This document discusses implementing a training program at a company to improve production processes. It begins by outlining the challenges of getting buy-in for the program from management and dedicating production staff time for training. It then discusses creating and implementing training materials, inputting the program into the company's quality management system, and convincing management to incorporate training time when launching new products. The document concludes by noting the rewarding effects of the program, including improved employee morale, pride in work, and staff coming forward with new ideas.

1. Michele Levasseur © October 2014
I find money in
the value
stream
by
Eliminating
Waste

2. Michele Levasseur © October
2014
Remember in order to
expose the rocks to find all
of the problems, first we
must remover the WIP
from the water level to see
the source of the
problems.
Removing the water level
allows us to see the
smaller problems so that
we can create a process
with as little wastes as
possible
WIP

3. Michele Levasseur © October 2014
3
Being able to make
things happen with
small changes at a time.
How to integrate change………?
Connecting resources to
uncover possibilities.
Connecting everyone to
the voice of the
customer.
Click on
box to
the right
to hear
how I do
it

4. Supply Chain voice of client and voice of the customer
• Reviewed customers orders to find out why
jumps in market only at certain times of year
• Our company could not match peaked
demands
• Addressed issues with our client found out
that it was their internal promotions causing
distribution points to lower volume to almost
nothing resulting in loss in service to end
customer.
Michele Levasseur © October 2014

5. Supply Chain result from investigation
• Our client chose to level volumes at
distribution points based on history of year
2012
• Leveling assured the right amount of product
at the distribution points
• The customer was never out of parts.
• Our client had happy customer’s and we were
able to respond to client demand.
Michele Levasseur © October 2014

6. Supply Chain result from investigation
• Our client chose to level volumes at
distribution points based on history of year
2012
• Leveling assured the right amount of product
at the distribution points
• The customer was never out of parts.
• Our client had happy customer’s and we were
able to respond to client demand.
Michele Levasseur © October 2014

7. How we did it……..
• Started with specific goal.
Michele Levasseur © October 2014
The goal of this project will be to increase the number of on time shipments, maximize output of labor force, increase the ability to adapt to varying levels of demand, level output based
forecast with predicted yield loss, increase throughput to match customers requirement. Increase quality will be an indirect savings with streamlined processes and less batching where
possible. Each focus area will have it's unique level of savings based on the process, however, each focus project the project team will feed into the program charter target a 10 % savings
in in reducing non value added cost and an increase in ontime shipments by 10% (based on deliverly date and meeting requested volume).
Goal: (What are you going to accomplish? i.e. To improve the analog I/O module XYZ's on-time-to-want deliverable by 50%)
Definition:
Project Objectives: (Cost, Quality, Delivery, Safety)
The purpose of this project is to eliminate waste in operations to shorten the lead time and lower costs to satisfy the customers requirement. The project will be looking at the end of
process as a pull system through our processes to raw materials from the supplier.
State The Project: (Definition/Description)

8. Key to Improvement success
Kick off Team assignments Execute Project Plan
Having Kick off with
management as key
spokes person as
Project Sponsor
Getting key
stakeholders to see
importance of
project
Determine project
charter what is in
scope and out of scope
Knowing in advance
what departments
affected the most
Pulling level
managers as
process owner
Create communication
plan
Michele Levasseur © October 2014 8

9. How I did this…….
Kick off My project Team
assignments
My project Execute
Project Plan
Having Kick
off with
manageme
nt as key
spokes
person as
Project
Sponsor
I brought in
consultant…
Brought
quality
manager to
see
consultants
customer to
have image
of result
Getting key
stakeholders
to see
importance
of project.
Brought
those goals
to
management
and brought
down to area
managers as
part of kick
off
Determine
project
charter what
is in scope
and out of
scope
Knowing in
advance
what
department
s affected
Knowing
that
scheduling
was an
issue made
Pulling level
managers as
process
owner
Create
communicatio
n plan
Michele Levasseur © October 2014 9

