Service revamp lean six sigma black belt projectSumit K Jha
Project- Service revamp
Type- Lean Six Sigma Black Belt Project
Outline- To improve the entire process of getting purchase orders, purchasing, manufacturing, warehousing and installation
Tools/Framework- Six Sigma concepts such as SIPOC, fish bone analysis, control charts and hypothesis testing; statistical tools, Microsoft Dynamic AX
Role- Project manager
Outcome- The successful completion of the project yielded in cost savings of INR 1.61 crores
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
PROJECT STORYBOARD: Reducing Cycle Time for Natural Disaster Response by 50%GoLeanSixSigma.com
The Federal Emergency Management Agency (FEMA) came under considerable criticism after hurricane Katrina for its slow response. GoLeanSixSigma.com Green Belt Charles White really dug into FEMA's processes and identified opportunities to make significant improvement with some common sense changes to material handling and loading.
At the time of publication FEMA has been responding to the aftermath of hurricane Florence, so the results are not in, but Charles' work looks very promising. We look forward to updating this after the Florence data has been processed.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
Service revamp lean six sigma black belt projectSumit K Jha
Project- Service revamp
Type- Lean Six Sigma Black Belt Project
Outline- To improve the entire process of getting purchase orders, purchasing, manufacturing, warehousing and installation
Tools/Framework- Six Sigma concepts such as SIPOC, fish bone analysis, control charts and hypothesis testing; statistical tools, Microsoft Dynamic AX
Role- Project manager
Outcome- The successful completion of the project yielded in cost savings of INR 1.61 crores
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
PROJECT STORYBOARD: Reducing Cycle Time for Natural Disaster Response by 50%GoLeanSixSigma.com
The Federal Emergency Management Agency (FEMA) came under considerable criticism after hurricane Katrina for its slow response. GoLeanSixSigma.com Green Belt Charles White really dug into FEMA's processes and identified opportunities to make significant improvement with some common sense changes to material handling and loading.
At the time of publication FEMA has been responding to the aftermath of hurricane Florence, so the results are not in, but Charles' work looks very promising. We look forward to updating this after the Florence data has been processed.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
The latest version of IATF 16949 was published in 2016 and transition from the previous version is ahead. One of the most important steps in the transition process, as well as in the initial implementation, is determining what documents are needed for an effective Quality Management System (QMS) based on IATF 16949. This publication designed to understand mandatory IATF 16949 documents requirements as per latest standard IATF 16949:2016.
For more details visit our website: https://www.globalmanagergroup.com/
Training Within Industry (TWI) is an integral part of Lean to reinforce the practice of Standard Work. Standardized work eliminates waste and provides a baseline for process improvement.
TWI is a supervisory leadership development program designed to help the frontline supervisor and team leader provide proper training and assuring this training is effective in helping employees do their jobs correctly, efficiently and conscientiously.
The TWI Programs consist of three key modules:
Job Instruction Training (JI)
- Teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously
Job Methods Training (JM)
- Teaches supervisors how to continuously improve the way jobs are done
Job Relations Training (JR)
- Teaches supervisors how to develop and maintain positive employee relations to prevent problems from happening and how to effectively resolve conflicts that arise
TWI translates Lean Thinking into a positive and continuous improvement culture, standardized work and a safe workplace.
Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours.
This training presentation is closely based on the original TWI training manuals from the National Archives.
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
six sigma DMAIC approach for reducing quality defects of camshaft binding pro...Niranjana B
Data collection for 11 months revealed that 26% of the defects are due to improper camshaft binding. The six sigma approach involves DMAIC approach with statistical tools involved in each stage. The main root are identified and improvements are implemented. The quality is improved by reducing the number of defects
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
Presentation by Kelly Romano, President, Building Systems and Services Carrier Corporation, UTC, at the Alliance to Save Energy's Sept. 17 2009 Summit: "All Roads Lead to Copenhagen"
http://ase.org/summit
Lean Quick Changeover (SMED) Training ModuleFrank-G. Adler
The Lean Quick Changeover (SMED) Training Module v2.0 includes:
1. MS PowerPoint Presentation including 65 slides covering an Introduction to Lean Management, The Seven Lean Wastes, Lean Kaizen Events, and a Step-by-Step Changeover Time Reduction (SMED) Process.
