Don Andrews 4-Blocker

Portfolio for Don Andrews
Current Goals
•Regional over 5 plants- main focus is Chalfont, Pa
- Union, North Brunswick, NJ- Union
•Implement Continuous Improvement Projects to
meet Inline Goal of 4.7M in Chalfont and 947K in
NBR
•Manage and Implement Kaizen events,
Maintenance Effectiveness programs, 5S,
Coaching of YB’s and GB’s
Management Titles Held
•Plant Operations Manager (position applying for)
•Regional CI Manager
•CI Manager
•Quality/Technical Manager
•Maintenance Manager
•Shift Supervisor
•Operator/Lead
•All Positions acquired as a promotion
Motivation
I am self driven motivated individual with the
desire to manage and to implement
improvements where needed.
I am a fair manager, willing to listen and involve
employees to improve their work place. I also
believe in holding employees accountable for
their goals and to take the necessary steps to
meet the expectations of the company and the
customer.
I have extremely strong trouble shooting skills
and can demonstrate the ability to train
employees and help them meet their company
and customer’s expectations.
Region Division
Sum of 2010
Budget
Target
Sum of 2010
Planned Hard
Benefits
Sum of 2010
Planned
YTD Hard
Benefits
Sum of 2010
Act YTD
Hard
Benefits
CON BRI 1,182,760$ 1,623,667$ 1,462,585$ 1,144,151$
YRK 879,300$ 983,141$ 930,133$ 901,999$
DIG MON 949,500$ 947,644$ 875,378$ 991,310$
CRG 84,000$ 85,833$ 59,305$ 83,016$
INL CHF 4,726,000$ 5,314,524$ 4,104,583$ 4,244,368$
NBR 947,550$ 1,252,559$ 743,529$ 1,047,895$
Grand Total 8,769,110$ 10,207,368$ 8,175,513$ 8,412,739$

Continuous Improvement Projects- Press 29 Results from Kaizen event
Enter Data in Blue & Gray cells only. 12/02/2010 Mike Keeny
P e rio d Gro s s Im ps N e t Im ps T o ta l Ws t N IJ H N IR S D T H o urs M R H rs Ve rs H rs R u n H o urs
2nd k e y
M etric
D o wntim e %
1s t Ke y
M e tric %
T o ta l Ws t Im ps S a v e d
H r
Sa v in gs
P a pe r
P o unds
S a v e d
P a pe r
S a v in gs
P ro ra te d
P a pe r
S a v ings
Ink
Sa v ings
La bo r
S av ings
P ro ra te d
Labo r
S a v ings A ct Sa v ings
P la nn e d
% T o ta l
Ws t
P la nne d
S a v ings
Baseline 48,717,795 40,903,100 7,814,695 6,046 11,312 1,826.6 991.8 54.7 3615.8 31.1% 16.04%
Apr-10 4,031,461 3,430,864 600,597 6,225 10,371 147.1 67.0 6.2 330.8 26.7% 14.90% 39,214 24.3 7,541 3,167$ 2,322$ 5$ 2,570$ 1,966$ 4,293$ 13.50% 6,973$
M ay-10 4,966,864 4,411,147 555,717 7,052 9,847 142.6 32.4 2.6 448.0 22.8% 11.19% 214,040 51.9 41,162 17,288$ 12,672$ 26$ 5,492$ 4,201$ 16,899$ 13.50% 6,973$
Jun-10 4,069,022 3,590,859 478,163 6,766 10,416 137.8 48.2 - 344.7 26.0% 11.75% 154,028 27.3 29,621 12,441$ 9,119$ 19$ 2,885$ 2,207$ 11,345$ 13.50% 6,973$
Jul-10 3,985,751 3,394,892 590,859 6,516 12,046 143.3 91.5 4.4 281.8 27.5% 14.82% 41,297 18.7 7,942 3,336$ 2,445$ 5$ 1,977$ 1,513$ 3,963$ 13.50% 6,973$
Aug-10 3,296,009 2,698,659 597,350 6,220 11,795 120.6 84.1 0.3 228.8 27.8% 18.12% (56,205) 14.3 (10,809) (4,540)$ (3,328)$ (7)$ 1,516$ 1,160$ (2,175)$ 13.50% 6,973$
Sep-10 3,060,053 2,532,223 527,830 4,812 8,297 142.5 73.3 5.2 305.2 27.1% 17.25% (30,597) 21.1 (5,884) (2,471)$ (1,811)$ (4)$ 2,234$ 1,709$ (106)$ 13.50% 6,973$
