Put this process in your plant and save BIG DOLLARS

1. Island of Excellence Training Agenda
 Safety - Video
 The Agenda
 Timeline
 Path to Excellence Pillar - .ppt
 Island of Excellence – .ppt
 Finishing/Converting Housekeeping - .ppt
 Island of Excellence – Assessment Process (Path to Excellence)
 Island of Excellence - Opportunities List
 Island of Excellence – Pad Lock Board .ppt
 Island of Excellence – List of Materials for LOTT Boards
 Island of Excellence – Crew Meeting Form
 Island of Excellence – Crew Meeting Expectations
 Island of Excellence – Action Plan Forms
 Island of Excellence – Tracking Results Form {Use Plant Actual}?
 The Certified Island of Excellence - .ppt
 Hand Out Certificates To Island of Excellence Attendees

2. Island of Excellence
 Safety
 Housekeeping
 Results Oriented
Maintenance
 Continuous
Improvement
Activities
 Short Term Results
 Long Term Results

3. Island of Excellence
 A Focused Reliable Method to
Elevate Machine Condition and
Performance to Sustainable World
Class Levels
• Break away from the “Status Quo”
• No more of the “Same Old, Same Old”

4. Island of Excellence
 An improvement process:
• Focused events with a dedicated team
• Machine condition and performance - achieve significant
results in a short period of time
 Phase 1 – Manufacturing Basics
• Ensure that machine and processes are safe, clean,
organized, well maintained and capable of achieving world
class performance results
– Safety, Housekeeping & Results Oriented Maintenance
 Phase 2 – Performance Results
• Sweet Spot Analysis / Top Speed – Non Stop
• Set Up Reduction
• Downtime Reduction
• Continuous Improvement

5. Island of Excellence
 Goals:
• 1st Year - 2012- Be the best in Jet Container
Company
– Machine Expectations = 75% or better (see assessment)
– Performance = 100% of Process Reliability Standards
• 2nd Year - 2013
– Machine Expectations = 100% or better (see assessment)
– Performance = World Class

6. Create Dedicated Team
 Dedicated team for each machine:
• Machine Operators
• Machine Maintenance Champion
• Machine Supervisor
• One Manager – GM, PM, Supt, QM, PRM, SM, CSM, etc.
• Facilitator – may be an outside resource
• NOTE – All team members should receive Machine
Specific LOTT Training
 Prework:
• Machine Goals
• Machine Performance Charts
• Machine Specs
• Top Orders

7. Expectations
 Safety
 Housekeeping
 Results Oriented Maintenance
 Continuous Improvement Activities
 Short Term Results
 Long Term Results
 Team will complete an Island of Excellence
Assessment to benchmark current condition and
create an Action Item List identifying opportunities
to improve machine and processes

8. Safety
 Machine is configured to be as safe as possible
• Guards, Curtains, Safety Signage, Organization, etc.
 Safety Reliable Methods are a way of life
• Standard LOTT Design, Boards & Training Procedures
• JSAs at machine and understood / followed by all
• No duct tape or baling wire on machine
– these are a symptom of something that has not been corrected properly
 The goal is ZERO incidents
• Safety Incidents can cause unnecessary pain and suffering and reduce
machine productivity
• Most Safety Incidents occur in “Upset Conditions”
• The elimination of upset conditions will improve Safety and Productivity
• Safety must never be compromised for productivity

9. Safety

10. Housekeeping
 A Place For Everything & Everything In Its Place
• Machine Area Layout – indicating proper layout and location of
LOTT Board, scrap, waste cans, tools, cutting dies, printing plates,
equipment, etc
• All tools readily available with a designated place
 The Machine “Sparkles”…
• Clean Surfaces
• Plant Colors
• Proper Lighting
• Deep Cleaning

11. Housekeeping – Machine - External
Before
After

12. Housekeeping – Machine - Internal
Before
After

13. Housekeeping - Organization

14. Results Oriented Maintenance
 Team approach b/w Maintenance & Operations
• Machine Maintenance Champions
 Maintain OEM (Original Equipment Manufacturer) Condition
• Essential Equipment Care
– Housekeeping, Lubrication, Preventive Maintenance, Calibration
– don’t just repair the problem - determine root cause of failure & eliminate
– PM’s Scheduled & Completed on Time
 Document all Work with Work Orders
 Plan & Schedule all Non-Emergency Work
 Maintenance Planning Meeting
 Use History to Improve the Quality of PM’s
 Condition Monitoring
• All machine controls & gauges are clearly and professionally identified
 The ultimate objective is zero unplanned downtime

