Continuously Improving Our Continuous Improvement Process

Brad Graetz

Lean Manager

27 Jun 2016 Uponor General Company Overview

Who is Uponor?

Uponor corporation• Headquartered in Vantaa, Finland

• NASDAQ Helsinki

• 3,700 employees in 30 countries

• Net sales for 2015: $1.1billion

• Leading international systems and

solutions provider for

• safe drinking water delivery

• energy-efficient radiant heating

• cooling and reliable infrastructure

27 Jun 2016 Uponor General Company Overview

Uponor North America• Headquartered in Apple Valley, Minn.

• 725 employees, 4 facilities

• 2015 Sales: $304 million

• Manufacturer of 1/3 of all PEX tubing

sold in North America

Who is Uponor?

What We Do

27 Jun 2016

Uponor General Company Overview

Uponor PEX plumbing systems • Features Uponor AquaPEX® tubing with Uponor’s ProPEX® fitting

system for a safe, clean, installation-friendly alternative to copper and other plastics.

Uponor AquaSAFE™

Incorporates residential fire safety and protection with Uponor

AquaPEX plumbing systems.

Uponor radiant heating/cooling

Features Wirsbo hePEX™ tubing for effective design delivering the

ultimate in comfort and efficiency.

Uponor hydronic distributionUses Wirsbo hePEX tubing to transport water to terminal units.

Agenda

• Lean journey

• Previous continuous improvement (CI)

systems

• Current CI System

– Mechanics

– Support

– Recognition

• Next steps

Lean Journey

2013-2014

• Kaizen

• 6S

• Lean model

Creation

• Redesign• CI

• Kaizen

2009-2010

• 5S

• A3

• VSM

2011-2012

• Tier

• CI

• 5S

Process/Audit

Lean Journey

2015

• Launched model

• Bronze training 50%

• OpEx assessment

Created

• Added 2 lean

coordinators

2016

• Launched • OpEx assessment

• Leader standard work

• Gemba walk

• Silver training

• Bronze 95%

• Redesign• Tier process

• CI

• 6S

Purpose-Driven Excellence

Uponor’s Values

CI Journey

CI Process - 2012

Projects Quick & Easy To Do Doing Done

CI Process - 2012

CI Process - 2012

Summary

• Old cards (6 to 12 months)

• Minimal support

• Lost cards

• Lack of employee confidence

CI Process - 2014

CI Process - 2014

CI Process - 2014

Complicated Standard Work

Dept:

Time

Guideline

1

Daily

2 Immediate

3 Daily

4

Daily

5

Daily

6

Daily

7Bi-Weekly

8

Bi-Weekly

9

Daily

10

Daily

11

Weekly

12

12

DC

N1

N2

CI Boards

Plant TAKT Time:

StepCI Board

# min

- does not affect form / fit / function

- Dept. can implement idea on their own without outside support

- Following shift must have opportunity to sign, if they fail to sign

during their 12 hour shift, the originating shift can move forward.

At the Tier 2 meeting the Supervisor will ask leads for the number of

new ideas and mark off each department. They will then ask for

completed cards, mark it for each department and then put the card in

the "To Be Recognized slot on the tier 2 board.

Level 2

- Then Sup/Lead assigns person and places card on the Department

section of the board

Leader updates all cards in the Dept. section from their shift on the

current status that are in process Bi-weekly.

Maintenance and Engineering updates cards on the board in their

sections Bi-weekly. N2 - See note below.

When idea is completed, ensure front and back is completely filled out

(especially Results and Savings). Communicate with your shift,

check off and put the card in the next shift's "Communication" slot.

The last shift to sign off brings completed card to Tier 2 meeting.

A Tier 4 representative will meet with the originator to discuss and

thank for implementing, and then bring the card to the Lean office and

put in the "Recognized CI card" bin.

Level 1

Standard Work: CI Process

Date: 8/5/2015

Employee talks to their lead about their CI idea. If the lead agrees

with it and knows that it is a new idea the Employee will then fill out

front of blank card, red card if safety.

If card is safety related, Sup/Lead takes action immediately.

Employee puts card in the New Idea slot.

Product Name CI Board Process

Machine

Description

Product Number

Sup/Lead meets with their team to go over any new ideas from their

shift and determines if they think the idea should move forward.