Oct-10 5,805,949 5,114,217 691,732 7,377 12,783 186.8 106.4 - 400.1 26.9% 11.91% 211,041 28.8 40,585 17,046$ 12,494$ 25$ 3,046$ 2,330$ 14,850$ 13.50% 6,973$
No v-10 4,850,730 4,324,435 526,295 8,541 13,933 130.6 63.2 2.1 310.4 25.8% 10.85% 224,478 26.9 43,169 18,131$ 13,290$ 27$ 2,843$ 2,175$ 15,492$ 13.50% 6,973$
Dec-10 13.50% 6,973$
Jan-11 13.50% 6,973$
Feb-11 13.50% 6,973$
Mar-11 13.50% 6,973$
797,297 213.2 153,32 6 64,39 7$ 47,203$ 96$ 22,564$ 17 ,261$ 64 ,560$ 8 3,680$
# o f M o s P e rio d
B a s e line 12 YTD 2009
B a s e line 48,717,795 40,903,100 7,814,695 6,046 6,046 1,826.6 992 55 3615.8 31.1% 16.0%
A nnualize d 48,717,795 40,903,100 7,814,695 6,046 6,046 1,826.6 992 55 3,615.8 31.1% 16.0%
A t T a rge t 48,717,795 40,903,100 6,576,902 6,402 7,046 1,700.0 992 55 3,615.8 26.7% 13.5% 1,237,793 126.6 238,037 99,976$ 73,282$ 149$ 13,397$ 10,249$ 83,680$
-$7,000
-$2,000
$3,000
$8,000
$13,000
$18,000
$23,000
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
Apr/10 May/10 Jun/10 Jul/10 Aug/10 Sep/10 Oct/10 Nov/10 Dec/10 Jan/11 Feb/11 Mar/11
DollarsSaved
%TotalWst
Period
Press 29- Convert Throughput Imp Project
Act Savings Planned Savings Planned % Total Wst 1st Key Metric % Total Wst

June 24, 2016
Kaizen Event on Press 29
Focus for Press Leaders will be to Reduce Waste & Downtime
Implement 5S MR Set up Tracking Housekeeping
Safety Safety
1 Pre-Makeready Makeready 1 Pull Up
s
t
P
r
e
s
s
O
p
e
r
a
t
o
r
2 Pre-Makeready Makeready 1 Pull Up
n
d
P NO No
r
e
s
s
O
p
e
r
a
t
o
r
R Pre-Makeready Makeready 1 Pull Up
o
l
l
No N o
T
e
n
d
o
r
Yes Yes
P Pre-Makeready Makeready 1 Pull Up
r
e
s
s
A
s
s
i
s
t
a
n
t
2 Hr prior to
Job s tart
No tify mainten ance of
ma kerea dyst art tim e
Reconcile job quantities
a nd va lidate pallet s in
ship ping area
Collect new jo b
informatio n
Org anize job
informa tion
Is t he job
o n
anothe r
press ?
Review
Imp ostio n
G et cor rect G o
Bye froma nother
press
No
Yes
Ass ign
Duties to
2nd
Pressman
Preset An gle
bars
Is the re
additiona l
equip ment?
St age
Equipm ent
Shut down press and
reco ncile paper work
f or job
No
Yes
Review and fillou t all
new job p aper work
Set up bay windo w
t rolley s and slitte rs
Setu p angl ebars ,
c ompensato rs an d
switches, preset alla ir
Is there
plow/glue
or s titch?
Set up plo wcon figur ation,
guide s and brush es or
gl ue / stitcher
Che ck fol der for setu p
requ ireme nts
No
Yes
Does t he
folder need to
b ein collec t
mode?
Does t he
fo lder
n eed a
la p adj?
Do the
nips n eed
to be
adjust ed?
Sett he fold er fo r
c ollect mod e
Set up th e fol der for the
correct lap
Set up th e nip sfor th e
c orrect size copy and s et
tension
Yes Yes Yes
No No No
Gr ease & rubb er an d
setup buck et
Preset Tilt Box and G MI
co lor fo r new job
Check web & ribbo n
Tens ion/Pu ll pre ss
Up
I s tension
OK?
Fin e Tun e Ten sion
Fi ne Tu neink & wa ter
settings&
Re gistr ation
Set Com pen sation
Web /Sheet Align ment
Slitters
Chec kcop yfor fold
and stacking iss ues
Isprod uct
savable?
F ind d efect and c orrect
Save Pr oduct
Yes
No
Yes
No
2 Hr prior to
Job s tart
Assign d uties to crew Setup idle
e quipment
Hang new proofs an d
p ut old proo fsawa y.
Collec t
plates and
proo fs
Is t heir
a in k
cha nge?
