIPS:Make sure chip wave is high enough. It should be turned up until it is just short of causing overflows.Make sure chip wave is clean. Blocked or irregular chip wave will cause bottom side skips.Check the flux tank and nozzle. No flux or insufficient flux will cause skips.

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WHAT TO DO WITH SOLDER PROBLEMS

These are guidelines only. Use your own experience or get help from a more experienced operator.

BLOWHOLES:Usually, blowholes mean the pre-heat is too cold. If you see a significant number of blowholes, check the preheats

OVERFLOWS:Waves are set too high. May happen just after cleaning.

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Soltec Wave Solder Equipment - JI Training Results

QUALITYIn-Process Defects

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

6-N

ov-0

64-

Dec

-06

1-Ja

n-07

29-J

an-0

726

-Feb

-07

26-M

ar-0

723

-Apr

-07

21-M

ay-0

718

-Jun

-07

16-J

ul-0

713

-Aug

-07

10-S

ep-0

78-

Oct

-07

5-N

ov-0

73-

Dec

-07

31-D

ec-0

728

-Jan

-08

25-F

eb-0

824

-Mar

-08

21-A

pr-0

819

-May

-08

16-J

un-0

814

-Jul

-08

11-A

ug-0

88-

Sep-

086-

Oct

-08

3-N

ov-0

81-

Dec

-08

29-D

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8

Wee

kly

Def

ect C

ount

GOALACTUALLinear (ACTUAL)

GO

OD

BA

D

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CS400 Semi-Automatic Assembly Machines

One of our lean cell workstations is a CS400E semi-automatic assembly machine

This machines requires a significant amount of training to navigate it’s computer interface, zero & offset functions, and component insertion

Traditionally, this took lots of one on one supervision and weeks of very close monitoring of an operators performanceWe created several JI Breakdowns to ‘cover’ all the skills required for this function. An operator can now be trained enough to RELIABLY run the machine with high QUALITY in a short amount of time

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ABBLE1 LEAN CELL

We frequently now have one operator run both the Term Machine and a CS400. We did not have any operators trained to run both machines

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First Pass JI Breakdown for CS400 had 23 important steps

Determined the need to break the JI Breakdowns into several smaller trainings

Allowed an new employee to be ‘eased into’ the use of the equipment

The group of 6 new JI Breakdowns had to be ‘test-driven’ several times and refined

We had to evaluate the JI Breakdowns by training both new and experienced CS400 operators

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No.


Operation: Set Offsets

Parts:

Tools & Materials:

IMPORTANT STEPS KEY POINTS REASONS

Press 'SET OFFSETS' Starts programPress offset # Identifies which offsetPress 'ENTER' Get to next stepStart with offset #1 Correct order

Per process sheet Proper infoCenter circle in crosshairs Placement accuracy

Offset circle half green Completes offset setup

Start lower left ConsistencyCounter-clockwise Consistency

Verify program name Checks accuracyBrings carousel around Ready to build

1. Identify offset

3. Step on pedal

4. Repeat for each panel

5. Escape & footpedal

2. Jog to location


Example CS400 JI Breakdowns

No.


Operation: CS400 Startup

Parts:

Tools & Materials:


Twist it Don't breakWait Computer boots upHit Enter Continues startup

Twice Accesses machineNO' in middle How it works

1. TURN ON

2. ENTER PASSWORD

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CS400 Semi-Automatic Assembly MachinesExample CS400 JI Breakdowns

No.


Operation: CS400 Load Boards

Parts:

Tools & Materials:


Put board(s) on bottom bar Proper orientationSlide middle/top bar in place Holds in placeUse grooves Proper procedureTighten Holds in placeSame number left & right Square

Tight to boards Holds in placeBoth sides Holds in placeAvoid black area Won't work

Advances work

Loosen right side sliders Remove panelsDon't change other sliders Keeps setupPut in bin or on conveyor Proper handling

Put board(s) on bar Loads machineTighten right side slider to board Holds in place

1. SET HORIZONTAL BAR

3. POPULATE BOARDS

4. REMOVE BOARDS

5. RE-LOAD

2. SET SLIDERS

No.