Sup/Lead then decides if the card from their shift has enough detail

and if it is a level 1 or level 2 idea (see Level 1 & Level 2 Definition

below) and places it in the Level 1 or 2 slot. Leads review other cards

in Level 1 and 2 and signs off for their shift's approval.

If the card is rejected after review by others, the rejecter needs to

write the reason why on the back "Results" section and sign it. The

card is put in the "rejected" slot. Leads should look over all rejected

ideas so they can keep their shift from creating similar CI's in the

future. Leads should check the rejected slot for cards from their shift.

They should take the card and explain to the operator why it was

rejected then give the card back to operator.

Prepared By:

Maint and Eng will highlight comments when idea is complete or if they

have decided to not implement idea at this time.

- Individual - All other implemented CI's will be entered into a

monthly drawing. 4 Prizes ($25 gift cards) will be awarded per

month.

Verbal recognition - a Tier 4 representative will take time to

personally thank each employee for their implemented idea each

rotation (4 days)

- does affect form / fit / function

- need any kind of Engineering or IT support. If idea requires outside

support you need to be as specific as possible. How severe is the

issue? How often does it happen? How big of issue is it for your job

function? What are the cost/time savings projections?

- Idea involves Maintenance help or will need help from or affect

different departments (i.e. recoil CI will affect quality department)

- Tier 3 - Supervisor brings idea to discuss with the group. The group

decides if Engineering, Maintenance or other area should take the lead

and Eng./Maint assigns a person to the CI card.

Note: If Eng, Maint, or Dept areas are full on the board, please place

in appropriate overflow section below. (Reminder - This happens after

they are approved at Level 1 or 2)

- Engineering - assigns project leader to the "Assign To" of the CI cards that can be completed within 1 month. If Engineering does not think that they

can complete CI within a month they will decide if the idea should be added to the priority list or if it will be rejected. If idea is rejected they will explain

the reason why. These cards will then be put in the rejected slot on the corresponding CI boards, leads will notify operator and give the card back to

operator. If Engineering thinks the idea should be moved forward they will add it to the priority list. They will write down "Added to Priority List" and

write the date added. They will then put that card in the communication box for that operator's shift. Lead will share information with operator and give

card back to operator. Engineering will hang up an updated printed Priority list every quarter at each of the CI boards. If idea falls off of priority list they

will let operator know why. When idea is completed a new card will be written up and put in communication box as being completed.

- All 4 shifts must have opportunity to sign w/in 1 rotation. If they fail

to sign, the originating shift can move forward. Leads need to check

this each rotation.

- After Tier 3 acceptance the card gets put on board in appropriate

section (Eng. or Maint.) If CI is less than $300, then the dept where

the improvement takes place will be charged. If CI is more than

$300, then idea will get charged to the Lean account.

If Level 2 at the DC: Leads, sups, or production manager will grab

them daily and bring to Tier 3. Lean manager will pick up the rest at

their Wed weekly meeting. Then the same process of bringing them

to the DC to put on the board when completed.

- Maintenance - assigns project leader to the "Assign To" of the CI

card immediately. They will fill out a work order soon after and send

that W.O. # to the leader or write it on the card.

Recognition

Simply More - A select number of implemented ideas will be

recognized monthly through the Simple More Program by a

committee

1

7

1

8

11

6

9

12

Eng. Maint. Department Done

Department Continuous Improvement Board

Eng.Overflow

Maint.Overflow

Dept.Overflow

Level 1BlankCards

New Ideas

Level 2

Communication - C-shift

Communication - B-shift

Communication - D-shift

Communication - A-shift

Rejected

3

9

4

78

8

N N 5

6

1

1

12

Dept:

Time

Guideline

1

Daily

2 Immediate

3 Daily

4

Daily

5

Daily

6

Daily

7Bi-Weekly

8

Bi-Weekly

9

Daily

10

Daily

11

Weekly

12

12

DC

N1

N2

CI Boards

Plant TAKT Time:

StepCI Board

# min

- does not affect form / fit / function

- Dept. can implement idea on their own without outside support

- Following shift must have opportunity to sign, if they fail to sign

during their 12 hour shift, the originating shift can move forward.

