The document details a series of Lean Six Sigma Black Belt projects focusing on optimizing logistics processes, specifically for outbound and inbound freight, material handling safety improvements, and waste reduction strategies across a manufacturing facility. Key metrics indicate significant cost savings opportunities along with measures to improve efficiency in carrier selection and material conveyance operations. Statistical analysis shows marked improvements in shipping compliance and a reduction in waste, highlighting successful interventions in logistics and procurement processes.

1. SELECTED PROJECT
SYNOPSES
Richard Skiff
Lean Six Sigma Black Belt
1

2. LTL Freight Reduction
Black Belt Project
2

3. Define Measure Analyze Improve Control Leverage
Opportunities (Baseline) (Root Causes) (Solutions) (Sustainability) (Positioning)
Outbound LTL Process
Campbellsville
Assembly
Completes Status in
C’ville
an assembly MFGPro
Start
and scans it changed
with a wand from ? to ?
Select
Looks at Manually open
appropriate MFGPro
screen both COPES and Is Put order in
Order carrier from prints Pick Recheck
(hourly?) Yes HUB to verify that Order on Yes “On Hold”
Complete? destination Tag and folder daily
11.5.15 in order is OK to be Hold? folder
map, enter into Load Sheet
MFGPro shipped
MFGPro
No No
Logistics
At about Noon,
Does Optimum Are Take out Reassign to
Look at All
Carrier have enough there orders that Orders that Non-
Orders Status
and Contact
Carriers
resources to support
needed trailers?
No have to ship
today?
Yes have to ship
today
Optimum
Carrier Select
Yes No
This will cause a “Non-
appropriate MFGPro
Put in proper
Compliance.” Shipping will
begin to track these on a carrier from prints Pick
slot for Bring packet
Get with
scheduler to
spreadsheet so that an
analysis can be made. Yes
destination Tag and
carrer to Logistics
find units
selected
No
Pull Packet Sign out # Go find
Separate
Staple Pick
Tag to
map, enter into Load Sheet
Unit Pick Tag Is unit Take unit to
of Pick Tags/
Load Sheets
of packets
taken
unit for the
order
found?
Yes
from Load
Sheet
Unit; keep
Load
crated?
No
be crated
MFGPro
Loaders
Sheet
Yes
Scan unit Turn loadsheets To Page
Take order Load unit
into back into 2
to truck on truck
MFGPro logistics
Baseline:
Does Optimum
Spending more than we should Carrier have enough
resources to support
be by not using the optimum needed trailers?
carrier for LTL Freight
Outbound: $39,069
Inbound: $5,313
3

4. Define Measure Analyze Improve Control Leverage
Opportunities (Baseline) (Root Causes) (Solutions) (Sustainability) (Positioning)
LTL Outbound: Why do we not always use the Optimum Carrier?
Not select Unit Built too
Carrier is
5 WHY analysis
Customer proper Late to Use
WHY? out of
Requirement Carrier by Optimum
Equipment
Weight Carrier
Do not have
Contract or current Exhausted
Optimum Did not Do not Have Un-planned
Customer Carrier’s
WHY? Carrier list follow Proper Scheduling
Preferred Available
by State and procedures Weight Change
Carrier Equipment
weights
Current Move Up
Unknown Month End Customer Material Assembly
Weights
WHY? Change in
5 Why Analysis
Wrong or Push Order per Availability Problem
List their
Unavailable
request
Parts
Parts Various
WHY? Quality
Shortage Issues
Issue
WHY?
Follow-up
from Sender Review of Project Improve
>196 Vitran
OR Campbellsville Outbound H&O USF HOLLAND AVERITT
Counter- Out of Out of
Measure
Out of Scope when
changes
shipments by
supervisor
Improvement
Action
Schedule
Adherance
Scope Scope
<196 CCX
CONWAY VITRAN
made LTL Routing
WA
MT ME
ND MN
OR VT
ID
NH
SD WI
NY MA
WY
MI RI
CT
Undated Inbound CA
>187 Vitran
NV
>187 CCX
NE IA
IL IN
OH
PA
NJ
DE
MD
UT CO WV
and Outbound KS MO
KY
NC
VA
>567 HOLLAND
AZ TN
OK
Optimum Carrier
NC
NM AR SC <567 AVERITT
Los Angeles
MS AL GA
>474 HOLLAND
TX SC
maps for shipping AK
LA
FL
<474 AVERITT
>561 HOLLAND
and purchasing use HI
All Canada Over 500lbs. Via Vitran
GA
<561 AVERITT
09/03/2008 All Canada Under 500lbs. Yellow Freight
4