Operation: Set Offsets

Parts:

Tools & Materials:


Press 'SET OFFSETS' Starts programPress offset # Identifies which offsetPress 'ENTER' Get to next stepStart with offset #1 Correct order

Per process sheet Proper infoCenter circle in crosshairs Placement accuracy

Offset circle half green Completes offset setup

Start lower left ConsistencyCounter-clockwise Consistency

Verify program name Checks accuracyBrings carousel around Ready to build

1. Identify offset

3. Step on pedal

4. Repeat for each panel

5. Escape & footpedal

2. Jog to location

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Operation: CS400 Build boards

Parts:

Tools & Materials:


Use two hands Prevents injuryOnly use pliers when req'd Too slowFlashing - Orientation per layout Reduce IPDHold down firmly Good clinch

Hold part firmly Good clinchRelease when table moves Leave part in board

Complete build

On component, every board Identifies bulider

Check back Long leadsShake boards Loose partsCall lead First piece check

In dividers Avoid damageSpacing Avoid damage6. Place in bin or on conveyor

1. Pick up parts & place part in lit holes

3. Repeat until done

4. Mark boards

5. Remove boards

2. Step on footpedal


Example CS400 JI Breakdowns

No.


Operation: Load Carousel

Parts:

Tools & Materials:


Push 'LOAD' button to start How it worksPush 'LOAD' button to stop How it works

Observe proper order Correct part in correct location

Press 'RESET' button Loads machine

1. Raise carousel

3. Lower carousel

2. Load trays

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Using KANBAN for floorstockWe established a floorstockKANBAN system to eliminate ‘kitting’ parts for the lean cells

We thought the KANBAN process was ‘simple’ and quickly explained it to the ‘customers’ of the system

Then, the emails started…KANBAN cards are missing

They’re using 2 bins at the same time

Parts are mixed

So, people were not using the KANBAN system correctly, but:

If the worker hasn’t learned, the instructor hasn’t taught

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ABBLE1 LEAN CELLKANBAN floorstock: A new process for everyone to eliminate the need to ‘kit’ jobs running in a lean cell

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Using KANBAN for floorstockNo.


Operation: Using Raw Material KANBAN

Parts:

Tools & Materials:


Numerical Order Easy to findUse open bag or earliest date FIFOOne bag at a time avoid confusionTake whole bag/box avoid confusion

Remainder after order put awayLeave bag open know active bagPlace in empty bin correct location

Only when empty triggers replenishmentPull more parts (see step 1) keep buildingDesignated bin proper placeIncrease KANBAN QTY? fewer card rotations

1. GET PARTS

3. TURN IN CARD

2. RETURN PARTS

We are confident that this JI Breakdown and Training will solve the problems with the KANBAN system

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Triplematic 1250 nightly clean & shutdown

‘Trained’ a second shift employee for weeks on how to clean this machine

Each morning, the job was not done ‘correctly’

Was the trainee at fault?If the worker hasn’t learned, the instructor hasn’t taught

What’s wrong?Need a JI Breakdown so we can perform a proper Job Instruction Training

There are special requirements associated

with cleaning the dispense head. If they are not done properly, the head clogs

and dispenses inconsistently

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ABBLE1 LEAN CELLThe need to be flexible in distributing workload through the cell has required us to frequently use inexperienced operators for the encapsulation process.

JI Breakdowns for this process are currently in development!!

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AGENDA


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STANDARD WORKIn order to use JOB INSTRUCTION effectively, you need to train using the ‘best way’ and this ‘best way’ needs to be done the same way every time

So, before JI Breakdowns can be created, the ‘best way’and ‘standard work’ for a job has to be determined

The JOB METHODS system is a great way to develop the ‘best way’ to do a job before writing a JI Breakdown

JM is also a great way to improve jobs on a ongoing basis

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JOB METHODS

What is Job Methods?Job Methods helps you produce greater quantities of quality products in less time by making the best use of the manpower, machines and materials available.

