final presentation gap reduction

KaizenKaizen

Reduction of Stocking Reduction of Stocking Gap TimesGap Times

Montgomery, NY Montgomery, NY 1/27/061/27/06

Kaizen Team - Lean Masters(Left – right)

Terry Anderson(I.T. Systems Support)

Anthony Scarchilli(Kaizen Facilitator)

Chris Carroll(Stocking Associate)

Holly Sulle(QIC Coordinator)

Ivar Malm(Orderfill Associate)

Steve Pitt(Stocking Team Lead)

Angel Rojas(Stocking / Orderfill Associate)

(not pictured)

KAIZEN Project Charter

Supplier Inputs Process Outputs Customer

Following the Road of DMAIC

Process X Acceptance = Results( P X A = R )

Rate the new process from 1 to 10

Rate the level of acceptance from 1 to 10

Multiply the two numbers

P9 X A2 Results = 18

P7 X A5 Results = 35

Changing The Culture

Conclusion: You will get better results with a good process that has buy-in from the process participants than a better process without

buy-in - especially applies to long term results (control phase).

Stocking’s Value Stream Map

Outlining the

W.I.P.

Initial Kaizen Tool – Define Phase

Stocking’s Value Stream Map (cont’d)

Clockin

Find Machine

Get Assignment

Sign on

Go to assigned

area

Scan LCP

Deliver to assigned

area

Stock in location

Scan Location

Scan or write LCP

Quality Check

Pull Pallet

Take to Outbound

Reach Truck and Turret Process Putaway

Turret Pick / Putaway Process

Turret Inbound Putaway

Back to Scan LCP


Kaizen Define Stage

•S I P O C

•TIMWOOD

•Value Stream Map


Stocking Headcount – 3 shifts

Kaizen Tool – Measure Phase

1st Shift StockersStart / Stop

TimeBreak Times Lunch Time 2nd Shift Stockers

Start / Stop Time

Break Times

Lunch Time 3rd Shift Stockers

Start / Stop Time

Break Times

Dave Adams 5:30 - 2:00 9am, 9:30am 12:30pm Chris Carroll 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Jose Alvarez 9pm - 5:30am 11pm, 4amRobert Anderson 7:00 - 3:30 9am, 11am 1:00pm Morris Bailey 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Jon Bryden 9pm - 5:30am 11pm, 4amJulio Bayron 5:30 - 2:00 8am, 10am 12:00pm Edisson Coronel 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Jim Costakis 9pm - 5:30am 11pm, 4amBruce Braught 7:30am - 11:30am 10:30 AM N/A Randy Crook 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Manuel Elvir 10:30pm - 7am 12:30am, 3am

Alex Cebollero 5:30 - 2:00 8am, 10am 12:00pm Brandon Flynn 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Mario Elvir 10:30pm - 7am 12:30am 6am

Tony Cordani 5:30 - 2:00 8am, 10am 12:00pm Pablo Galarza 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Sandra Enright 9pm - 5:30am 11pm, 4amJoe Depaolo 5am - 1pm 8:15am - 8:45am N/A Blanca Garcia 2pm - 10:30pm 4pm, 8:30 pm 6:00pm John Geisler 9pm - 5:30am 11pm, 4amFloyd Doolittle 5:00 - 3:30 8:15,10, 1:30pm 12:00pm Luis Mercado 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Juan Gonzalez 9pm - 5:30am 11pm, 4amBob Foster 5:30 - 2:00 8am, 10am 12:00pm Severino Molina 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Charles Grilz 10:30pm- 7am 12:30am, 6am

Yolanda Fryar 5:30 - 2:00 8am, 10am 12:00pm Lisa Newell 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Paul Holbert 9pm - 5:30am 11pm, 4amEd Gurnee 5:30 - 2:00 815am,10am 12:00pm Kurt Noviski 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Columbus Holland 9pm - 5:30am 11pm, 4amJen Hilton 5:30 - 2:00 8am, 10am 12:00pm Rafael Ochoa 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Horacio Jiminez 10:30pm - 7am 12:30am, 6am

Dave Kirby 5:30 - 2:00 8am, 10am 12:00pm Humberto Pacheco 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Erin Krom 9pm - 5:30am 11pm, 4amAl Lecorchick 5:30 - 2:00 815am, 10am 12:00pm Ricardo Rios 2pm - 10:30pm 4pm, 8:30 pm 6:00pm Jim Marchie 9pm - 5:30am 11pm, 4amOrlando Lopez 5:30 - 2:00 8am, 10am 12:00pm Chris Mullhaupt 9pm - 5:30am 11pm, 4amVuksan Marku 5:30 - 2:00 8am, 10am 12:15pm Phil Naran 10:30pm - 7am 11pm, 4amRoger McCullough 5:30 - 2:00 9am, 11am 12:30pm Chris Natkiel 9pm - 5:30am 11pm, 4amJim McNicholas 5:30 - 2:00 8am, 10am 12:00pm Felix Santiago 10:30pm - 7am 12:30am, 6am