At the Tier 2 meeting the Supervisor will ask leads for the number of

new ideas and mark off each department. They will then ask for

completed cards, mark it for each department and then put the card in

the "To Be Recognized slot on the tier 2 board.

Level 2

- Then Sup/Lead assigns person and places card on the Department

section of the board

Leader updates all cards in the Dept. section from their shift on the

current status that are in process Bi-weekly.

Maintenance and Engineering updates cards on the board in their

sections Bi-weekly. N2 - See note below.

When idea is completed, ensure front and back is completely filled out

(especially Results and Savings). Communicate with your shift,

check off and put the card in the next shift's "Communication" slot.

The last shift to sign off brings completed card to Tier 2 meeting.

A Tier 4 representative will meet with the originator to discuss and

thank for implementing, and then bring the card to the Lean office and

put in the "Recognized CI card" bin.

Level 1

Standard Work: CI Process

Date: 8/5/2015

Employee talks to their lead about their CI idea. If the lead agrees

with it and knows that it is a new idea the Employee will then fill out

front of blank card, red card if safety.

If card is safety related, Sup/Lead takes action immediately.

Employee puts card in the New Idea slot.

Product Name CI Board Process

Machine

Description

Product Number

Sup/Lead meets with their team to go over any new ideas from their

shift and determines if they think the idea should move forward.

Sup/Lead then decides if the card from their shift has enough detail

and if it is a level 1 or level 2 idea (see Level 1 & Level 2 Definition

below) and places it in the Level 1 or 2 slot. Leads review other cards

in Level 1 and 2 and signs off for their shift's approval.

If the card is rejected after review by others, the rejecter needs to

write the reason why on the back "Results" section and sign it. The

card is put in the "rejected" slot. Leads should look over all rejected

ideas so they can keep their shift from creating similar CI's in the

future. Leads should check the rejected slot for cards from their shift.

They should take the card and explain to the operator why it was

rejected then give the card back to operator.

Prepared By:

Maint and Eng will highlight comments when idea is complete or if they

have decided to not implement idea at this time.

- Individual - All other implemented CI's will be entered into a

monthly drawing. 4 Prizes ($25 gift cards) will be awarded per

month.

Verbal recognition - a Tier 4 representative will take time to

personally thank each employee for their implemented idea each

rotation (4 days)

- does affect form / fit / function

- need any kind of Engineering or IT support. If idea requires outside

support you need to be as specific as possible. How severe is the

issue? How often does it happen? How big of issue is it for your job

function? What are the cost/time savings projections?

- Idea involves Maintenance help or will need help from or affect

different departments (i.e. recoil CI will affect quality department)

- Tier 3 - Supervisor brings idea to discuss with the group. The group

decides if Engineering, Maintenance or other area should take the lead

and Eng./Maint assigns a person to the CI card.

Note: If Eng, Maint, or Dept areas are full on the board, please place

in appropriate overflow section below. (Reminder - This happens after

they are approved at Level 1 or 2)

- Engineering - assigns project leader to the "Assign To" of the CI cards that can be completed within 1 month. If Engineering does not think that they

can complete CI within a month they will decide if the idea should be added to the priority list or if it will be rejected. If idea is rejected they will explain

the reason why. These cards will then be put in the rejected slot on the corresponding CI boards, leads will notify operator and give the card back to

operator. If Engineering thinks the idea should be moved forward they will add it to the priority list. They will write down "Added to Priority List" and

write the date added. They will then put that card in the communication box for that operator's shift. Lead will share information with operator and give

card back to operator. Engineering will hang up an updated printed Priority list every quarter at each of the CI boards. If idea falls off of priority list they

will let operator know why. When idea is completed a new card will be written up and put in communication box as being completed.

- All 4 shifts must have opportunity to sign w/in 1 rotation. If they fail

to sign, the originating shift can move forward. Leads need to check

this each rotation.

- After Tier 3 acceptance the card gets put on board in appropriate

section (Eng. or Maint.) If CI is less than $300, then the dept where

the improvement takes place will be charged. If CI is more than

$300, then idea will get charged to the Lean account.

If Level 2 at the DC: Leads, sups, or production manager will grab

them daily and bring to Tier 3. Lean manager will pick up the rest at

their Wed weekly meeting. Then the same process of bringing them

to the DC to put on the board when completed.

