This document outlines a waste reduction plan for a company. It discusses that material losses account for higher costs than time or speed losses. The company's expected waste losses for 2013 are 42 million EGP. The plan involves implementing immediate stop gap actions like daily waste box investigations. Short term plans include setting daily waste targets and monitoring achievement. A long term permanent improvement plan will be finalized within 6 months. A core team is identified to lead the waste reduction project.

1. Waste Reduction : Kick Off
DATE 08/12/2013

2. Case for Change
• Operational Losses are : Time Losses , Speed Losses , and
Material Losses .
• Time Losses and Speed Losses make the company loose part of
the production volume : The company loose Overhead costs (15%
of the Product cost ).
• Material Losses make the company loose that part of the
volume , and also the cost of material wasted , which is much
higher (85% of the Product cost ) .
• Material losses is much higher than Time , and Speed Losses
• The 2013 expected losses in Waste is 42 Million EGP .
• A 1% reduction in Waste saves 2.3 Million EGP per year .
NAME PRESENTATION / DATE 00/00/002

3. Case for Change ( Cont . )
• Other Companies in our Industry take care first of material
Losses .
• Since early start , We in KPE management at all levels are keen
and follow up Production Volume on Daily basis , while don’t
notice Waste until end of the Month when Waste reported . Then
there’s no way back .
• Management has led the workers this way . The workers only
take care of what Management ask for and follow up daily .
• The Reason of this way of Management might be the continuous
situation of Capacity shortage since early start .
• The Capacity expanding always done long time after Capacity
Shortage .
NAME PRESENTATION / DATE 00/00/003

4. Case for Change ( Cont . )
• Now is the time to change : to make the workers keen of Waste
as a first Priority .
• This will be achieved only when there’s a real change in
management care .
• Supervisors , Managers , and MD – on daily basis – follow up ,
and ask for Waste first , then asking for productivity .
• We’re not starting from Zero .
• You already planned a list of excellent actions since start of the
year . Some finished and others are long term , need more time
and resources .
NAME PRESENTATION / DATE 00/00/004

5. NAME PRESENTATION / DATE 00/00/005
Steps
Performance
Deadline Status
Implement new reels handling system for Extrusion: All products roll will be packed by using stretch machine
before storing
Mar-13
Implement new instruments continuous quality control Jun-13
Install new set of register holders and check balance and alignment for printing cylinders in LEMO printing May-13
Waste resultant from MRBs will be returned to conserned Dep. Jun-13
Daily check for all Operation and logistic scales May-13
productivity and waste will be published for each shift every week Jun-13
Cost of waste will be published for all shifts Jun-13
All samples materials will be received by Tech. Dep. Same as for samples output
Jun-13
Any damaged resin sacks will not be received from WH Jum-13
Extrusion waste boxes will only be transferred for Waste Area in the morning shift after being reviewed by
Extrsuion Foreman
Jun-13
Install scales in front of every slitter machine to check Mother roll actual weight Jul-13
Implement online process control system July 13
Implement new reels handling system for printing and lamination: All produced reels will lay on
wooden pallets.
May-13
Existing Action Plan

6. NAME PRESENTATION / DATE 00/00/006
Implement new reels handling system for converting: replace semi finish storage from horizontal to
vertical by using rack system to store 50 MT (100 reels)
Apr-13
Follow up waste % during daily meeting and decide needed actions required to achieve waste
target
Jan. 13
Print grouping on same press ( very positive issue for waste reduction ) Jun-13
Transferring all small job and high thickness order to new machine Jun-13
Prevent reprint the same order in the same month Jun-13
Forman's during shifts assign on all data sheet in converting & Lamination for printing waste in two
departments
Jun-13
Printing department head will set waste target (In meters) for setup for all jobs and it will be recorded in
data sheet to be followed daily
Jun-13
All waste boxes for converting should be labeled and divided into 3 part also for lamination divided into two
part in order to put specific waste in separate par
Jun-13
Existing Action Plan

7. Project vision
NAME PRESENTATION / DATE 00/00/007

8. NAME PRESENTATION / DATE 00/00/008
Assessment
• Interviewing Operators , Foremen , and supervisors .
• Monitoring Setup Operations in Printing .
• Reviewing Waste Boxes in Printing , Lamination , Converting .
• Assessing effectiveness of already existing procedures , and
activities of controlling Waste .
Internal Assessment
External Assessment
• Bench marking with similar Industry Plants

9. NAME PRESENTATION / DATE 00/00/009
 Workers in all levels are not alert to Waste in the same
Way like Productivity .
 The individual Responsibility of Waste is not identified like
Productivity .
 Productivity of each operator is monitored daily , while Waste is
being measured at the end of the month for the whole dept. This
make the individual responsibility for waste not identified .
 Setup Waste in Printing – which is the highest waste category –
is out of the operator control . It depends on : Ink quality , plates
quality , and film quality .
Opportunities Identified

10. NAME PRESENTATION / DATE 00/00/0010
• Other than Production depts. ( Planners , Material
Handlers , Plate Makers , Ink cookers ) are not
accountable for waste , while they contribute heavily
in waste generating .
• Although Losses of Waste are double Losses of
Uptime , and Speed , Operators are not aware .
• Need to enhance daily follow up and reviewing Waste
Quantities with operators .
Opportunities Identified (Cont.)