Rich Perez 5:30 - 2:00 815am, 10am 12:00pm Kurt Scherer 9pm - 5:30am 11pm, 4amSteve Pitt 5:00 - 2:00 7:30am, 10am 12:00 PM Monet Walker 10:30pm - 7am 12:30am, 6am

Silvino Ramirez 5:30 - 2:00 8am, 10am 12:30pmMark Ramsaran 5:30 - 2:00 8am, 10am 12:30pmRyan Reese 7:00 - 11:00 8:45 AM NaBrett Richter 5:30 - 2:00 8am, 10am 12:30pmDave Rupp 5:30 - 2:00 8am, 10am 12:30pmSal Santiamagro 5:30 - 2:00 8am, 10am 12:30pmDanny White 5:30 - 2:00 815am, 10am 12:00pm

SNE APPROVED SNE APPROVED SNE APPROVEDSNE ACTUAL SNE ACTUAL SNE ACTUALSNE OPEN SNE OPEN SNE OPENFTE APPROVED FTE APPROVED FTE APPROVEDFTE ACTUAL FTE ACTUAL FTE ACTUALFTE OPEN FTE OPEN FTE OPENTEMP APPROVED TEMP APPROVED TEMP APPROVEDTEMP ACTUAL TEMP ACTUAL TEMP ACTUALTEMP OPEN TEMP OPEN TEMP OPEN0

110

19190000

00

101

1514100

TOTALS - STCK 1st TOTALS - STCK 2nd TOTALS - STCK 3rd

0

110

23 full time, 3 20/hr part time23 full time, 3 20/hr part time

0

NEDC Dashboard10/30/2005 11/6/2005 12/18/2005 12/25/2005 1/1/2006 1/8/2006 1/15/2006 1/22/2006

Actual $161,086 $158,975 $158,289 $156,896 $157,054 $159,726 $160,185Need FY 06 Plan Number Plan $241,248 $241,248 $241,248 $241,248 $241,248 $241,248 $241,248

Variance $0 -$80,162 -$82,273 -$82,959 -$84,352 -$84,194 -$81,522 -$81,063

Actual $7,004 $11,518 $10,875 $7,751 $7,439 $8,421 $9,089Need FY 06Plan Number Plan $7,934 $7,934 $7,934 $7,934 $7,934 $7,934 $7,934

Variance $0 -$930 $3,584 $2,941 -$183 -$495 $487 $1,155

Actual $26,728 $21,923 $32,096 $29,934 $40,122 $22,212 $17,031Need FY 06 Plan Number Target $8,175 $8,175 $8,175 $8,175 $8,175 $8,175 $8,175

Variance $0 $18,553 $13,748 $23,921 $21,759 $31,947 $14,037 $8,856

Actual $258,193 $248,708 $260,874 $256,864 $271,107 $250,124 $243,625Need FY 06 Plan Number Target $272,227 $272,227 $272,227 $272,227 $272,227 $272,227 $272,227

Variance $0 -$14,034 -$23,519 -$11,353 -$15,363 -$1,120 -$22,103 -$28,602

Actual 14.23% 12.12% 16.92% 16.02% 20.35% 12.21% 9.61%Target 12% 12% 12% 12% 12% 12% 12% 12%Variance 0.00% 2.23% 0.12% 4.92% 4.02% 8.35% 0.21% -2.39%

269 267 263 263 266 263 26333 33 33 33 33 33 21

18 22 21 20 20 16 12

10/30/2005 11/6/2005 12/18/2005 12/25/2005 1/1/2006 1/8/2006 1/15/2006 1/22/2006117,776 115,492 113,947 96,353 94,604 120,200 111,200

Actual 59.5 59.4 58.7 63.1 62 62.6 59.7Target 65 65 65 65 65 65 65Variance 0 -5.5 -5.6 -6.3 -1.9 -3 -2.4 -5.3

Actual 95.90% 98.10% 96.70% 101.80% 98.00% 102.80% 98.20%Target 100% 100% 100% 100% 100% 100% 100%Variance 0.00% -4.10% -1.90% -3.30% 1.80% -2.00% 2.80% -1.80%

P ic ks

To tal He adc o unt Ope n He adc o unt

Numbe r o f Te mps

WEEK ENDING

%OT

Labo r Expe ns e

Outbo und P ro duc tivity

OT Expe ns e

Labo r

TOTAL LAB OR EXP ENS E

Te mp Expe ns e

Effic ie nc y

Fac ility P P H


NEDC Dashboard (cont’d)56 54 49.65 52.65 57.5 52.22 55.43

10/30/2005 11/6/2005 12/18/2005 12/25/2005 1/1/2006 1/8/2006 1/15/2006 1/22/200611,250 11,366 10,319 9,929 10,293 10,838 10,767