Prep tools for
makere ady
Switch to prope r
ink
Yes
No
M oun t wash up trays Perform blanket
an d rol ler wa sh T ake t rays off and clean
Is th ere any
blank ets th at
need
ch anged ?
Change out bla nkets
that are iden tified
Yes
Chan geou t any rollers
that are ide ntified
No Red uce Bu ssel Air
and Adjust Position f or
web size
Clean detector eyes
Pullp ress up an d app ly
f unctio ns Set up au to cut off A lign s heets Set register a nd bu ssel
Is product
savable?
Save Pr oductYes
No
Is there any
rollers that
need changed?
Yes
Ha ng pl ates
Insert Tec Turn
G asket sifNeeded
Set up tiltbo xes &
slitter s
2 Hr prior to
Job s tart
Is product
savable?
Save Pro ductYes
2 Hr prior to
Job s tart
Is product
savable?
Save Pr oductYes
Receiv e Du ties fr om2n d
O perator No tify R ollroom of J ob
Cha nge
Rece ive new pap er fro m
Rollro om
C heckPaper to see if it
matches job in formation
sheet for ne wjob
Ispa per
corr ect
for n ew
job?
Notify rollro oma nd
co mmun icate job
s pecifi cation s ofj ob
requiremen ts.
No
Prep too ls for Make ready Pre p Rags,solv ent
bott les, r oller w ash
chemi cals for roller &
blanket wash
R etriev e and Set up new
plates atunits
Yes Close out p revio us
job pa perwok. Set- up Reelstan d Take trays off an d clean
Are t here any
blan kets that
need
c hang ed?
Ar e ther eany
roller s that
need
cha nged?
Retrieve
Cardboard and
Skids
Run Web
Assist w ith required
Blanket Chang e
Assist with required
Roller Changes.
Assist with hang ing
Plates
Clean All Web Tilt B ox
Eye sand Web Break
Eyes
Assist W ith Running
Web
Assist Wit h Sheet
Alignment
Assist With Stacker
Fine Tuning
Complete CheckCopy
Requirements/No tify MIC of
Defects/Errors
Review U pcoming Job
Requirements with MIC/2nd
Press Operator
Review Required Makeready
Duties with MIC/2nd Press
Operator
Assist 2nd Operator with
Roller Wash
Clean Wash Trays
Install Dividers to Web siz e
Required
Clean Ends/Install Open
Pocket Compound
Assist With Upper
Plate Installation
Assist 1st Press
Opera tor with Front of
Press Set- up/Stacker
Fine Tune Bundle
Quality
Weight Verify
Bundle Amount
Double Check for
Savable Copy
* Co nstraint Lis t
* M ech/Elect List
* Jo b Req uirements
* Tr immer Set u p
* Shipp ing sign off
* VCRf ormsign of f
* Plate order form
* V CR Form
* J ob In fo
* F lags and Runlist
* Or ganize flags
* Go over VCR
* Og over Job info
* Conf irms ample
* Pull two sa mples
* Fold u p bo ok
* lay ou tribb ons
* Check page numbers
* Jo b requ irements
* Special set up s
* co nstrain t list
* TPM acti vities
* M ea sures etup
* Job Set up form
* Make ad js
* Ga ther h oses
* Ga ther cords
* Complete VCR sign o ff
* Complete Flags & Ru nlist
* Complete all ot her
* Job r equirements
* Who does what
* Time requir emen ts
* Idle F older
* Idle Stacke r
* Idle Reels
* Idle p low
* Idle Auxilia ry
* Stage plates
* Po st pro ofs
* St ore o ld pro ofs
* Po st ne wpro ofs
* Ch eck r equirements
* Flip val ves
* Plat e too ls
* Blan ket T ools
* Roller too ls
* was h up trays
* Was h Ch emica ls
* Che ck re quirements
* Cor rect size sk ids
* Car dboar d at r eels
* Job require ments
* ReviewsDuties
* Pape r Type
* Pape r size
* Time need ed
* Check Pape r Type
* In spect pape r
* p rep p aper
* Rollpaper work
* Ch eck p aper V CR Code
* Ch eck Jo b inf o
* Plate to ols
* Blanket Tools
* Roller tools
* wash u p tray s
* Wash Chemicals
* Prep Solv ent
* Fol d rags
* Prep Tray s at u nits
* Prep rolle r che micals
* Station p lates at units
* Se tplate s up by pla te ord er
* J ob req uirements
* R eviews Duti es
* Job re quirements
* Review s Du ties
* F illOut PIC form
* VCRF orm
* J ob In fo
* R ollpaper work
* Plate O rder
* F lags& Run list
* Mea sure Ribbo ns
* Job Setup form
* Check tro lley se tting s
* Inst allnew slitte rs
* Adj slitter tensi on
* Job Set Up form
* Meas ureB ars
* Meas ureC ompe nsato rs
* Set Switches
* Adj air
* Job s et up form
* Adjgu ides