10. ProcessTime-m 0.75 ProcessTime-m 0.63 ProcessTime-m 0.21 ProcessTime-m 0.75 ProcessTime-m 0.32 ProcessTime-m 0.61 ProcessTime-m 1.71
%Downtime 0.0% %Downtime 0.0% %Downtime 0.0% %Downtime 0.0% %Downtime 0.0% %Downtime 0.0% %Downtime 12.0%
SetupTime-m 0 SetupTime-m 0 SetupTime-m 0 SetupTime-m 0 SetupTime-m 0 SetupTime-m 0 SetupTime-m 0
#Setups/Shift 0 #Setups/Shift 0 #Setups/Shift 0 #Setups/Shift 0 #Setups/Shift 0 #Setups/Shift 0 #Setups/Shift 0
#Shifts 1 #Shifts 1 #Shifts 2 #Shifts 2 #Shifts 2 #Shifts 2 #Shifts 2
%Yield 100.00% %Yield 100.00% %Yield 100.00% %Yield 100.00% %Yield 100.00% %Yield 100.00% %Yield 97.00%
Batchsize 40 Batchsize 40 Batchsize 40 Batchsize 40 Batchsize 40 Batchsize 40 Batchsize 40
Inwarehouse PeopleReqd 1 PeopleReqd 1 PeopleReqd 1 PeopleReqd 1 PeopleReqd 1 PeopleReqd 1 PeopleReqd 1
1920 PeopleTrained 6 PeopleTrained 6 PeopleTrained 6 PeopleTrained 5 PeopleTrained 2 PeopleTrained 2 PeopleTrained 5
Representsachange
Percent
Inventory
DaysInv
EffectiveProcTime-m
Worktime/shift-m
TotalWorktime
EffectiveYield
Takt-m
AdjTaktforYield,
Uptime,Setups-m
ProcTime%AdjTakt
CurrentResources
Resourcesreq'd/day
Timereq'd/day-m
Noconstraint
Potentialconstaint
MoldSand Paint Humidifier Preheat Mixing
100% 100% 100% 100% 100%
De-gassing
100% 100%
0 40 40
0.00 0.127.20 0.00 0.12 0.12 0.00
402420
0.6 0.2 0.8 0.3 0.6 1.70.8
460.0 460.0460.0 460.0 460.0 460.0 460.0
460.0 920.0 920.0 920.0
100% 97%
920.0
100% 100% 100% 100% 100%
920.0460.0
1.15 2.30 2.30 2.30
2.30 1.96
2.30
1.15 1.15 2.30 2.30 2.30
2.301.15
54.78% 9.32% 32.61% 13.91%
1 1
26.67%
1 1 1 1
87.01%65.22%
0.55 0.09 0.33 0.14
245.33 800.53
0.27
300.00 252.00 85.71 300.00 128.00
0.870.65
Flowfrom
SandtoPaint
Improveventilation at
Sanding toallow
Painting atmachne
ONMONDAY
startone
operator1/2hr
earliettoload
preheater
In
ove
and
Sandand
painton
same
machine
Rootcause
ofmolding
defects
Michele Levasseur © October 2014
Value Stream Map gives a monetary value to each step in the process

11. • This is why I can deliver solutions
• Through the path I have traveled in my career.
• Turn to the next slide to see where I have
traveled along the way
Michele Levasseur © October 2014 11

12. Michele Levasseur © October 2014 12

13. What motivates you?
• Here it’s important to show you’re self-motivating. Think about any challenges you decided to take
on, and how rewarding it was to achieve them. It could be that you organised an event and it went
well – in that case you were motivated by desire to bring happiness to others and see a job well
done
• I was motivated to run a train the trainer program at Ames.
– Challenges were
• selling the need for the program to manage (show power point slide)
• Dedicating the time for trainers from production staff
• Getting my own training to launch the program
• Creating a production reward system to trainers
• Inputting into the Quality Management System (show documents)
• Convincing management and engineering when there was a new product to incorporate
time to train others before promising launch of new product.
• How rewarding was it to achieve them
• Started to change the moral of the people and it felt like more of a family to work there.
• People felt much better about themselves and there work
• The workers started coming to me with ideas.
Michele Levasseur © October 2014

14. Inputting into the Quality
Management System
Michele Levasseur © October 2014 14
• ISO 9001
• Provides proof of
training
• Provides information for
ongoing reviews
• Leaves evidence of
training with signed
documentation.