- Maintenance - assigns project leader to the "Assign To" of the CI

card immediately. They will fill out a work order soon after and send

that W.O. # to the leader or write it on the card.

Recognition

Simply More - A select number of implemented ideas will be

recognized monthly through the Simple More Program by a

committee

1

7

1

8

11

6

9

12

Eng. Maint. Department Done

Department Continuous Improvement Board

Eng.Overflow

Maint.Overflow

Dept.Overflow

Level 1BlankCards

New Ideas

Level 2

Communication - C-shift

Communication - B-shift

Communication - D-shift

Communication - A-shift

Rejected

3

9

4

78

8

N N 5

6

1

1

12

Summary

• Cards missing from boards

• CIs are not sustained

• CIs not communicated to the originator

• CIs not fully implemented

• CIs taking too long to complete

• Progress of CIs are not updated

• No ownership of boards

• Process is too complicated

CI Process - 2016

Board Owner Shift Contacts

Metrics

WinnersRecognition

Cards and Sleeves

Standard Work

CI Area

Program DetailsSign off and assign in 14 days

Contact submitter in 7 days Complete in

30 days

Review in 7 days

Record in metrics

Red Sleeve = issue

Green Sleeve = on task

Company Logo

CI Process - 2016

• Support ideas and assign resources if needed

• Different board each day

• 15 mins

• Lean coordinators Leaders Standard Work to meet with night/day leads daily

Quality

MaintEng

Lean

Mfg

TrainingSafety

CI Support Team

Mfg

CI Card

Picture Worth 1,000 words

CI Recognition

Verbal thanks

Monthly drawing

Formal reward and recognition program

Verbal Thanks

Gemba Auditor Start End Complete

Ron Berg 7/5 7/8

Jon Sillerud 7/9 7/12

Sang Albrecht 7/13 7/16

Scott Bates 7/17 7/20

Greg Lawler 7/21 7/24

Jeremy Barth 7/25 7/28

John Vchulek 7/29 8/1

Maggie Thompson 8/2 8/5

Mark Usselman 8/6 8/9

Aaron Bahner 8/10 8/13

Brad Graetz 8/14 8/17

Brad Okonek 8/18 8/21

Erica Amevo 8/22 8/25

Document Owner: Brad Graetz

Maint. MgrDir of Ops

Safety Mgr6 Sigma

VP of Supply ChainMfg. Mgr

Sheduling MgrFinance

Quality MgrEng Mgr

Lean MgrEng Sup

Training Mgr

CI Recognition Wall

CI Recognition – CI board

CI Drawing Winners

Mark Morgan - Coating Gary Erickson - Maintenance Josh Pavlish - Quality Charles Schmit - Maintenance James Hood - Mixing/Tooling

Robert Leibeg - Pex Vlad Kleitman - Maintenance Jason Hawkins - Mixing/Tooling Erik Williams - Maintenance Willy Gallardo - Recoil

Andrew Brady - Pex Alfredo Avila - RPC Drew Cook - Mixing/Tooling Jose Rosas - Quality Joe White - Maintenance

Nick Chanthakhoun - Pex Bill Bethke - Maintenance Jeff Strese - Mixing/Tooling Sung Hwang - Maintenance Darren Wold - Recoil

Trung Ngo - Ecoflex

April RecognitionSimply More Winners

Employee Lean Goals

• CIs submitted and completed

– Performance rating 1 = 0

– Performance rating 2 = 1 to 3

– Performance rating 3 = 4 to 7

– Performance rating 4 = 8 to19

– Performance rating 5 = 20+

• A3 or kaizen involvement

• 3 x 4-hr sessions

• Video, discussion, exercises

• Gemba Academy videos

Bronze (learn)

• Participate/use the tools

• 9 kaizensSilver

(do)

• Teach/lead kaizens

• External lean certificationGold (teach)

OpEx Training

Employee CI Videos

Next Steps

• Process adherence

• Area Leads become fully competent

• Launch in office departments

Thank You!

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Session: WP19

Continuously Improving our

Continuous Improvement Process

Brad Graetz

Uponor

brad.graetz@uponor.com