* AdjB rushes
* Adjgl ue lines
* Adjst itcher
* Add w ire
* Job R equiremen ts
* Job S et up form
* A dj Collect se ction
* Jaws si lenced
* A dj Timing
* Adj lap ge ar
* Adj Knife box
* verify lap
* Set nip si ze
* Set nip te nsion * Che ck Job info
* Adj bucke t
* Ins tall ne w R-b ars
* Job set u p for m
* Ad jtilt to size
* Job /saved fil
* In stall trays/s et
* Ru n pre ss sp eed up
* Solvent wash
* Ch emica lclea n
* Ho twater
* Solvent Clean
* Fo rms/b lankets
* Remov e trays
* Clean t rays
* Store trays
* Remove W orn Blkt
* Insta llNew Blan ket
* Torqe Blkt
* remo ve wo rn ro ller
* Insta llnew roller
* Setr oller t o spe c
* Remove o ld pla te
* Installnew plate
* Lock dow n
* Adj Air
* Adj Posit ion
* Wipe ey es with cleaner
* Ch eckSensitivity
* Web M easu remen t
* Instal lgask et
* Web from reels
* Th rough units
* Th rough dryer
* Th rough cage
* Th rough Folder
* Prep Rolls
* Set Ar ms
* M ount Rolls
* Prep Splice
* A dj Se ttings
* R emo ve trays
* C lean trays
* Store trays
* Remove W orn Blkt
* Insta llNew Blan ket
* Torqe Blkt
* rem ove wo rn ro ller
* Insta ll new roller
* Set roller t o spe c
* Re move old p late
* Installn ew pla te
* Lo ck do wn
* Wipe eyes with cleane r
* Chec k Sen sitivity
* Web from reels
* Thr ough units
* Thr ough dryer
* Thr ough cage
* Thr ough Folde r
* Run p ress speed up
* Solve nt wa sh
* Chemicalc lean
* Hotw ater
* Solve nt Cle an
* Forms/blan kets
* Removetr ays
* Clea n trays
* Store tray s
* Remove o ld pla te
* Installnew plate
* Lock down
* Job set up form
* Adj d ivider s
* Clean ends of in k
* newl ubricant added
* Job Set u p req uirements
* Set up st acker bucke t
* Gap per
* belt spee d
* Stacker t able
* Air adj
* Che ck be lts
* Cru sher s etting
* Electhoo k up
* Lock down
* other Aux iliary setu p
* Set ten sions
* Align W eb
* Ad j Ink BallSpeed
* Ad j wate r
* Ad j ink keys
* Ad j Registrat ion
* Ad j air busse ls
* Adj web in tilts
* Adj sheet s
* Adj heads/tails
* Adj Slitter s
* AdjFold er
* Adjdelivery Speed
* Quality C olor? Adj
* Quality Fo ld? Adj
* Quality R egiste r? Ad j
* Quality B undle ? Adj
* Zip perin g? Ad j
* Baggy? Adj
* No dwell? Adj
* App ly speed
* App ly Fun ction Ink/water
* Align web
* Set Slitter b racke ts
* Set ey es
* Adj Auto c omp eye * Align Web
* Align Shee ts
* Adj c ompe nsatio n
* Set reg ister to cen ter
* A dj air Bussels
* F ine tun e reg ister
* Q uality Col or? Adj
* Q uality Fold ? Adj
* Q uality Reg ister? Adj
* Q uality Bun dle? Adj
* Align Web
* Align Shee ts
* Adj co mpen satio n
* Adj Gapp er
* Adj belts peed
* Air adj
* Other Au xiliary setu p
* Check text
* Check Conte nt
* Check Image s
* Check Codes
* Check for defects
* Quality Color ? Adj
* Quality Fold? Adj
* Quality Register? Adj
* Quality Bundl e? Adj
No
* Adj Gap per
* Adj belt speed
* Air adj
* Other Auxiliary set up
* Check Bun dle co unt/weight * Color ba lanced
* Go od re gister
* No Scum
* Go od Fo ld
* Q uality Col or? Adj
* Q uality Fold ? Adj
* Q uality Reg ister? Adj
* Q uality Bun dle? Adj
Fundamental Maintenance Backlog List Considerations
Press Leader- Mike Keeny Color Key Code
Convert Press 29 Maintenance Work to be Identified
Date- June, 2010 Engineering work to be identified
Press crew work to be identified
Is this a
problem ? Workorder Number Complete Date
Proper air pressure OK
Trim removal cyclone and piping clean Yes Old system final cutter needs support or moved, need trim
shoot connectors 4025575 Pending
Central vacuum system working properly OK
TOP / BOTTOM WEB ENKELS
Vacuum rollers in clean and in good condition Yes Have maintenance inspect and change out as necessary 4025577 Pending
Knives cutting properly OK
Nip rollers in good condition OK
Festoons level and tram OK
Web detectors working properly OK
Brakes in good condition OK
Bolster plates in good condition OK
Check for air leaks OK
All indicator lights working properly OK