5. Define Measure Analyze Improve Control Leverage
Opportunities (Baseline) (Root Causes) (Solutions) (Sustainability) (Positioning)
Outbound Savings Opportunity - By Month Paid
Normalized Outbound savings:
Baseline Improvement
$ 70,000 $28,912 average/month
$ 60,000
Savings Oppotunity
Baseline = $49,694
$ 50,000 UCL=$ 48,217
$ 40,000
_
$ 30,000 X=$ 28,623
$ 20,000
$ 10,000 p value = .012; Statistically significant difference LCL=$ 9,029
08 -0
8 08 -0
8
-0
8 08 -0
8 08 -0
8
-0
8 09
n- eb Ma
r- pr ay n- ep
t- ov Dec n- Inbound Savings Opportunity
Ja F A M Ju S Oc N Ja
Month
Baseline Improvement
$ 20,000
$ 15,000
Inbound Opprotunity
Normalized Inbound savings: $ 10,000
Baseline = $7742
$4,150 average/month $ 5,000
UCL=$ 6,350
_
X=$ 3,257
$0 LCL=$ 165
•Adjusted baseline in March 2009:
p value = 0.010; Statistically significant difference
Return to lower discount carrier because
08 -0
8 08 08 -0
8 08 -0
8 08 -0
8
-0
8 09
“optimum” carrier had poor service and n- eb M a
r- r- ay n- ep
t- ov ec n-
Ja F Ap M Ju S Oc N D Ja
excessive damage to Texas and Illinois. Month
Savings will be lower.
5

6. Material Conveyance
Black Belt Project
6

7. Define Measure Analyze Improve Control Leverage
Opportunities (Baseline) (Root Causes) (Solutions) (Sustainability) (Positioning)
SAFETY IMPROVEMENT
Severe Fork Truck Impacts: January 2007 to Date
Baseline Project Start
0.09
1 2007 2008 2009 Reduced Severe
Severe Impacts per Equipment Operating Hour
0.08 Forklift Impacts
by 75%
0.07
0.06
0.05
0.04
0.03
0.02
UCL=0.01563
0.01
_
X=0.00456
0.00
1/7 3/25 6/10 8/26 11/11 1/27 4/13 6/29 9/14 11/30
Week of
7

8. Define Measure Analyze Improve Control Leverage
Opportunities (Baseline) (Root Causes) (Solutions) (Sustainability) (Positioning)
Campbellsville Powered Material Handling Equipment
40
Sit Down Units Stand Up Units Tuggers Reduced Total
35 2 Material Handling
Fleet by 25%
30 4 7 7
13
25 5
11
10 10
20
8
15
10 21
18 17 16
14
5
0
Jan-07 Jan-08 Jul-08 Jan-09 Jun-09
(Projected)
8

9. Define Measure Analyze Improve Control Leverage
Opportunities (Baseline) (Root Causes) (Solutions) (Sustainability) (Positioning)
Total Material Conveyance Savings
Phase A: CVL06060 Phase B: CVL05982
Phase C: CVL09248
In Project
Aug-07
Aug-08
Aug-09
May-08
May-09
Nov-07
Nov-08
Nov-09
Sep-07
Sep-08
Sep-09
Dec-07
Dec-08
Dec-09
Feb-08
Jun-08
Feb-09
Jun-09
Mar-08
Mar-09
Apr-08
Apr-09
Jan-08
Jan-09
Jan-10
Oct-07
Oct-08
Oct-09
Jul-07
Jul-08
Jul-09
Database
61818 Toyota Sit Down $ 9,288
24282 Raymond Stand-up $ 14,064
Kaizen 67017 Toyota Sit Down $ 7,740
06095 Raymond Stand-up $ 14,064
03044 Cat Stand-up $ 5,784
01081 Cat Sit Down $ 1,632
02178 Cat Sit $ 1,480
Already Removed from Facility
13804 Raymond Stand-up $ 5,787
149120 Tugger $ 5,580
130619 Tugger $ 5,580
To Be Removed 02179 Caterpillar Sit Down $ 14,348
Probable Removal 71206 Toyota Sit Down $ 7,125
Possible Removal 06988 Cat Stand-up $ 11,931
Total: 5-6 Sit Down Units 1 Sit-Down: Line 4 BB Project
Plus $ 104,403
4-5 Standup Units
2 Tuggers
9