2. MS Excel Changeover Time Analysis Worksheet Template
The latest version of IATF 16949 was published in 2016 and transition from the previous version is ahead. One of the most important steps in the transition process, as well as in the initial implementation, is determining what documents are needed for an effective Quality Management System (QMS) based on IATF 16949. This publication designed to understand mandatory IATF 16949 documents requirements as per latest standard IATF 16949:2016.
For more details visit our website: https://www.globalmanagergroup.com/
Training Within Industry (TWI) is an integral part of Lean to reinforce the practice of Standard Work. Standardized work eliminates waste and provides a baseline for process improvement.
TWI is a supervisory leadership development program designed to help the frontline supervisor and team leader provide proper training and assuring this training is effective in helping employees do their jobs correctly, efficiently and conscientiously.
The TWI Programs consist of three key modules:
Job Instruction Training (JI)
- Teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously
Job Methods Training (JM)
- Teaches supervisors how to continuously improve the way jobs are done
Job Relations Training (JR)
- Teaches supervisors how to develop and maintain positive employee relations to prevent problems from happening and how to effectively resolve conflicts that arise
TWI translates Lean Thinking into a positive and continuous improvement culture, standardized work and a safe workplace.
Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours.
This training presentation is closely based on the original TWI training manuals from the National Archives.
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
six sigma DMAIC approach for reducing quality defects of camshaft binding pro...Niranjana B
Data collection for 11 months revealed that 26% of the defects are due to improper camshaft binding. The six sigma approach involves DMAIC approach with statistical tools involved in each stage. The main root are identified and improvements are implemented. The quality is improved by reducing the number of defects
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
Presentation by Kelly Romano, President, Building Systems and Services Carrier Corporation, UTC, at the Alliance to Save Energy's Sept. 17 2009 Summit: "All Roads Lead to Copenhagen"
http://ase.org/summit
Quality Clinic - Lean Six Sigma Fundamentals Training - SampleMark H. Davis
A sample of slides from our Quality Clinic training, which teaches the foundational elements of Lean Six Sigma DMAIC, with a dash of A3 and Constraints Management.
Aerospace and Defence Sector Diversification | ACMAIndia ACMA
Over the years the years, Indian auto component players have strongly integrated themselves into the global automotive supply chain primarily through their established manufacturing processes and world-class quality. They have been the torchbearers of Indian auto industry’s success story and a case study for our frugal manufacturing skills. The auto component sector has been the face of “Make in India” drive for more than a decade.
Indian defence and aerospace sector is fast emerging as the sunrise sector and will take the centre stage in government’s “Make in India” drive. The government’s push for indigenization in defence and growing interest from global commercial aerospace players to source from Indian suppliers, have opened up multiple supply chain opportunities for Indian private players.
We strongly feel, ACMA members are best positioned to grab these opportunities in the sector due to their proven manufacturing capabilities. The Indian auto component players have all the right ingredients in place to repeat the success story of automotive in aerospace & defence sector. This is the right time for the ACMA member companies to devise a clear strategy and come out with an action plan for the sector.
In this context, KPMG had been appointed by ACMA to assist them in their endeavour towards diversification into aerospace & defence. Our efforts have received overwhelming support from the global aerospace & defence companies and have been
successful in positioning ACMA as the right partner for the global OEMs and Tier1s who are looking at sourcing from India.
We are glad to jointly release the Aerospace & Defence sector diversification report with KPMG. The report captures the sector’s landscape, opportunities, challenges and outlines the road map for the ACMA members who are aspiring to be a part of the sector. We hope you will find this document useful and informative in planning your next steps.