All switches working properly Yes Eliminate splice delay, doesn't do anything
Hoist working properly OK
TENSION INFEED TOP / BOTTOM
Fife guides working properly OK
Web eyes clean OK
Dancer calibrated OK
Metering roller clean OK
Tach encoder calibrated OK
Drive belt in good condition OK
All switches working properly OK
VIPER IMAGING SYSTEM
Printheads m oving freely NA
Worm gears free of debris NA
Idlers in clean and in good condition NA
IR lamps working properly ( Check for bad bulbs ) NA
Web detectors working properly NA
Cue eye assembly in good condition NA
Printhead filters clean NA
REAR / FRONT MAINLINE IMAGERS
Printheads m oving freely OK
Worm gears free of debris OK
Idlers clean and in good condition OK
Ovens working properly ( Check for bad bulbs ) Yes Need centralized power supply
Web detectors working properly Yes Add portable web detectors 4025578 Pending
Cue eye assembly in good condition OK
Printhead filters clean OK
Platen working properly Yes Platen switch for imaging
MAINLINE GLUE UNITS
Rubber roller and anilox roller in good condition Yes Flat spot on main line 1 flexo unit R2R 4025579 Pending
Eccentrics working properly ( gap ) OK
Drive belt in good condition OK
Check all switches are working properly OK
Check dog ears on clutch OK
Web detectors working properly Yes Need web detec tors for both units 4025580 Pending
MAINLINE REMOIST TOWER
IR lamps working properly ( Check for bad bulbs ) Yes Need gear side lamp Added by Pres s Crew
Idlers clean and in good condition Yes Check grater roller for replacement
Check all switches are working properly OK
Check for glue build up in tower OK
Blowers working properly OK
Web detector working properly Yes Need a web detector Duplicate Pending
REGISTERED INFEEDS
All nips in good condition OK
Metering roller clean OK
All idlers clean OK
Drive belts in good condition OK
Fife guide working properly NA
Web eyes clean OK
All indicator lights and switches working properly OK
Clutch engage/ disengage working properly OK
Swing gear secured properly ( Stripped Bolts ) OK
RIBBON DECK
Main turnbar level and clean OK
Turnbars level OK
Compensators level OK
Turnbar and Compensator adjustment motors working properlyOK
Air hoses for turnbars in good condition Yes Need quick disc onnect for main turnbars 4025583 Pending
Slitter anvils in good condition OK
DSI pots working properly OK
Entrance idlers clean at each station OK
Worm gears free of debris and working properly OK
All indicator lights and switches working properly OK
PULL STATIONS
All idlers clean and in good condition Yes Missing idlers on first pull station after deck
All pull rollers clean and in good condition OK
Nips in good condition Yes First pull station needs better air supply for upper nips
All air regulators working properly OK
DSI pots working properly OK
All switches working properly OK
IDLER STANDS
All idlers clean and in good condition OK
Idler tracks on frame clean and in good condition Yes Install scribe lines on press rail
Adjustment gear on idlers in good condition and free of debrisOK
GUTS CUTTER
Air regulators working properly OK
Nips and nip assemblies in good conditi on Yes Investigate new nip style for guts cutter
Drive belts in good condition OK
Swing gear secured properly ( Stripped Bolts ) OK
Accelerator rollers in good condition and clean OK
Central Plant Utilities
Lean Sigma Tools

Problem Statement: During the baseline period of Mar-09 we
recorded NIMH of 9.68 and an Impression waste percent of 15.47%.
Our target NIMH is 12.0 and our waste target is 12.5% which
creates a gap of 2.32M-Imps/hr and 3% waste impressions. This
equates to approximately 2,118 hours of lost productivity and 3MM
waste impressions costing us $131.7M in additional labor and
$21.4M in paper and ink.
Project Objective: The objective of this project is to reduce the
NIMH and % Imp Waste gap by 50% and achieve a NIMH of 10.81
and an 13.98% Impression waste by Sep-09.