10. “Green” Recycling and
Process Improvement
Black Belt Project
10

11. Define Measure Analyze Improve Control Leverage
Opportunities (Baseline) (Root Causes) (Solutions) (Sustainability) (Positioning)
FOCUS AREAS FOR KAIZEN
Cambellsville Waste Stream “CTQ” Tree
“Y” Type Sub Type Source
Areas Covered in Assy, WH1, WH2.
Dunnage
Kaizen Supermarket,
OCC
(Cardboard)
Boxes
Assy, WH1, WH2.
Supermarket, High Bay, Stores “Y” Type Sub Type Source
Office
Office Paper
Offices, Supermarket. Areas Covered in Assy, WH1, WH2.
WH2, Assy. Dunnage
Kaizen Supermarket,
Line 1, WH1, WH2. Stores
Packaging
Supermarket, High Bay, P. Paint OCC
Plastic Cap plugs Assembly Lines (Cardboard) Assy, WH1, WH2.
Facility Wide;
Supermarket, High Bay, Stores
Bottles
Cafeteria, Offices Boxes
Powder Powder Paint
Office
Packaging WH2, Supermarket
Wood
Waste Streams
Skids and Scrap Facility Wide Offices, Supermarket.
Office Paper
Landfill or Paid Fiber Powder Paint WH2, Assy.
Drums
Disposal
Metal See Ferrous Metals
Line 1, WH1, WH2. Stores
Racks Packaging
Supermarket, High Bay, P. Paint
Banding
Assembly Lines, WH1, WH2.
Stores, Supermarket, High Bay,
Ferrous Metal Scrap
Shot Blast, Mtl Prep, Employee
Sale, RGA, Test
Plastic Cap plugs Assembly Lines
Shotblast
Petroleum Drums
Facility Wide;
Starter Cells, Wiring Locations, Bottles
Copper
Maintenance, Tubing Cell Cafeteria, Offices
Non-Ferrous RGA/Scrap, Assy Lines,
Brass
Metal Tubing Cell
Powder Powder Paint
RGA/Scrap,
Aluminum
(See Bottles)
Process
WH1, Matl. Prep, RGA, Packaging WH2, Supermarket
Scrap, Assy. Lines.
Foam
WH1, WH2, Line 1, High Bay,
Wood
Packaging
Stores, Supermarket
Skids and Scrap Facility Wide
Landfill or Paid Fiber Powder Paint
Disposal
11

12. Leverage
Define Measure Analyze Improve Control (Positioning)
Opportunities (Baseline) (Root Causes) (Solutions) (Sustainability)
Results: New Daily Waste Now Being Recycled vs. Landfilled
Supermarket and both
warehouses Line 1,2 and
Bare Mod.
21 lbs. 14 lbs.
Waste office paper from
Waste paper from offices
all of shop
80 lbs. 50 lbs.
12

13. Define Measure Analyze Improve Control Leverage
Opportunities (Baseline) (Root Causes) (Solutions) (Sustainability) (Positioning)
Baseline Spend Monthly Annualized
Operating Income (OI)
2008 Planned Total
Savings
(Annuallized) Savings Savings
Powder Paint Waste
Reduction $ 13,140 $ 548 $ 6,576
Powder Paint Purchase
Reduction $ 372,077 $ 4,651 $ 55,812
Trash Reduction
$ 8,200 $ 205 $ 2,460
Wood Waste Reduction
$ 26,910 $ 336 $ 4,032
By “Curing” Waste Powder Paint, it can be Revenue from Plastic
landfilled without additional fees, saving about Recycling $ - $ 185 $ 2,220
$6,500/year Revenue from Cardboard
Recycling $ -
Pounds of Powder Paint Input /Unit Assembled
Baseline
1
Heated Parts PLANNED HARD
5
SAVINGS $ 5,925 $ 71,100
1 1
Baseline = 3.716 UCL=4.126
4
Pounds/Unit
3 _ Normalized for
X=2.781
2009 Volume
Process
2
Optimization:
LCL=1.435
1
>25% Reduction in
3-Nov 10-Nov 17-Nov 24-Nov 3-Dec 10-Dec 17-Dec 30-Dec 13-Jan 20-Jan
Date
Powder Paint
Usage
P value = 0.00; difference is statistically significant
13

