1. 2013 – 2014 Two year Process
Improvement Summary
1 2013
2013 – March thru September– SubjectBuildingThree FinishedGoods/IDC – Pick time per line item
reducedfrom 6.67 minutesto 2.87 minutes132% improvement,38% improvementorderaccuracy
from 69 to 95 %,on time deliveryfrom69% to 99.67% a 42% improvement
Finishedgoodsbecame myfocal pointasdirectedfromKevinCampandRichardBurke due to its
consistentfailuretobe efficient,deliveryorderstimely,andaccurately.
 Initial Status – Before
o 69% orderaccuracy
o Average picktime perline item6.67minutes
o 70% ontime shipment,withshipmentsconstantlybeinglost
o Noticeable lackof structure anddiscipline
o No organization
o Lack of leadership
o Limitedknowledgeof systemandprocesses
 September–Afterandhas continuedtoimprove
o 95% errorfree
o Average picktimesperline item2.87minutes
o 99.67% on time delivery
 Improvementsmade
o One weektrainingwithrepresentativefromManhattan
 Due to havingthe properknowledge retrainedall employeesonpropersystems
and functions
 Leadershiptrainingfornew andcurrentmemberstobettermanage dayto day
workrequirementsandpeople
o Implementationof grouppickingtoincrease orderpickingspeedandaccuracy
o Removedwrongpeople,andhire the rightpeople
o Warehouse binrestructure andorganizationof racks – improvedworkflow and
increasedavailable space
o Implementationof 5S
o Createdandimplementedordercompletionshipped
 Createdautomatedspreadsheettouse barcode scannerto verifyeachpull
ticketas the orderis boxedandplacedonthe skidfor pickup,reduced“lost
shipments”98%.

2. 

 September–leftIDC,Chris continuedfocusandimprovementscontinue.Movedfocusto
Onsyte department.Initial immediateneedsuccessof D W hot stampjob,single largesthot
stampjob foreach yearoverone milliontags.
o Learnedhotstamp equipmentinordertotrain necessaryemployees
 Trainedfouremployeesone tempandthree full time employees
 Completedsuccessfullywithinrequiredtime frame
 Creatednewmethodtodocumentitemsproduced
 Creatednewdocumenttosimplifyandreduce dataentryinshipping
 Excel documentthatdoubledasa shiplistandcalculatedtoensure we
producedeachversioncompletely.
 Begantrainingof Onsyte leadership
 Before
o Limitedknowledgeof Monarch
o Poortime management
o PoorCommunication
 After
o FunctioningeffectivelyandIndependentinMonarch
o Dailytaskschedule processcreatedtoimprove time
management
o Improvedcommunicationtoscheduling,sales,management
hourly rate 10.50$
Avegage lines/ order 3.50
Orders from 3/1/13 to 12/31/13 14718.00
mins/line
min/ line in
hours
Avg mins/order
based on avg
lines
Avg time
per order
hours
Total time
mins
Total
Time
Hours Total Cost
Before 6.67 0.11 23.345 0.389083 343591.71 5726.529 60,128.55$
After 2.87 0.05 10.045 0.167417 147842.31 2464.039 25,872.40$
Variance/Savings 3.8 0.063333333 13.3 0.221667 195749.4 3262.49 34,256.15$
Average time to correct order/min 15
Order Accuracy Correctly Sent Incorrect Sent
Total time
correcting orders
Cost
Correcting
Orders
69% beginning 10156 4562 68430 11,975.25$
95% after improvements 13982 736 11038.5 1,931.74$
Savings 10,043.51$

3. 2 2014– CONTINUED FOCUSINONSYTE,ADDED NEW FOCUS IN FLEXO
 Onsyte
o Introducedandtaughtbasics of 5S
o Removedwrongpeople
o Hot Stamp
 Initiatedconceptforvariable speedmachine –to improve qualityandreduce
waste
 Beganwithone machine,byendof 2014 all three machines
 Creatednew make-readyprocess
o reduce make readytime by20%
o Reduce wastedstockby50%
o Initial jobtestedwas2014 D W
 25% reductioninlaborcostsavingson thisjobalone in
labor$1600
 Reduced runand make readywaste due to improved
machine designandmake-readyprocess
 D W estimatedrun/make-readywaste was11% of job
basedon twopreviousyear’sdatatotal of 159500 tags.
 Actual run waste 67500, able to add92000 tags to IDC
inventoryforfuture catalogsales,sale price of $1847.36
for all returned
 Createdandimplementedproductiontrackingcalculator/documentfor
employeestoknow dailyproductiontargets,andtrackhourly
production
 Createdandimplementedsignoff documentprocesstoensure quality
and accuracy of productfor eachjob.

o Perforators
 Standardizedoperationof machines –reduceddowntimeandimprove quality
Onsyte Savings
16% improvement in efficiency
Total produced pieces 2014 101,367,164
This year 2014 efficiency 75
Last year 2013 efficiency 69.54
Est Run hours 6973.98
Hours 2014 8578
Hours based on prev 2013 eff for 2014 est hours 9098.25
Variance hours 520.25
Hourly Rate 10.50$
Cost run hours 2014 90,069.00$
Cost run hours for 2014 based on 2013 efficiency 95,531.67$
Savings 5,462.67$