Benefit: This project will save $10.7M in paper and ink and $55.98
in labor cost for a total of $66.68M
Project Leader: Don Andrews
Measure Phase
Define
H461 Press Throughput Kaizen Event
Project Charter
Next Steps
Complete analyze and Improve phases.
14 Day Maintenance period
Fast Track 5S implementation
Project tracker showing improvement and Project on
schedule to close the beginning of July.
Phase Gates
4/1
5
4/2
2
4/2
9
5/6
5/1
3
5/2
0
5/2
7
6/3
6/1
0
6/1
7
6/2
4
7/1
7/8
7/1
5
7/2
2
7/2
9
8/5
8/1
2
S
ta
tu
s
Phase Gates
D1 Draft project charter
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
C14 Validate improvements
C15 Close project
I12 Implement solutions
C13 Establish control plan
I10 Identify solutions
I11 Assess solutions
A8
Generate root cause
theories
A9
Verify root cause
theories
M6
Establish baseline
performance
A7
Analyze process
performance
M4
Develop key measures
and data collection plan
M5
Assess measurement
system
D2 Document current state
D3
Develop project plan and
financial analysis
D1 Draft project charter
Apr May Jun Jul Aug
• Project is on plan per
schedule.
• Collecting data on ten
different measures.
• Completed SIPOC,
process map
Data Collection Plan
Project H461 Kaizen
What to Measure Type of Measure Type of Data Measurement System Operational Def'n
Data Collection
Method Sampling Plan
NIMH Count Attribute Pivot Table
Net Impression Per
Man Hour / 1000 Shop floor-CPR Daily-shift
Impression Waste Percentages Attribute Pivot Table
Gross minus Net
impressions/net*100 Shop floor-CPR Daily-shift
NIRS Count Attribute Pivot Table
Net Impression Per
Man Hour / 1000 Shop floor-CPR Daily-shift
Makeready time Time Continuous Pivot Table
The time that job A
completes to the Job
B saves Shop floor-CPR Daily-shift
UDT/cRH Time Continuous Pivot Table
Unplanned downtime
per 100 run hours Shop floor-CPR Daily-shift
Client Ordinal Data- CatagoricalAttribute Pivot Table Client name Shop floor-CPR Daily-shift
Basis Wtg Weight Continuous Pivot Table
Weight of a ream of
paper Shop floor-CPR Daily-shift
(Providers of the required
resources)
(Resources required by
the process)
(Deliverables from the
process)
Requirements Requirements
Customer Service Job Ticket
Two hrs prior to
end of job Able to plan makeready Meet Quality expectations Customer
Supervisor-Manager Makeready Set up sheet Computer Meet delivery expectations
Time Target Management
Effective Makeready
Safety
Instructions on tasks Press crew
Safety
100% completion
of required Tasks
Pressroom Support Position
Additional auxiliary
equipment
Equipment in
good working
condition
All auxiliary equipment
staged for set up
Equipment in good working
condition Press crew
Plateroom Stage Plates All plates staged at units Error free plates Press crew
PIC Assign Duties Crew understands tasks Duties understood Press crew
Receiving Order Paper Paper to start MR Correct paper Press crew
PIC-Supervisor Effective Makeready Plan
Meet time
Requirement Achieve time Goal Achieve time target management
Supervisor-Manager Skilled crew members
Effective
makeready Effective makeready PIC
Maintenance Constraint List
Address
Constraints Breakdowns minimized Failures minimized during run PIC-Supervisor
PIC-Supervisor Solid Plan
Effective
Makeready Achieve NIMH meet schedule Management
Meet target on MR, NIMH, Imp
waste and quality
PIC-Supervisor Constraint list
No Mech/Elect
failures No Equipment Failures
Achieve quality and meet
schedule Customer
Customer Service Quality requirements
Quality
requirements met Quality achieved
Equipment is well maintain &
operational Press crews
PIC-Supervisor Effective makeready
Achieve
10.81NIMH Acheieved %imp waste
Supervisor-manager Skilled crew members
Achieve 13.98%
Imp waste
(Top level description of the
activity)
(Anyone who receives a deliverable from the
process)
Pre-
makeready
M akeready
Two hrs
prior to end
of job
End of
Job
Run Job
Baseline Impression Waste Histogram
."03-01-09 through 03-31-09"
0
2
4
6
8
10
12
2.50% 3.50% 4.50% 5.50% 6.50% 7.50% 8.50% 9.50% 10.50% 11.50% 12.50% 13.50% 14.50%
% of Impression Waste
Numberoftimesitoccurred
Mean 0.069
Median 0.060
Mode 0.069
Stdev 0.020
Min 0.045
Max 0.125
This is Non Normal data- Data is to far to the left
its not a normal bell curve because there is a
natural boundry of zero.