The presentation explores how the Duopoly of Boeing & Airbus rules the Aircraft Manufacturing Market, The competitive Rivalry among these two companies, Porter's Five Forces acting on this industry
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Detailed and comprehensive contents:
History of FMEA
Overview (What is FMEA and What it can do for you?)
Scope/when to use?
Objective of FMEA
FMEA terminology
AIAG FMEA 4th edition (Old edition)
Introduction of AIAG VDA FMEA (New edition)
Why new AIAG VDA FMEA?
Major changes
Steps of FMEA
Severity rating
Occurrence rating
Detection rating
AP Table
Case study
Similar to UTC Aerospace System - Value Stream Mapping (20)
Clustering general-presentation (Project Cyprus Part III)Lean6Sigma4all
Cyprus Local Reform Administration (Part III)
CLUSTERING IN CYPRUS
Part I >>http://www.slideshare.net/Lean6Sigma4all/local-administration-reform-in-cyprus
Part II >> http://www.slideshare.net/Lean6Sigma4all/meeting-cooperative-bankpresentation-december-2014
Meeting with the Co-Operative Central Bank Management BoardLean6Sigma4all
Meeting with the Co-Operative Central Bank Management Board
Second part of Project "Local Administration Reform in Cyprus"
Part i: http://www.slideshare.net/Lean6Sigma4all/local-administration-reform-in-cyprus
Thank you for taking part to our QUICK SURVEY!!! Please see the result in the picture. We wor to give you what you want. Next week we will publish the FIRST INTERVIEW!!!
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
2. EVENT AGENDA
Team Picture
Job ticket
VSM training
Sensor VSM event
Review event pre-work
Shop floor Gemba walk
Map the current state
Application of Lean elements
Map the future state
Categorize Kaizen bursts
Kaizen newspaper
2
4. JOB TICKET
Event Name: UTAS PRER VSM
Event Location: PRER, Santa Isabel
Event Type: Value Stream Mapping
Project Charter
Problem Statement: Currently, the current process for PRER Sensors is not balanced to meet takt time and shows no implementation of lean
principles. The average TAT YTD is 27 days.
Objective: To create a leaner value stream that meets customer requirements on time every time by implementing the lean, as well as
identifying and solving bottlenecks.
Business Impact: The ideal state will improve TAT, CSL and reduce lead time.
Scope and Boundaries: The scope of this mapping event includes all processes from receiving to shipping (Door-to-door). The team will focus
the processes that have an impact to the customer.
Executive Sponsor: George Bowman
Co-Leader(s): Marilis Vargas
Implementation Leader(s): Marilis Vargas
Team Members: Elvin Aviles, Ruben Acosta, Ana Bayona, Sixto Castro, Reinaldo Correa, Victor Delgado, Francisco Luna, Edwin Rivera,
Rosa Roman, Vicente Sotomayor, Juanita Torres, Kevin Valentin, Carlos Zambrana, Meriann Edsall, Lionel Feliciano, Ida Rivera, Marilis Vargas
Pre-Work Plan / Activities: Product Family Matrix, PQ Analysis, Takt Time Calculation, Operations Bar Chart, Load Leveling Chart, QCPC
Data.
Benefits / Measures of Success: The success of this VSM will be measure by QCPC data, MFA score, Lead Time reduction, TAT reduction,
and CSL improvement.
