This document summarizes a waste reduction workshop held by Trust Technologies in Mentor, Ohio from September 8-10, 2009. The workshop was led by Exercise Lean and focused on applying lean manufacturing principles to reduce waste in a production cell over three days. Areas of waste identified included excessive travel distance, downtime, and quality defects. Through applying tools like value stream mapping and 5S, a new cell layout was developed that reduced travel distance by over 300 yards and aims to produce a part every 60 minutes. As a result of these efforts, the company has increased production from 30 to 100 units per week while achieving a 20% profit margin.

1. Trust Technologies – Mentor, Ohio
Sept 8 – 10, 2009
Trust Technologies, Inc – Mentor, Ohio
Waste Reduction Workshop
F119 Cell Pt # 524P235-01

2. Trust Technologies – Mentor, Ohio
The TEAM
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3. Trust Technologies – Mentor, Ohio
Agenda – Hoshin Workshop
• Day One 8am to 4pm
• 20 Principles & 7 concepts of Lean –John Petak
• 8 Forms of “TIM WOOD “ Waste – John Petak
• 6 Rules of Quality – drive Quality First concept – John Petak
• Defined 17 process steps VA 41% NVA 59% - Team
• Defining the Current State VSM – Team (High Level Map) -Team
• Calculate Takt Time for 4 part references TT = 114 minutes or 6857 sec - Team

4. Trust Technologies – Mentor, Ohio
Agenda Hoshin Workshop
• Day Two
• Review day one findings / lessons learned
• Gather inventory data on all 17 process steps ( 85.7 days) Lead time
• Kaizen Process overview with A3 Report out , Business case establish
• Build current state metrics ( Distance part travels, inventory, manpower, cycle time,
changeover time and first time yield or FTQ).
• Construct future state map and U shaped cell

5. Trust Technologies – Mentor, Ohio
Agenda Hoshin Workshop
• Day Three
• Review the past two days
• Prepare new layout without “Tim Wood” waste
• Build Plan, Do, Check and Act worksheet
• Finalize A3 Report out
• Measure equipment footprint to construct new layout
• Management Report Out

6. Trust Technologies – Mentor, Ohio

7. Trust Technologies – Mentor, Ohio
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8. Trust Technologies – Mentor, Ohio
General Observations
 1. Excessive walk time from incoming receiving to shipping department (968’ or 324 yds)
 2. Downtime not tracked and recorded daily to drive uptime in cell
 3. Visual management with daily information need to run production ( KAN BAN Pull system,
super markets)
 4. Quality Defects or FIRST time Yield needs to be implemented
 5.Train all associates to QMM standards
 6. Point of use , real time of VA work.

9. Trust Technologies – Mentor, Ohio
Flow Oriented Layout
• Definition
• Designing physical work space that supports a logical flow of all materials in the
production area.
Opr #20
Inspection &
Shipping ,
500 & 600
VALUE ADD

10. Trust Technologies – Mentor, Ohio

11. Trust Technologies – Mentor, Ohio
Future State Map – F119 524P235 - 01
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12. Trust Technologies – Mentor, Ohio

13. Trust Technologies – Mentor, Ohio New Layout

14. Trust Technologies – Mentor, Ohio
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Work Station (Front View) Rev. A
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Work Station (Left Side View) Rev. A
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Work Station (Back View) Rev. A
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New work stations designed by TEAM

15. Trust Technologies – Mentor, Ohio
10/5/201615
This letter is my personal recommendation for Exercise Lean. As a Project Manager, I was faced with the task of
turning a non-profitable work cell into a cell that would provide 20% profit margins. Current profit margins were in
the red, losing $50 for every part we had shipped to our customer was unacceptable business practice; our delivery
of 30 units a week was costing the Kilroy Co. $1500 weekly.
Our work culture needed to change otherwise we would be faced with the difficult decision to lay off more
employees and move backwards from our goal of “growing the business”. That change was quite simple, a
company from Simpsonville, South Carolina known as: Exercise Lean headed north to Mentor, Ohio to take on the
challenge to prove that the Kilroy Co. can still compete globally in manufacturing, and provide profitable results in
less than 6 months.
President John F. Petak led the charge by coordinating a “Hoshin Process” and implementing and teaching
continuous cost saving methods such as: 5 why problem solving techniques, kanban style super market pull
systems, 5s, hour by hour production boards, progressing and monitoring timelines by using a plan do check act
spreadsheet focusing on action items with assigned owners and implemented expenses with return on investment
factored in.
I am pleased to announce that in less than 6 months, we experienced a record sales month in April of 2010 due to
the fact that we are now successfully shipping 100 units a week to our customer, and producing a part complete
every 60’ (the initial goal was to make a part every 75’ to obtain a 20% profit margin).
The 5s work shop was instrumental in making the project a success. Exercise Lean measured the old process using
video cameras and stopwatches “real time” to determine where the waste essentially existed. Once the waste was
identified the operators and cell leader placed a red tag on all items deemed not useful and were then placed in the
red tag holding area implemented by Exercise Lean.
Employees moral has also improved due to the adopted 5s culture. All hand tools, measuring devices and work
instructions were placed on work stations designed by Exercise Lean, and built by the employees at the Kilroy Co.
during the Hoshin Process. The workstations eliminated time spent walking or searching for items or tools needed
to perform the job due to the fact that “all” needed items were in place ready to use and identified with a name,
location and border therefore giving the operator or auditor instant view if an item was missing.
Ergonomics were also vital in employee satisfaction, the old process traveled the length of three football fields, our
current process travels less than 100 ft. Employee absenteeism has dropped by 11% over the last four months due
to the new cell layout.
As of today we have taken many of the principles and methods taught to us by Exercise Lean, and have
implemented them throughout the entire shop floor, to better provide: quality, delivery, response, customer
satisfaction and safety.
I highly recommend Exercise Lean, for their services provided are nothing less than first class, they can provide
value added methods to any company and have the devotion and services that are not commonly found amongst
most practices today.
Thank you,
Brian McGill
Project Manager
Trust Technologies, a Kilroy Co.

16. Trust Technologies – Mentor, Ohio
Prepared by John F Petak