This document outlines a Lean and Total Productive Maintenance project implemented in a retail printing facility to improve productivity. It describes a 7-step corrective action methodology used to define problems, analyze root causes, and implement temporary and permanent corrective actions. A variety of measurement tools were utilized including process variation analysis, downtime tracking, waste analysis, and quality metrics. The project focused on enhancing press performance through documentation of press profiles, quality analysis, and reducing process variation using a collaborative approach across departments and with suppliers. Regular audits and meetings were used to monitor progress and ensure controls remained in place.

1. Improving productivity
through Lean and Total
Productive Maintenance
Activities
Project summary
implemented in a retail
printing facility

2. Problem Solving 101
Studies have shown that fixing a problem requires 90%
of the time spent in finding the root cause……..

3. 7 Steps of Corrective Action
•“7 Steps approach” is a problem-solving methodology
for product and process improvement.
•It is structured into seven disciplines, emphasizing team
synergy.
•The team as whole is better and smarter than any 1 of
us
•Each discipline is supported by a checklist of
assessment questions,
such as “what is wrong with what”, “what, when, where,
how much”.

4. Implementing the 7 Steps of Corrective
Action
1. Problem Statement
2. Interim Action
3. Root Cause of Occurrence
4. Root Cause of Non-Detection
5. Temporary Corrective Action
6. Permanent Corrective Action
7. Closure
FIND 2 KEY
ROOT CAUSES:
PROBLEM STATEMENT
FACTS AND DATA
ASK WHY
5 TIMES
TEMPORARY ACTION
PERMANENT ACTION
TRACK AND CONFIRM
- OF OCCURRENCE
- OF NOT DETECTING

5. 7 Step Process in relation to 6 Sigma
FIND 2 KEY
ROOT CAUSES:
PROBLEM STATEMENT
FACTS AND DATA
ASK WHY
5 TIMES
TEMPORARY ACTION
PERMANENT ACTION
TRACK AND CONFIRM
- OF OCCURRENCE
- OF NOT DETECTING
Define
Measure
Analyze
Improve
Control
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7. The Action Statement - Defined
• The efforts to assist the pressroom in documentation of
press profiles, quality analysis and process variation
may be enhanced by a collective approach,
encompassing managers, operators, support
departments and suppliers.

8. Define
 The purpose of a press profile is determine the issues
that operators face effecting the performance and
efficiency of the press.
 Process variation will determine those areas of the
press that fail to remain in control during operation
 Quality measurement provides information on the
ability of the press to produce a customers
expectation of Quality
 Documentation of these processes assist to develop
action plans needed to improve the process and
determine cost associated to the improvements.
 Improvements effect
Customer Satisfaction – Plant Profitability –
Employee’s Work Environment.

9. Define - Measure - Tools
• Process Variation - “30 x 30” - Production Sampling
• Unplanned Downtime - Top 10 Causes - Pivot Table
Report
• Waste - Top 10 Causes - Pivot Table Reports
• Quality Attainment -Curve Measurement - Worksheet
• Press Profile - Operator’s Checklist
• Temperature Profile - Ink Audit Report
• Vibration Analysis - Report
• Paper Performance - Paper Audit
• Broken Windows - Pictures
• Sop Audits

10. Analysis
• Any of the tools previously mentioned are good by
themselves, but when combined together provide direction
and priority to what needs to be accomplished to improve.
• What comes first, the compass or the clock? Before one
can truly manage time (the clock), it is important to know
where you are going, what your priorities and goals are, in
which direction you are headed (the compass). Where you
are headed is more important than how fast you are going.
Rather than always focusing on what's urgent, learn to
focus on what is really important.

11. Improve
• Use the Action Item Register to set time lines and
responsibility
• Insure the TPM program is updated when needed
• Spin off projects
• Training Opportunities
• Feed back to suppliers – ink and paper
• Develop capital plan as required

12. Control
• Saving projects
• Sop Audits
• 5s
• Training Matrix
• Weekly Maintenance Meetings
• Customer Reviews

13. Clean And Check Inspections

14. List of items that require cleaning
and checking

15. Pictures – simple to augment the
Audit

16. Used good and bad examples

17. Press Audits in conjunction with
Ink Supplier

18. Press Profile Report – What the
Operators Report

19. Using Vibration Analysis

20. What is the downtime requirements
and costs

21. Pivot Table Reports Top 10 Causes

22. Profile – using crew input ,30x30 and
work orders
reconcile with Ink audit and Vibration
report

23. Profile - question TPM –
housekeeping effectiveness

24. 30x 30 Summary Report – feeds the
profile

25. Utilize Paper Suppliers to Assist in
Paper Audits
Bridge Notch Core –note the amount
of paper

26. Full Notch Core –note the increased
amount of paper

27. Core Racks allow for a very quick
observation of many cores

28. Best Practice

29. It only takes a minute to inspect
the clamp for burrs and damage
and insure all lights are working

30. Overall rolls are in good shape –
continually work on damage root
causes

31. Technical Audit

32. Review reports and charts to insure
they are in the right spot for the right
reason

33. Roller Program

34. Metric Score Card

35. Tools in the Box
• Profile – Weekly Meeting
• Score Cards – Weekly Posted
• 5s Inspections
• Technical Audits
• Ink Supplier Audits
• Roller Program
• Auxiliary Equipment TPM
• Paper Supplier Audits
• 30 by 30 – Press Curve Work Sheet

36. This is an abbreviated
review of an improvement
project developed and
implemented for a wide
web retail Print Facility.
For more information
Contact Information
Tim Hopper (204) 996-9057 or timhopper12@gmail.com