4.  Standardizedworkcells
 Standardizedtrainingtoreduce trainingperiod
 Createdandimplemented productiontracking calculator/documentfor
employeestoknow dailyproductiontargets,andtrackhourly
production
 Createdandimplementedsignoff documentprocesstoensure quality
and accuracy of productfor eachjob.
o Flexoand Sanki Presses – 56% overall reduction inspoilage,increase in efficiencyof
16%
 Dollar Savings for 16% increase in efficiency –FlexoPress

 Spoilage Dollars Saved2014 –
 2013 spoilage $12928.35
 2014 spoilage $8337.11
 Savings versuspreviousyear $4591.24
o FlexoManager Role and salary removedfor past 15 monthscost ofthis salary has
beensavedand will be moving forward. Savings of $75,000.
 Make-readyreductioninSanki press
 Addedone additional setof shaftsandgearstoreduce make-readytime
o New gearsreducedqualityissuesaswell inregistration
 Sanki run andrepairimprovements
 Reviewedandtrainedoperatorsonpropersetupof deliveryfingers
o Belttension
o Bearings
o Gear setup
Flexo Press Only Savings
16% improvement in efficiency
Total produced pieces 2014 28,467,654
This year 2014 efficiency 77.31
Last year 2013 efficiency 66.65
Est Run hours 5051.96
Hours 2014 6214.41
Hours based on prev 2013 eff for 2014 est hours 6744.37
Variance hours 529.96
Hourly Rate 18.50$
Cost run hours 2014 114,966.59$
Cost run hours for 2014 based on 2013 efficiency 124,770.78$
Savings 9,804.20$

5.  Deliveryfingersare 90% of Sanki downtime incorrect
torque and tensionwere the causingconstantfailures
of these part.Rootcause wasimpropertraining.
 Organized,Sorted,PlacedinBins,andlabeledall sanki parts
o Sanki parts were keptinnostandard setup andin three
differentareaswithverylittle organization.
o Many parts had beenorderedmultipletimeswithsome
exceeding50 of a single skudue tolackof organizationtyingup
dollarsinparts onhand and continuallyorderingbecauseitwas
not knownwhatwason hand.
3 2014OTHER AREA IMPROVEMENTS
 WorkedwithRB to reduce make-readyforsheetfed,created,implemented,andmaintained
effectivetrackingmechanismwithspreadsheetwhichprovidedinsightintowhere the issues
were andthe progressbeingmade.WorkedweeklyJanuarythroughMarch withthisdata.
 Createdtwoimprovedbox designsforthe twoprimaryhort tag boxes( HP166 and LOWBOX2)
o Newdesignwasinitiallytoaccommodate fornew L37 tag. Duringthe process I tookit a
stepfurther,the outcome wastwoimprovedboxesinsteadof justone new box.
 Resultsfornewbox designs
 Rightsizedfit,noun-necessaryspace frompreviousdesignsimproving
stabilityof productbeingshippedreducingpotential damage toproduct
or rubberbanding.
 Newsizesalsoyieldmore perboxesperskidbothinshippingto
customerand toIDC inventory.
o HP166 – 23% improvementinskidyield
 36 more boxesperskidon live ordershipments
 24 more per skidto IDC
o LOWBOX2 – 16% improvementinskidyield
 24 more per skidinbothordersand to IDC
 Reducedoverall space requirementsin IDC
o Savingsof 32 skidsgoingto IDCfor Lowesannually
o Labor Savings $2400 inmovingskidstobins
 Reducedshippingcostsinlive ordersdue tooverall skidpertruck
reduction.
o Cost of $491.52 perskidshipped
o Skidreductionof 50 peryear
o Savingsof shipmentcostandactual skidcost total $24976
 Fulfillmentjobsetupteamproject

6. o As part of the projectto have fulfillmentsetupteamstomanage incomingproductina
similarfashiontoIDCI participatedinprovidingthe following
 Creatingandimplementingtrackingspreadsheet forsetup timesandstepsto
helpidentifyareasof improvementandtrackimprovementsmade
 Createdlivingautomatedexcelvirtual warehousespreadsheettohelpmanage
productcomingintofulfillment.
 Binlocationswere created inbuildingone
 Trackingspreadsheetwasthenusedtoenteritemsstaged
 Wouldinformyouwhenyouneededtopull item
 Wouldinformyouwhenitemswere complete
 Providedliveupdatesandvirtual floormapof available space for
effectiveplanningandspace utilization.
 Helpedtolaygroundwork forevolvingintousingScale
 Summary
o
Total Savings 2013 and 2014 Fiscal Year
IDC Project 44,299.51$
Flexo/Onsyte 99,858.11$
New carton initiative 27,376.00$
Total Savings 171,533.62$