11. NAME PRESENTATION / DATE 00/00/0011
• Daily Revision of Waste Boxes on all machines by a
Committee of the Section head , Foreman , and machine
Operator .
• Waste Revision Committees will be led initially by the Project
Manager . Production Managers will lead Committees later .
• The Section heads will investigate the big quantities of waste
in boxes – In the objective of taking preventive actions .
• The Committee of each dept. will include the section heads of
the preceeding depts .
Stop Gap Actions ( Ready to start
life14th of August )

12. NAME PRESENTATION / DATE 00/00/0012
• The committee will be led by project team members in
AN , Night shifts , and Weekends .
• A daily Report of Plant Waste% will be raised to OD
and MD – The Waste will be calculated in the same
way like the financial one .
Stop Gap Actions ( Ready to start
life14th of August ) – Cont.

13. WBI (Waste Box Investigation ) form
NAME PRESENTATION / DATE 00/00/0013
Day:
Date: Dept.: ____ Inspector _____________
Time:
Shift:
Machine KPE# Order Name Noticed High Waste Defect Dept. M/C Shift Operator Investigator Root Cause preventive action
General Notes
WBI Form
________________
/ /
M --- A --- N
A -- B -- C -- D
InvestigationWaste responsible

14. Stop Gap Team Tasks Identified
• WBI ; The team will inspect the Waste Boxes on all machines by end of
the shift to find out the High waste quantities .
• The team will investigate with machine operators in attendance of
Section heads to find out the reasons of the high waste .
• The team will feedback the noticed high waste quantities , and reasons
for the operations management to take preventive actions .
• The team will follow up actions executing and effectiveness .
• The team will include the waste reasons in the daily waste report .
NAME PRESENTATION / DATE 00/00/0014

15. NAME PRESENTATION / DATE 00/00/0015
Short term plan ( to start life 1st
of Oct .)
• Setting daily targets for waste for each order based on
historical waste data .
• Daily monitor of target achievement . Investigate reasons .
• This will clear out problems causing waste . Solve problems
daily .
• The Waste of each order will be calculated in all processes from
extrusion till converting , based on Fin. ( Input - output ) – The
crews in all depts contributed in the order production will be
identified – the objective is to calculate waste % for each crew .

16. NAME PRESENTATION / DATE 00/00/0016
Short term plan ( to start life 1st
of Oct .)
• Issuing waste Scorecard for each operator , and for
each team monthly based on reallocated waste data .
• Reward & Recognize best operator / best team in each
dept. monthly .
• Addressing Poor Performers Operator / Team in each
dept. monthly . A procedures to improve their
performance to be taken .
• Setting targets for support groups to measure their
contribution in waste improvement .

17. NAME PRESENTATION / DATE 00/00/0017
Permanent Improvement plan ( to be finalized in 6
months )

18. NAME PRESENTATION / DATE 00/00/0018
• Tarek Bondok .
• Mostafa Ashry .
• Ossama Aly .
• Mostafa Gaafar .
• Mohamed Youssef
• Ahmed Mansour .
• Sayed Abdella .
• Medhat Abdel Moneim
• Ashraf Gaber
• Mohamed Abdel Hameed.
• Abdel Hameed Sakr .
• Ahmed Hamouda
• Ehab Aly
• Ahmed El Refaie
• Soliman Abdel Hameed .
• Mohamed Ibrahim
• Khaled Abdo
• Mahmoud Abou Zaid .
Project Core Team

19. NAME PRESENTATION / DATE 00/00/0019
• Hesham Sharaky .
• Alaa El Sayed .
• Aly Aly .
• Dina Daebis .
Project Occasional Team

20. Specific Stop Gap Team
• Mahmoud Abou Zaid .
• Mohamed Abdel Hameed .
• Medhat Abdel Moneim .
• Ahmed Mansour .
• Sayed Abdellah .
• Mostafa Ashry .
• Soliman Abdel Hameed .
• Tarek Bondok .
NAME PRESENTATION / DATE 00/00/0020

21. NAME PRESENTATION / DATE 00/00/0021
• Hiring a Data Entry Person dedicated for the Project .
• A daily transportation for the Stop Gap team member in AN ,
Night shifts including Week Ends .
• A financial Reward for the best Operator and the best Team in
each dept. monthly .
• Other resources might be required during project progress .
Resources required immediately

22. NAME PRESENTATION / DATE 00/00/0022
• Kick Off for Management Team , Managers , and the whole
plant personal including Support Groups ( Planning ,
Purchasing , Warehouse , Ink , Plate making , Technical , Q.C ,
and QA ) – Week 33 .
• Stop Gap Team mission start life – Week 33 .
• Short Term actions start life – 1st
Oct.
• Long Term mission start 1st
Sept. and end mission by
implementing Actions 1st
March 2014
Project Time Line