4
7. CALCULATING TAKT TIME
7
TAKT Time Calculation
Product Family: 5006286(X)/5006003(X)
Starts Ends Hours Minutes
1st Shift Scheduled work time (1st shift) 7:00 AM to 3:30 PM = 8.9 535
Lunch break 45
Scheduled breaks 30
460
Starts Ends
2nd Shift Scheduled work time (2nd shift) to =
Lunch break
Scheduled breaks
Starts Ends
3rd Shift Scheduled work time (3rd shift) to =
Lunch break
Scheduled breaks
Total Daily
Available
Time
459.6 Minutes
Monthly demand + overdue 30
= 1.50 Average daily demand
Available working days 20
Daily available time 460
= 307 TAKT Time (minutes)
Daily customer demand 1.50
(including overdue)
8. 30 30
91
120
10 13 1 15 15
40 472
90
0
50
100
150
200
250
300
350
Receiving Initial Insp. Initial Test Assy In-process
Insp.
Program
Test
Final Test Final
Preparation
(Labeling)
Clean Final Insp. Shipping
Autotime
Process Time
Takt Time
OPERATIONS BAR CHART (SENSORS)
8
This chart shows variation between processes
in minutes. It gives an indication of what
operations meet or exceed the takt time. By
breaking these operations into smaller
processes or combining them, the takt time will
be met.
9. 60
1
120
14
70
47
90
92
0
50
100
150
200
250
300
350
Receiving/Initial Insp. Initial Test Assy/In-process Insp. Program Test/final
Test
Final Preparation
(Labeling)/Clean/final
inspection
Shipping
Autotime
Process Time
Takt Time
LOAD LEVELING CHART (SENSORS)
9
In order to balance the line and get as close to
the takt time as possible, the processes Test
and Final Prep will be combined. This will help
with flow, and reduce inventory.
10. Identifying Waste in the Current State
1 – Transportation
2 – Inventory
3 – Motion
4 – Waiting
5 – Overproduction
6 – Overprocessing
7 – Defects
PRER CURRENT STATE
10
2
22 2
22 2 2 2 2
6
7
4
3
1
4
5
11. Lean Guidelines in the Future State
1 – Takt time
2 – Finished goods strategy
3 – Continuous flow
4 – FIFO flow
5 – Pull System
6 – Schedule only one point
7 – Interval
8 - Pitch
PRER FUTURE STATE
11
3
4
6
4
4
5
8
2
44
12. APPLICATION OF LEAN ELEMENTS
12
To move from the current state to the future state, we will apply the Lean
Guidelines using a structured approach to eliminate waste.
Lean Guidelines
1 – Takt time
2 – Finished goods strategy
3 – Continuous flow (apply this 1st)
4 – FIFO flow (FIFO when you can)
5 – Pull System (Pull when you cant FIFO)
6 – Schedule only one point (right after a supermarket)
7 – Interval (smaller interval in smaller batches is best)
8 – Pitch (provides a management timeframe)
Identifying & Eliminating Waste
1 – Transportation (found in current state)
2 – Inventory (found in current state)
3 – Motion (found in current state)
4 – Waiting (found in current state)
5 – Overproduction (found in current state)
6 – Overprocessing (found in current state)
7 – Defects (found in current state)
8 – Skills
13. APPLICATION OF LEAN ELEMENTS
13
•Takt Time: Was calculated by dividing 460 min available working time / an average of 1.5
units demanded daily = 307 minutes takt.
•Finished goods strategy: Units in this value stream are built to shipping.
•FIFO: Was applied in the future state to replace a push strategy that was accumulating
uncontrolled inventory between processes.
•Pull: Was applied where there was a supermarket. The assembly technician will pull from
the materials supermarket with Kanban.
•Schedule only at one point: The scheduling point was removed to enhance continuous flow.
•Interval: Every technical will be trained in every operation and every product in the sensor
line. Units will be received and worked on a first come first served basis, regardless of part
number.
14. KAIZEN BURST – IMPACT MATRIX
14
1. No P.O.
2. Part shortage
3. WAWF process
4. Delivery order extension
Use to prioritize burst prior to developing the implementation plan.