14. Supermarket Lean
Kaizen Event
14

15. Supermarket Operations CTQ Tree
Y X1 X2
Inventory
Parts available Accuracy
in Plant
Timely delivery
to Supermarket
Accurate and
Timely Delivery Timely stocking
Parts available
of Kitted Parts of parts
in Supermarket
to Assembly
Lines
Stock parts in
correct location
“Value” that Replenishment
report correct
Supermarket Picking
Accuracy
delivers to its
customer Pick Lists
generated
accurately
Correct Pick
Lists
Correct BOMs
15

16. Product: Kitted Parts
Situation-At-A-Glance
Process: Supermarket As of (date): 5/12/08
Event Date: 5/20/08 BUM PCM PCL Foreman
Team: ______________
1 PROCESS DESCRIPTION 4 PRESENT SITUATION & PROBLEMS
- Work balance in supermarket
Supply, Picking and Delivery of parts from the supermarket and warehouse 2 to
assembly operations. is uneven.
- Tackle boxes not stored efficiently
or replenished effectively.
- Plan for expansion of Kitting to
2 PRODUCTION REQUIREMENT
Lines 1 and 2.
Parts delivery to assembly line takt time.
Correct parts delivered.
Parts stocked in Supermarket on time.
3 5 DESIRABLE IMPROVEMENT ITEMS/OPPORTUNITIES
PARTS & INFORMATION FLOW
Detailed work instructions for supermarket jobs and train delivery to the
supermarket.
See process flow diagrams. New train routes, including parking and storage; cart redesign.
Consolidation of current supermarket small parts.
Set up supermarket for Line 1 and Line 2 kitting.
16

17. Supermarket Is Setup By
Workstation And Assembly Line
Line-5 Aisle
Parts Located In
Workstation (Barcode
Sequence Pick List)
Supermarket Aligned With Assembly
17
•Must Staff To Meet Assembly Takt Time
17