Impression Waste Chart
."3-1-09 to 3-31-09"
3.75%
4.75%
5.75%
6.75%
7.75%
8.75%
9.75%
10.75%
11.75%
12.75%
13.75%
03/01/09
03/02/09
03/03/09
03/04/09
03/05/09
03/06/09
03/07/09
03/08/09
03/09/09
03/10/09
03/11/09
03/12/09
03/13/09
03/14/09
03/15/09
03/16/09
03/17/09
03/18/09
03/19/09
03/20/09
03/21/09
03/22/09
03/23/09
03/24/09
03/25/09
03/26/09
03/27/09
03/28/09
03/29/09
03/30/09
03/31/09
Period
%ImpressionWaste
Data 1 Median
Press H461 was the most
underperforming press in
both % waste and
throughput
Impression Waste by Press
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
YOR-H461A-3 YOR-H461B-4 YOR-H661-1 YOR-H662-2 YOR-T581-7 YOR-T663A-5 YOR-T663B-6
Presses
Waste%
16% 15%
8% 7% 5% 4% 4%
26%
52%
65%
77%
86%
93%
100%
0%
10%
20%
30%
40%
50%
YOR-
H461A-3
YOR-
H461B-4
YOR-
T663A-5
YOR-
H661-1
YOR-
T581-7
YOR-
H662-2
YOR-
T663B-6
%ImpressionWaste
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Baseline 1st level Pareto Chart
Data for Both metrics is non-
normal and show a significant
amount of variation

Process Improvement Ideas on the H461 Kaizen Event
Universal plow designed –
this will reduce MR time
by 1.5hrs when a plow
change is required
Design to slot angle bars
so that adjustments can
be made on the fly. This
will help reduce UDTcRH
and waste.
Velcro applied for ease of
Switching labels.
The job format requires
different label set ups, The
labels help reduce
confusion and save on
UDTcRH and Waste
New water finger design
will help reduce MR time
and waste
New divider design will
help in ink waste
A new ladder
was installed to
decrease
downtime for
making
adjustments to
plow. All
projects are
tracked for
completion
date.

Before and After Pictures of the H461 Kaizen/5S Event
Ten 55 Gallon drums of ink
sludge were removed and
fountains were repaired.
Which equates to $7,000
dollars of lost ink. These
actions aided in reducing
UDTcRH and ink waste.
B press decks were
removed to improve
housekeeping measures.
All units were cleaned and new
rubber was installed to decrease
ink drips and ink slinging.
New rubber will aid roller setting
issues and address quality
concerns.
New tool cabinet and tool
boards at folders will
stream line UDTcRH and
lower MR time. Also
installed a parts washer
and mobile work bench.
Before
After
Before
After
New drive belts, bearings
were installed throughout
press, this will help
reduce MDTcRH
New detector eyes were
installed to help reduce UDTcRH
for identifying web break issues.
Workbench was too small and
cluttered. No defined storage
space for tools, rags and
solvent bottles. Tools were not
cleaned after use due to not
having a parts washer.
Before
After
After
After

Problem Statement: Current layout of the pressroom is cluttered
with obsolete equipment, work spaces and traffic patterns - creating
an inefficient workflow and non-productive work environment.
Baseline measurement of 22, based the first "5S Audit Checklist"
Project Objective: To physically and electronically improve the
pressroom work flow through utilization of 5S tools. Track major
issues identified with the audit and the results of the improvements.
Help improve safety and work efficiency for pressroom employees.
Goal is to achieve and maintain between 121 to 140 Audit level,
after completion of 5S event.
