This document summarizes Lauren Armpriester's internship project at Worthington Industries during the summer of 2018. The primary project was gathering and analyzing data for the Blank press to help prepare for an upcoming Kaizen event. Data collected included cycle times, downtime reasons and durations. Additional accomplishments included updating value stream maps for RDI and Helium processes and identifying issues causing downtime on the silk screen process. Lauren also learned about Worthington's values and lean manufacturing terms and processes through participating in a Kaizen event and observing different areas.

1. WORTHINGTON INDUSTRIES
INTERNSHIP PROGRAM
BY: LAUREN ARMPRIESTER
AUGUST 2018

2. BLANK PRESS
My primary summer project was to gather and analyze data for the
Blank press and to help prepare for upcoming PFEP Kaizen event
Blank Press Cycle Time
9.5 (260) 9.5 (320) 9.5 (400) 12 7.5
Seconds
per Rack 563.45 489 372 534 353
Seconds
per Piece 0.47 0.47 0.50 0.51 0.78

3. BLANK PRESS
Note: Paducah’s blanks
take four times longer
than the 9.5” and 12”
Cycle Time for Paducah’s Blanks
Fill
Pallet
Wrap
Pallet
Fill &
Wrap
Total
Pallet
1 & 2 2,285 2,101 4,386
Pallet
2 & 3 2,040 1,800 3,840
Total
Seconds 4,325 3,901 8,226
Seconds
per Pallet 1,081 975 2,057
Seconds
per Piece 1.08 0.98 2.06

4. BLANK PRESS
Machine Down Time Over Five Days
Coil
Change
Printing
Tags
Take Out
Scrap
Scrap
Hopper
Off Track
Die
Change
Switching
From
Paducah
Average 17.12 28.02 17.33 33.5 30.5 25.3
Total 222.6 84.06 86.64 67 61 25.3
*The total down time for the machines observed was 546 minutes or 9 hours

5. BLANKS PRESS“OnePointLesson”
Contact Person(s):
% Improvement: Space Inventory Lead Time Quality Safety ProductivityN/A N/A X XN/A N/A
Date: 6/21/2018 Blank Press Idle Talley
We are gathering data for the upcoming Kaizen eventand looking into ways to producean increasingamount ofblanks for
Paducah while maintainingeveryone's safety.
Goal:
Important notes:
1. When the blankpress is idle(paused or turned off)begintiming
2. Stop the timer when the machine is runningagain, and thefirst finished blankfalls into therack
3. Categorize the idle time as either a“Coil change” “Diechange” “Emptyingscrap” or “other”. Allofthe sheets are
titled and located next to the operator panel, exceptthe emptying scrap sheet is located on the forklift.
4. Record the time by circle the number that corresponds to the amountoftime it took (always round up)andthen fill
out the rest ofthe sheet with the dateand your crew.
Process:
Lauren Armpriester
Title
12 to 9 1/2
Recorded
time
#1
#2
6/21/18 B
Add
Label
#
*If you are doing two activitiesthat cause idle time such as acoil,and ascrap changethan stop thetimer
when you are finished withone task, andbegin thetimer when you start the next one.

6. BLANK PRESS
Taking Out
Scraps
Coil
Change
Die
Change
Receiving
Coils
Total
Minutes 1,420 1,795 1,744 1,219
Average 10.07 14.02 60.14 25.94
Daily
Occurences 4.40 3.97 0.90 1.50
Top 4 Categories (Within 32 Days)

7. BLANK PRESS
Help
Pressroom
Moving
Full or
Empty
Racks Forklift Pre-shift 6S
Blank
Press
Printing
Tags
Racks
Stacking Other
Total
Minutes 555 464 230 136 163 486 158 192 1,708
Average 30.83 17.85 12.11 11.33 10.19 48.6 7.52 27.43 46.16
Daily
Occurences 0.59 0.81 0.59 1 1 0.31 0.66 0.22 1
Additional Categories (Within 32 Days)

8. BLANK PRESS
Production Plan

9. RDI AND HELIUM
Additional accomplishments this summer:
Updated the RDI
and Helium value
stream map

10. RDI AND HELIUM
Stretch Wrap Machine Time (RDI) Stretch Wrap Machine Time (Helium)
1 82
2 81
3 81
4 82
5 82
6 82
7 82
8 82
9 89
10 82
11 82
12 82
13 82
14 82
15 82
16 82
17 82
1 81
2 77
3 73
4 82
5 80
6 81
7 73
8 72
9 79
10 81
11 72
12 79
13 72
14 79
15 107
16 107
17 80
Machine time
varies from 72-
107 seconds

11. SILK SCREEN
 By observing the silk screen, I identified two major issues
causing downtime
 Dry outs
 New operators
 Solution: Just-do its
 Update the SOP and JI
 Add a button or automatic to fill the black ink

12. CC3
Overall Equipment Effectiveness (OEE)

13. WHAT I LEARNED
 I learned about Worthington’s philosophy and how a company
demonstrates their values everyday.
 By reporting to Joe, I learned how to calmly address urgent
issues and how to effectively lead a team by demonstrating
that he cared for his team.
 By timing and observing the process, I learned the
manufacturing process for cylinders.
 I also learned a wide variety of lean terms (9 box, Takt time,
TPM, OEE, and PFEP), and problem solving.

14. FEEDBACK
In the future it may be beneficial…
 To shadow Jeff Campbell or Mike Rainey in order to see there
daily responsibilities, and learn from them.
 To provide a laptop for the summer and access to the shared
drive
I really enjoyed participating in a Kaizen event my first week.
 It helped me become acquainted with the terms
 It also helped me get in the mind set to be thinking of possible
rapid experiments