18. 25 Min
Supermarket Picking - Line Balance High Production Takt Time 25 min
24 Min
23 Min
Pick Stn 560
3:10
22 Min 17 Picks
21 Min Note large Transition 0:15
variation in work
Pick Stn 542
20 Min Misc Delays
1:20
2:00
8 Picks
19 Min Transition 0:15
18 Min Get and Load Small
Parts Trays
2:30
content Pick Stn 522
2:25
24 Picks
Picking tied
17 Min
16 Min
Load Sheet Metal
Walk to new Train 0:30
Move Train 0:20
Pull Sheet Metal
1:00
Transition 0:15
Pick Stn 511
to assembly
1:45 2:00
line Takt
Offload Empty Pans 0:45
15 Min Load Pans on Train 2:05 Move Train 0:20 18 Picks
Return to Supermarket Pull Sheet Metal,
Transition 0:15
14 Min 0:30 Sub-base,
time
Select and Load Motor
and Motor Base
1:45
2:00
13 Min Pick Stn 494 Pick Stn 595
3:20 Move Train 0:30 Drive to Supermarket 2:45
Load Sheet Metal 25 Picks Unload Parts 2:00 0:45 26 Picks
12 Min 1:25 Pull Air-end and Dryer
1:05
Move Train 0:20 Transition 0:10 Move Train 0:20 Pull Train into Aisle 0:25 Deliver Parts to RH Side Transition 0:15
11 Min
Load Sheet Metal Paperwork and Idle of Line
1:40 Unload Parts 0:50 Pick Stn 532
1:00 2:40
1:20
10 Min Move Train to Feeder 14 Picks
Move Train 0:20
Pick Stn 491 Stns 0:40
Load Parts 3:20 Transition 0:15
0:50 39 Picks Drive to RH of Line
9 Min Unload Parts 1:15 0:35
Load Small Motor 0:20
Move Train 0:45
8 Min Move Train 0:25 Pick Stn 550
Transition 0:10 3:15
Select Motor Unload Parts 0:40 20 Picks
0:50
7 Min Staging Parts for Train Move Train 0:20
6:00 Load Sheet Metal Pick Stn 420 0:20
1:15 Pick Stn 495
6 Min Transition 0:40 Transition 0:15
3:40
27 Picks Unload Parts from Train Stage Parts and Do
2:45 Paperwork Deliver Parts to RH Side
Pick Stn 410 11:00 of Line
5 Min
1:45 7:35
6 Picks
Pick Stn 512
3:35
4 Min Transition 0:15 Transition 0:10 Move Train 0:15
27 Picks
Stage Parts
3 Min 5:05
Pick Stn 450
2:15 Pick Station 470 Unload Parts from Train
Load Air End, Separator, 18 Picks 3:00 2:30
2 Min and Base Plate 25 Picks
3:25
Transition 0:10 Get Picks from Desk and
Pick Stn 430 0:30 Sort
1 Min
Drive from Supermarket Drive from Supermarket 2:30
Paperwork Get Picks and Sort 1:00 Move to Aisle C06 1:30 1:25
Paperwork 0:30 0:50
Line 4 CO5 Aisle Line 4 CO6 Aise Line 4 Train Line 5 Large Line 5 Train Line 5 Small
Line 4 Large (1) Line 4 Large (2)
Pick Pick Delivery Parts Pick Delivery Parts Pick
18

19. 25 Min
Supermarket Picking - Line Balance High Production Takt Time 25 min
24 Min
23 Min Opportunity for Pick Stn 560
22 Min consolidation 3:10
17 Picks
21 Min
Transition 0:15
Pick Stn 542
20 Min Misc Delays
1:20
2:00
8 Picks
19 Min Transition 0:15
18 Min Get and Load Small
Pick Stn 522
2:25
Parts Trays
24 Picks
2:30
17 Min
Move Train 0:20 Transition 0:15
16 Min
Walk to new Train 0:30 Pull Sheet Metal
Load Sheet Metal 1:00 Pick Stn 511
1:45 Offload Empty Pans 0:45 2:00
15 Min Load Pans on Train 2:05 Move Train 0:20 18 Picks
Return to Supermarket Pull Sheet Metal,
Transition 0:15
14 Min Select and Load Motor 0:30 Sub-base,
and Motor Base
1:45
2:00
13 Min Pick Stn 494 Pick Stn 595
3:20 Move Train 0:30 Drive to Supermarket 2:45
Load Sheet Metal 25 Picks Unload Parts 2:00 0:45 26 Picks
12 Min 1:25 Pull Air-end and Dryer
1:05
Move Train 0:20 Transition 0:10 Move Train 0:20 Pull Train into Aisle 0:25 Deliver Parts to RH Side Transition 0:15
11 Min
Load Sheet Metal Paperwork and Idle of Line
1:40 Unload Parts 0:50 Pick Stn 532
1:00 2:40
1:20
10 Min Move Train to Feeder 14 Picks
Move Train 0:20
Pick Stn 491 Stns 0:40
Load Parts 3:20 Transition 0:15
0:50 39 Picks Drive to RH of Line
9 Min Unload Parts 1:15 0:35
Load Small Motor 0:20
Move Train 0:45
8 Min Move Train 0:25 Pick Stn 550
Transition 0:10 3:15
Select Motor Unload Parts 0:40 20 Picks
0:50
7 Min Staging Parts for Train Move Train 0:20
6:00 Load Sheet Metal Pick Stn 420 0:20
1:15 Pick Stn 495
6 Min Transition 0:40 Transition 0:15
3:40
27 Picks Unload Parts from Train Stage Parts and Do
2:45 Paperwork Deliver Parts to RH Side
Pick Stn 410 11:00 of Line
5 Min
1:45 7:35
6 Picks
Pick Stn 512
3:35
4 Min Transition 0:15 Transition 0:10 Move Train 0:15
27 Picks
Stage Parts
3 Min 5:05
Pick Stn 450
2:15 Pick Station 470 Unload Parts from Train
Load Air End, Separator, 18 Picks 3:00 2:30
2 Min and Base Plate 25 Picks
3:25
Transition 0:10 Get Picks from Desk and
Pick Stn 430 0:30 Sort
1 Min
Drive from Supermarket Drive from Supermarket 2:30
Paperwork Get Picks and Sort 1:00 Move to Aisle C06 1:30 1:25
Paperwork 0:30 0:50
Line 4 CO5 Aisle Line 4 CO6 Aise Line 4 Train Line 5 Large Line 5 Train Line 5 Small
Line 4 Large (1) Line 4 Large (2)
Pick Pick Delivery Parts Pick Delivery Parts Pick
19