Benefit: Streamline processes, reduce waste, and improve
efficiencies (In travel, workspace, storage and communication)
Project Leaders: Don Andrews & Terry Shockey
Pressroom 5S Event
Project Charter
Number of
Problems Number of Problems
Rating
Level
Division: 5 or more Red 0
Area Audited: 3-4 Red 1
Date Audited: 2 Red 2
Audited By: 1 Yellow 3
None Green 4
Category/Techn
ique
Item Rating
SORT Distinguish between what is needed and not needed
Observation 1 Are unneeded equipment, furniture, tool, etc. present? 1 0 1 2 3 4
Observation 2 Are unneeded items are on walls, bulletin boards, etc? 1 0 1 2 3 4
Observation 3 Are unneeded inventory, supplies, parts, or materials present? 1 0 1 2 3 4
Observation 4 Are areas present that are not sorted? (stock piles accumulating) 1 0 1 2 3 4
Observation 5 Is the work area (Floor, work aisle) clear and safely maintained? 0 0 4
Observation 6 Do Safety hazards exist? (Electrical, fire extinguishers, 1st Aid Kit, etc.) 0 0 4
SET IN ORDER A place for everything and everything in its place
Observation 1 Are there places identified for all items in the work place? 1 0 1 2 3 4
Observation 2 Are items located in their correct places? 1 0 1 2 3 4
Observation 3 Are workspaces and supply areas properly maintained? (stocked appropriately) 0 0 1 2 3 4
Observation 4 Are supplies clearly labeled in the storage space? 1 0 1 2 3 4
Observation 5 Are items put away immediately after use? 1 0 1 2 3 4
Observation 6 Are aisleways, workstations, equipment locations indicated? 1 0 1 2 3 4
Observation 7 Are inventory levels in accordance with designed layout space? 1 0 1 2 3 4
Observation 8 Is there storage space for employee's personal items? (coats, lunch boxes) 1 0 1 2 3 4
Observation 9 Are approved documents the only documents posted in the work area? 1 0 4
Ask Employees 10 Are there personal stashes of supplies, etc.? 1 0 4
Observation 11 Are unnecessary supplies and materials in the work place? 1 0 4
Observation 12 Are height and quantity limits obvious? 1 0 4
SHINE Cleaning and looking for ways to keep it clean & organized
Observation 1 Are floors, walls, and surfaces clean and free of clutter? 1 0 1 2 3 4
Observation 2 Are workspaces and aisles kept clean and free of clutter? 2 0 1 2 3 4
Ask Employees 3 Are cleaning materials easily accessible? 2 0 1 2 3 4
Observation 4 Are labels, signs, display cases, etc. neat and orderly? 1 0 1 2 3 4
Observation 5 Are chemical bottles clean and labels visible? 0 0 1 2 3 4
Observation 6 Is Delivery Area organized and maintained? 1 0 1 2 3 4
Ask Employees 7 Is Shine performed on the regular weekly/monthly schedule? 0 0 1 2 3 4
STANDARDIZE Maintain and monitor the first three categories
Observation 1 Do individual workstations conform to published standards? 0 0 1 2 3 4
Ask Employee 2 Are standards known, understood and clearly visible (Exhibits) 0 0 1 2 3 4
Ask Employees 3 Do checklists exist for daily and monthly 5S Events? 0 0 1 2 3 4
Observation 4 Are quantities and limits easily recognizable for consumables and raw mtls. 0 0 1 2 3 4
Ask Employee 5 Can supplies, tools, and raw materials be located in 60 seconds? 0 0 1 2 3 4
SUSTAIN Stick to the rules
Ask Employees 1 How many employees have not had 5S training? 0 0 1 2 3 4
Ask Employees 2 Were 5S events performed at their established frequency? 0 0 1 2 3 4
Observation 3 Are personal belongings neatly stored in designated areas? 0 0 1 2 3 4
Ask Employees 4 Number of times job aides (office supplies, packing materials) are not available. 0 0 1 2 3 4
Ask Employees 5 Number of times, daily 5s inspections were not performed by employee. 0 0 1 2 3 4
0-85 86 - 120 121 - 140
Pressroom 5S Audit Checklist
York
Pressroom
5S Team
Rating Scale
SORT - COMMENTS (Rating of less than 3 requires observation comments):
SET IN ORDER - COMMENTS (Rating of 3 or less requires observation comments):
SHINE - COMMENTS (Rating of 3 or less requires observation comments):
SUSTAIN - COMMENTS (Rating of 3 or less requires observation comments):
OVERALL - COMMENTS Overall Rating
22
After
Before
Measure Phase
1. Developing a comprehensive audit
5S checklist for supervisors and
managers.
2. Pressroom broken down into zones
for ease of implementation
3. Press broken down into (7) 5S
Zones with responsibilities mapped
out for each position
4. Crew members will conduct 5S
housekeeping on one zone one hour
prior to each make-ready. Each
zone should be cleaned once/per
week based on our current make-
ready schedule.
Next Steps
Before
After
The 5S team shifted to assist on
the 461 14-day maintenance event.
They 5S the delivery areas, painted
walls and prepped the floor for
paint. Gray color scheme will be
painted on the floor through out the
plant, starting with the H461Press
Define
Document the before state
photographically and conducted
baseline audit
1. Develop audit checklists for crew, supervisors
and managers.
2. Complete 14-day Maintenance period.
3. Complete
painting walls,
floor & press.
4. Complete
attacking the
constraint list.
5. Develop audit
schedule.
6. Start on next
Zone's)

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