15. Condition Monitoring

16. Condition Monitoring

17. Continuous Improvement Activities
 Goals
• Performance Ratio, Downtime, Speed, Set Up Time, Waste, etc.
 Performance Tracking
• Charting at Machine
• LED’s
 Recognition & Accountability
 Crew Meetings - Action Plans
• Daily Downtime Meetings (if DT over target level)
 Machine Calibration & Centerlining
 Top Speed - Non Stop

18. Phase One – Manufacturing Basics
 Island of Excellence Assessment
• Benchmark current condition and performance
• Measure Improvement
 Action Plan
• What needs to be done, by when and by whom
• Flipcharts at machine
 Crew Meetings
• Follow up with Action Plan during regularly
scheduled crew meetings

19. Phase 2 - Top Speed - Non Stop
 Agree on Machine Capability
• Machine Specs
 Sweet Spot Analysis
• Identify machine Sweet Spot
• Identify Top 10 Orders by quantity & frequency
• Choose “Focus Jobs” from Top 10 orders that
fall within the Sweet Spot
• Sweet Spot Analysis results should be used by
Sales & Customer Service to better understand
whether a job runs with higher or lower
productivity and by scheduling to determine
which machine is best for each order

20. Sweet Spot Analysis
Width (Machine Direction)
0-15 15-25 25-35 35-45 45-55 55-65 65-75 75-85 95-97 97+
Length (Cross Machine Direction)
0-10
10
10-15
3
15-20
2 1 9
20-25
25-30 Sweet Spot – Max Speed 8
6
30-35
5 4
35-37
37-48
7 Reduced Rate
48+ Out of Machine Capability

21. Phase 2 - Top Speed - Non Stop
 Top Speed Non Stop
• Goal is to run top sweet spot orders at top
machine speed with minimum downtime (without
affecting safety & quality)
• Effective preparation is key:
– Safety, Housekeeping and Preventive Maintenance must
be addressed ahead of time
– Orders must be scheduled, cutting dies and printing
dies must be in good condition, and all materials must
be ready to go
• Increase speed incrementally to identify issues
and eliminate – keep detailed log during process
– “Hit the Fast Button”

22. Phase 2 - Top Speed - Non Stop
 Top Speed Non Stop
• The exercise should show that significant
performance improvement is possible if
everything is organized effectively and machine
speeds are pushed
• The challenge is to get the processes in place to
be able to sustain top speed on an ongoing basis
in future

23. Short Term Results
 Safe, Clean and Organized Machine & Area
 Zero Safety Incidents
 100% or greater Machine Performance Ratio
• Downtime - less than Process Reliability standard
• Speed - greater than standard
• Set Up Time - less than standard

24. Long Term Results
 Single Digit Downtime
• Machine & Process Downtime under 5% for Corrugators &
under 10% for Finishing
 Average 75% of maximum machine speed
 Single minute Set Up Time
 Zero No Stock Downtime

25. Island of Excellence – Top Speed Non Stop
 BEFORE

26. Island of Excellence – Top Speed Non Stop
 AFTER

27. The Path To Excellence

28. Island of Excellence – Top Speed Non Stop
Machine Performance Ratio
120%
After!
100%
80%
60%
40%
Before
20%
0%
Jan Feb Mar Apr May June Jul Aug Sep Oct Nov Dec

29. Your Island of Excellence

30. Island of Excellence
F s m
rie.w v
• Have A Nice Day 
• Questions or Comments?

31. Your Questions

32. Contact Information
The Box Doctor
70 +Years Experience - LLC
Roger & Dean Maxson
475 Maplebrooke Dr. West
Westerville, Ohio 43082
Office/Home 614-899-0473
Cell 614-406-6145
Fax 614-899-9329
E-Mail: rmaxson@aol.com
ContainerExperts@aol.com
rmaxson@Columbus.rr.com
Web Site: www.MaxsonContainerConsultants.com
Skype # roger.maxson

33. Dean & Roger Maxson