20. Supermarket Picking - Line Balance
Before: 2 Pickers (1 per Aisle)
After: 1 Picker (picks 2 aisles)
25 Min High Production Takt Time 25 min
Able to reduce 1
24 Min parts picker
23 Min
22 Min
Pick Stn 420 0:20
Transition 0:40
Pick Stn 560
3:10
17 Picks
immediately.
Pick Stn 410
21 Min 1:45
6 Picks Transition 0:15
Transition 0:15 Pick Stn 542
20 Min Misc Delays
1:20
2:00
8 Picks
19 Min Pick Stn 450 Transition 0:15
2:15
18 Picks
18 Min Get and Load Small
Pick Stn 522
2:25
Parts Trays Transition 0:10
24 Picks
2:30 Pick Stn 430 0:30
17 Min
Get Picks and Sort 1:00
Move Train 0:20 Transition 0:15
16 Min
Walk to new Train 0:30 Pull Sheet Metal
Load Sheet Metal 1:00 Pick Stn 511
1:45 Offload Empty Pans 0:45 2:00
15 Min Load Pans on Train 2:05 Move Train 0:20 18 Picks
Return to Supermarket Pull Sheet Metal,
Transition 0:15
14 Min Select and Load Motor 0:30 Sub-base,
and Motor Base
1:45
2:00
13 Min Pick Stn 494 Pick Stn 595
3:20 Move Train 0:30 Drive to Supermarket 2:45
Load Sheet Metal 25 Picks Unload Parts 2:00 0:45 26 Picks
12 Min 1:25 Pull Air-end and Dryer
1:05
Move Train 0:20 Transition 0:10 Move Train 0:20 Pull Train into Aisle 0:25 Deliver Parts to RH Side Transition 0:15
11 Min
Load Sheet Metal Paperwork and Idle of Line
1:40 Unload Parts 0:50 Pick Stn 532
1:00 2:40
1:20
10 Min Move Train to Feeder 14 Picks
Move Train 0:20
Pick Stn 491 Stns 0:40
Load Parts 3:20 Transition 0:15
0:50 39 Picks Drive to RH of Line
9 Min Unload Parts 1:15 0:35
Load Small Motor 0:20
Move Train 0:45
8 Min Move Train 0:25 Pick Stn 550
Transition 0:10 3:15
Select Motor Unload Parts 0:40 20 Picks
0:50
7 Min Staging Parts for Train Move Train 0:20
6:00 Load Sheet Metal
1:15 Pick Stn 495
6 Min Transition 0:15
3:40
27 Picks Unload Parts from Train Stage Parts and Do
2:45 Paperwork Deliver Parts to RH Side
5 Min 11:00 of Line
7:35
Pick Stn 512
3:35
4 Min Transition 0:10 Move Train 0:15
27 Picks
Stage Parts
3 Min 5:05
Pick Station 470 Unload Parts from Train
Load Air End, Separator, 3:00 2:30
2 Min and Base Plate 25 Picks
3:25
Get Picks from Desk and
Sort
1 Min
Drive from Supermarket Drive from Supermarket 2:30
Paperwork Move to Aisle C06 1:30 1:25
Paperwork 0:30 0:50
Line 4 CO5 Aisle Line 4 CO6 Aise Line 4 Train Line 5 Large Line 5 Train Line 5 Small
Line 4 Large (1) Line 4 Large (2)
20 Pick Pick Delivery Parts Pick Delivery Parts Pick