Why increase production efficiency?Remain Competitive

Reduce Costs

Improve Quality’

Increase Productivity

Deliver On Time

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Step 1 - Break Down The jobBe sure it is in detail

Detail means every single movement that is done including

Material handling

Machine work

Hand work

Use a “Breakdown” sheet

Be sure to perform the breakdown at the work site

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Step 2 – Question “Every” Detail

Why is it necessary?

What is the purpose?

Where should it be done?

Who is best qualified to do it?

How is the best way to do it?

Remember to question at the same time:

Materials, Machines, Equipment, tools, Product Design, Work Place Layout, Movement, Safety and Housekeeping

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Step – 3 Develop The New Method

Eliminate unnecessary Details

Combine details when practical

Rearrange details for better sequence

Simplify all necessary details

Work out the ideas WITH OTHERSWrite Up the proposed new method

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Step 4 - Apply The New Method

Sell your proposal to the boss

Sell the new method to the operators

Get Final Approval of all concerned on:

SAFETY

QUALITY

QUANTITY

COST

Put the new method TO WORKGive CREDIT where credit is due

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AGENDA


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RESULTS – What you really want

The combination of Lean and TWI implemented using teams to focus on specific strategic priorities is a powerful tool:

On-Time Delivery (%)

90%

92%

94%

96%

98%

100%

Q1-07 Q2-07 Q3-07 Q4-07 Q1-08

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FINANCIALWork In Process

50

100

150

200

250

300

350

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30-J

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27-A

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7

24-S

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17-D

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11-F

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8

10-M

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5-M

ay-0

8

2-Ju

n-08

30-J

un-0

8

28-J

ul-0

8

25-A

ug-0

8

22-S

ep-0

8

20-O

ct-0

8

17-N

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8

15-D

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8

Inve

ntor

y Va

lue

($K

)

WIP

GO

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BA

D



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FINANCIALUtilization

30%

40%

50%

60%

70%

80%

90%

100%

6-N

ov-0

64-

Dec

-06

1-Ja

n-07

29-J

an-0

726

-Feb

-07

26-M

ar-0

723

-Apr

-07

21-M

ay-0

718

-Jun

-07

16-J

ul-0

713

-Aug

-07

10-S

ep-0

78-

Oct

-07

5-N

ov-0

73-

Dec

-07

31-D

ec-0

728

-Jan

-08

25-F

eb-0

824

-Mar

-08

21-A

pr-0

819

-May

-08

16-J

un-0

814

-Jul

-08

11-A

ug-0

88-

Sep

-08

6-O

ct-0

83-

Nov

-08

1-D

ec-0

829

-Dec

-08

MO

Hrs

/ Pa

id H

rs

GOALACTUAL

GO

OD

BA

D



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AGENDA


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CONCLUSIONS - ADVICE

TWI works very well, especially during a period of change1. JR helps managers deal with the interpersonal problems associated

with changing environments (& everyday issues, too) in a fair & consistent manner

2. During a lean implementation, JI is critical to establish standard methodologies for cell operations & create a consistent, effective way of training or re-training operators on how to do a task

3. JM allows managers to use the age old advise “ask the operator –they know best” and transform it into something powerful. Training Group Leads and operators on JM allows them to express their improvement plans in a structured manner that is actionable.

Follow the methodologies as closely as possibleA dedicated resource that is committed to the success of a TWI implementation is critical to keep a TWI project moving forward and producing benefits quickly & consistently

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QUESTIONSAND

ANSWERS

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Documents

SSAC Operation – Lean Journey TWI Summit – May 2008 TWI Presentation.pdf · SSAC Operation – Lean Journey TWI Summit ... The following slides give an example of where we’ve