Low High
High
Low
Degree of Difficulty
ImpacttoBusiness
4
1
5. Incomplete or missing data
6. Machine availability/walking distance
7. Adding parts to parts list
8. Availability of boxes
5
6 7
3
8
2
15. FIFO
15
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Establish FIFO standard work Lionel Feliciano 10/26/12
2 Establish FIFO Max Sensor VSM team 10/11/12
3 Brief Employee on standard work and FIFO max Lionel Feliciano 10/26/12
4 Add FIFO standard work to Rack Lionel Feliciano 10/30/12
5
6
7
8
9
16. PROCESS TIME
16
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Perform a time study on sensors process Ida L. Rivera 11/29/12
2 Implement the use of time observation sheets for sensors process M.Vargas/L. Feliciano 11/29/12
3 Generate Spaghetti chart for sensor process walking distance. Ida L. Rivera 11/29/12
4 Discuss results with management team Ida L. Rivera 12/7/12
5
6
7
8
9
17. SERVIGISTIC
17
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Verify and screen out work orders I.Rivera/M.Vargas 10/11/12
2 Provide info regarding to volume and parts numbers I.Rivera/M.Vargas 10/11/12
3 Provide PQ Analysis for all assemblies at PRR. L. Feliciano 10/15/12
4 Include Andy Yi (servigistic management) and Dave Frederick (planning) in the team. Terry Gill 8/11/12
5 Perform dry run to PRR Terry Gill 1/31/13
6
7
8
9
18. ACE CONTROL TOWER
18
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Update Control tower to remove the metrics not required. Team
8/15/12
2 Update EH&S metrics by removing the 2015 level Team
8/15/12
3 Normalized the financial revenue goal Team 8/15/12
4 Perform DIVE activity for Commercial CSL and TAT for missed metrics. Team 10/19/12
5
6
7
8
9
19. RECEIVING
19
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Trained RCA in the use of EXOSTAR system Kathy Carlson Pending
2 Generated and review standard work for customer reassignment between RCA. Kathy Carlson Pending
3
Generated standard work to manage units pending PO and establish maximum waiting time before
returning to customer.
M. Vargas/ K. Carlson Pending
4 Request access to EXOSTAR system to internal RCA. Meriann Edsall 10/12/12
5 Generate standard work to update delivery order extension prior to physically receive the units. Paola Campo Pending
6
7
8
9
20. SHIPPING
20
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Capital to buy a new barcode reader for UID labels M.Vargas 11/2/12
2 Include PRR management team in the advance notification of any change in the JDE UID process. K. Carlson Pending
3 Generated standard work for WAWF process P.Campo/E.Rivera Pending
4 Generated min/max kanban for shipping carton boxes. Edwin Rivera 10/26/12
5 Include Dymo printer on TPM activities. Edwin Rivera 10/26/12
6 Contact the costumer to negotiate improvement in response time in the TMS PO load M.Vargas/C.Coveney Pending
7
8
9
21. ASSEMBLY
21
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Revise the sensors’ provisioning for spare parts on a quarterly basis. Ida Rivera 10/30/12
2 Generate standard work for adding never use parts to the PRER branch. I.Rivera/M.Edsall 11/1612
3 Generate standard work and train assemblers on adding parts to the correct locations. I.Rivera/M.Edsall 11/16/12
4 Request OEM RRCA for excess coating on connectors pins. Lionel Feliciano 10/19/12
5
6
7
8
9
22. FINAL PREPARATION
22
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Generate standard work for paint preparation (min batch). M.Vargas/L.Feliciano 11/15/12
2 Capital to request a new laser machine M.Vargas 11/2/12
3 Generate fixture to minimize set up time on laser machine. M.Vargas 12/28/12
4
5
6
7
8
9
23. INSPECTION
23
Kaizen Newspaper
No. Action Owner Due Date % Complete
1 Generate standard work on part issue process. I.Rivera/M.Edsall 12/21/12
2 Add UID label scanner to final inspection workbench (see Newspaper Shipping) M. Vargas TBD
3
4
5
6
7
8
9