21. 25 Min
Supermarket Picking - Line Balance High Production Takt Time 25 min
24 Min
23 Min
Pick Stn 560
3:10
Further
22 Min 17 Picks
optimization based
21 Min
20 Min Misc Delays
Transition 0:15
Pick Stn 542
on these time
1:20
19 Min
2:00
8 Picks
Transition 0:15
studies allowed
18 Min Get and Load Small
Parts Trays
Pick Stn 522
2:25
Supermarket to
24 Picks
17 Min
2:30
Transition 0:15
absorb picking
Move Train 0:20
16 Min
Load Sheet Metal
1:45
Walk to new Train 0:30
Offload Empty Pans 0:45
Pull Sheet Metal
1:00 Pick Stn 511
2:00
operations for 3
more lines without
15 Min Load Pans on Train 2:05 Move Train 0:20 18 Picks
Return to Supermarket Pull Sheet Metal,
Transition 0:15
14 Min Select and Load Motor 0:30 Sub-base,
13 Min
1:45
Pick Stn 494
and Motor Base
2:00
Pick Stn 595
adding associates.
3:20 Move Train 0:30 Drive to Supermarket 2:45
Load Sheet Metal 25 Picks Unload Parts 2:00 0:45 26 Picks
12 Min 1:25 Pull Air-end and Dryer
1:05
Move Train 0:20 Transition 0:10 Move Train 0:20 Pull Train into Aisle 0:25 Deliver Parts to RH Side Transition 0:15
11 Min
Load Sheet Metal Paperwork and Idle of Line
1:40 Unload Parts 0:50 Pick Stn 532
1:00 2:40
1:20
10 Min Move Train 0:20
Load Parts
0:50
Pick Stn 491
3:20
Move Train to Feeder
Stns 0:40
Drive to RH of Line
14 Picks
Transition 0:15
Work balance also
39 Picks
9 Min
Load Small Motor 0:20
Move Train 0:45
Unload Parts 1:15
Move Train 0:25
0:35
Pick Stn 550
allowed efficient
8 Min
7 Min Staging Parts for Train
Select Motor
0:50
Transition 0:10
Unload Parts 0:40
Move Train 0:20
3:15
20 Picks
allocation of
6 Min
6:00 Load Sheet Metal
1:15
Pick Stn 420 0:20
Transition 0:40
Pick Stn 495
3:40
Transition 0:15 manpower when
27 Picks Unload Parts from Train Stage Parts and Do
5 Min Pick Stn 410
1:45
6 Picks
2:45 Paperwork
11:00
Deliver Parts to RH Side
of Line
7:35
product demand
Pick Stn 512
4 Min
Stage Parts
Transition 0:15 Transition 0:10 Move Train 0:15
3:35
27 Picks varied.
3 Min 5:05
Pick Stn 450
2:15 Pick Station 470 Unload Parts from Train
Load Air End, Separator, 18 Picks 3:00 2:30
2 Min and Base Plate 25 Picks
3:25
Transition 0:10 Get Picks from Desk and
Pick Stn 430 0:30 Sort
1 Min
Drive from Supermarket Drive from Supermarket 2:30
Paperwork Get Picks and Sort 1:00 Move to Aisle C06 1:30 1:25
Paperwork 0:30 0:50
Line 4 CO5 Aisle Line 4 CO6 Aise Line 4 Train Line 5 Large Line 5 Train Line 5 Small
Line 4 Large (1) Line 4 Large (2)
Pick Pick Delivery Parts Pick Delivery Parts Pick
21

22. Kaizen Results
GOAL RESULT
Adding Lines 1 and 2 Picking with no additional
Reduce parts pickers from 6 to 5 (on 14 units/day)
personnel
Reduce number of Carts in Trains by 2 carts total 2 Carts removed from Lines 2 and 3 Carts
Supermarket "Spotted" for Line 2
30 Day Homework:
Set up Supermarket for Lines 1 and 2
Finish Line 2
Install Line 1
DELIVERABLES RESULTS
Time studies, Pile charts, and detailed work
Time studies, Pile Charts, Work Balance complete.
instructions for Supermarket jobs and train delivery to
30 Day homework to write detailed work instructions
assembly lines
New Train Routes for all lines, parking and storage, Revised Line 2,3 Route to Include Line 1 Delivery
new cart design Redesign of Line 3 Carts
Identified 59 "Dead" parts in Supermarket (Plus
additional 31 "Decals")
Consolidation of current Supermarket parts 30 Day Homework to Remove
Decal removal (3rd Qtr) will free up 4 to 5 rack
sections)
All Line 1 and 2 parts will fit in current Supermarket
Set up Supermarket for Lines 1 and 2, Pans located
Line 2 "Spotted", needs completion
and Labeled
Line 1 area determined, needs completion
New tackle box area located; Lines 4 and 5 set up;
Create new area for tackle boxes - all lines
Lines 1 and 2 to follow
22

23. JIT Kitting Reciprocating Product
Kaizen Event
23

24. Results needed from kaizen
After kaizen results
1 Method parts are supplied
* small parts
* large parts
2 How many parts at takt (2 min. 1 hr. lineside or less)
* small parts
* large parts
3 Future Footprint
* lineside
* supermarket
* warehouse
* stores
4 Future # of pickers/material handlers and method of delivery
* picker
* delivery (manuf)
* delivery (stores)
5 Scheduling
* hiejunka vs. batches
24

25. Tugger Cart Contents & Drop Offs
02 L ine L ayout
S tation #1
S tation #2
H
C ar #4 C ar #4
S top # 4 S top # 4
L ine #2 L ine #2
D rop C ar D rop C ar
S tation #3
4 Motors 4 Motors
H
C ar #4 C ar #4
S top # 4 S top # 4
L ine #2 L ine #2
D rop C ar D rop C ar
4 Motors 4 Motors
H
C ar #6 C ar #6
S tation #4
S top # 4 S top # 4
L ine #2 L ine #2
D rop C ar D rop C ar
S heet Metal + S heet Metal +
C ooler + G uards C ooler + G uards
S tation #5
25

26. Pilot Support pole moved
3 ft overnight to
make room for train
26

27. LSS Tools Used
CHECK THE LEAN TOOLS USED DURING THIS KAIZEN
X SPAGHETTI CHART (distance and area traveled)
X TIME STUDY OBSERVATION SHEET (video tape and time observations)
X CYCLE TIME/PILE CHART (before and after. NVA vs. VA work content)
X STANDARD WORK CAPACITY SHEET (work content in SOE with set-up times)
STANDARD WORK LAYOUT (Work area and path of travel with safety and
quality hightlights)
STANDARD WORK COMBINATION SHEET (work content times and step
visually)
7 DESIGNS/7 WAYS SCORING (ideas and designs to improve process with
scoring for best ideas)
FISHBONE/CAUSE AND EFFECT DIAGRAM (problem solving tool)
KAIZEN ARTICLES (illustres problems, drawing, text, pictures, before and after
X event)
CHANGE OVER OBSERVATION SHEET (SMED)
5S WORK PLANNING SHEET (for 5S Kaizen Events)
X PFMEA (Process Failure Mode Effect Analysis)
PARETO CHART (demonstrates issues visually)
PIE CHART (demonstrates issues visually)
X KAIZEN NEWSPAPER/GEMBA BOARD (large kaizen event planning)
X PROCESS FLOW CHART (demonstrates waste, and process variations)
5 WHYS (problem solving worksheet)
27

28. Improvements
Line side inventory footprint
Currently 361 sq. ft.…. 154 sq. ft. (or 57%)
Line side inventory
Large Parts 8 hrs to 30 min. & Small parts 2.5 days to .5 day
Fork Lift Elimination, Utilize Line 3 Tugger
Fork Lift Travel, Large Parts (not tanks)
(For batch of 8) 4232 ft. to Zero Ft.
Train Travel Zero to 2147 ft. (50% Reduction)
Fork Lift Driver Reassignment
5S Scores
15-20% improvement
Productivity Improvement
Estimated 15-25% improvement
(based on past history)
28