16,256 17,193 15,402 14,417 14,581 16,779 15,689

276,908 302,000 261,128 243,898 247,391 295,396 249,889

25,578 28,027 25,881 27,114 25,373 26,104 25,119

P utaways P H 30 33 33 35 32 32 33

17,703 18,548 17,206 16,945 17,842 14,596 18,174

Actual 74.50% 78.40% 81.30% 77.60% 73.80% 79.80% 82.00%Target 85% 85% 85% 85% 85% 85% 85%Variance 0.00% -10.50% -6.60% -3.70% -7.40% -11.20% -5.20% -3.00%

Actual 87.80% 85.60% 90.40% 90.40% 85.90% 91.20% 87.00%Target 90% 90% 90% 90% 90% 90% 90%Variance 0.00% -2.20% -4.40% 0.40% 0.40% -4.10% 1.20% -3.00%

10/30/2005 11/6/2005 12/18/2005 12/25/2005 1/1/2006 1/8/2006 1/15/2006 1/22/200649.65% 53.86% 52.52% 54.35% 56.14% 51.33% 53.06%

Actual $67,955 $72,042 $279,672 $229,522 $56,564 $149,807 $163,884Target $8,894.75 $8,894.75 $8,894.75 $8,894.75 $8,894.75 $8,894.75 $8,894.75Variance $59,060 $63,147 $270,777 $220,627 $47,669 $140,912 $154,989

B as e Actual 4963 5326 5545 4569 4680 4570 4590Target 4000 4000 4000 4000 4000 4000 4000Variance 0 963 1326 1545 569 680 570 590

Value Link Actual 9,643 8852 8545 9794 9407 11929 9964Target 3000 3000 3000 3000 3000 3000 3000Variance 0 6643 5852 5545 6794 6407 8929 6964

B axte r Actual 2343 2768 3842 3828 3874 3793 2699Target 3700 3700 3700 3700 3700 3700 3700 3700Variance -3700 -1357 -932 142 128 174 93 -1001

: :>No te Fo r po s tive varianc e s ple as e s hade the c e ll light gre e n

: , =>No te fo r ne gative varianc e s ple as e s hade the c e ll o range

/ %ADI AIMS

Re c e iving Line s

P utaway Effic ie nc y

'Re c e iving LCP s

Re c e iving Units

Fac ility DP MS

DC Expe ns e s

Quality

Re ple nis hme nt Effic ie nc y

P ic ks P e r B re akdo wn

Re ple nis hme nts

Inbo und P ro duc tivity

P utaways


The GAP Report

Type ProdNr Qty UM FromLoc ToLoc Time GenDate MovesPCK SOP11THRME 5 CS 18G018 5:45:54 AM 01-Dec-05 15 min start 1PCK SBA11MTMDE 8 EA 18G099 5:47:36 AM 01-Dec-05 0:01:42 2PCK 13752-610 15 CS 18C021 5:49:35 AM 01-Dec-05 0:01:59 3PCK SBA13UPSTA 15 CS 18D131 5:53:23 AM 01-Dec-05 0:03:47 4PCK Q006775901 4 PK 24G011 5:58:20 AM 01-Dec-05 0:04:58 5PCK SOP11HNEEB 12 CS 24D067 5:59:55 AM 01-Dec-05 0:01:34 6PUT 405600736 20 CS IN2401 24C121 6:02:36 AM 01-Dec-05 0:02:41 7PCK SNE11NERMD 8 CS 24G016 6:04:17 AM 01-Dec-05 0:01:41 8PCK SBA11MNWCC 7 CS 24C066 6:06:27 AM 01-Dec-05 0:02:10 9PCK SOP36MOBSE 6 CS 24G121 6:09:21 AM 01-Dec-05 0:02:54 10PCK SBA11ASNSI 24 EA 24E011 6:11:16 AM 01-Dec-05 0:01:54 11PCK SBA18MNSPM 12 CS 24D039 6:13:42 AM 01-Dec-05 0:02:26 12PCK SBA13MNSEB 15 CS 24C080 6:18:35 AM 01-Dec-05 0:04:53 13PCK SNE12LASMA 2 CS 30A131 6:23:59 AM 01-Dec-05 0:05:23 14PCK SEY13EYBIE 5 CS 30F133 6:27:11 AM 01-Dec-05 0:03:12 15PCK SCV11MVLHH 12 CS 30A069 6:55:41 AM 01-Dec-05 0:28:30 ?? 16PUT AC-505N 38 CS IN3001 30G047 7:01:52 AM 01-Dec-05 0:06:11 17PCK SBA11TUMDD 5 CS 30G029 7:08:22 AM 01-Dec-05 0:06:30 18PCK SBA11MAKHA 15 CS 30A035 7:10:02 AM 01-Dec-05 0:01:40 19PCK SBA11MAKHA 15 CS 30F070 7:12:18 AM 01-Dec-05 0:02:16 20PUT RS303708N 64 CS IN3001 30D034 7:13:58 AM 01-Dec-05 0:01:40 21


The GAP Report (cont’d)

PCK SBA13MNSEB 15 CS 24C080 6:18:35 AM 01-Dec-05 0:04:53 13PCK SNE12LASMA 2 CS 30A131 6:23:59 AM 01-Dec-05 0:05:23 14PCK SEY13EYBIE 5 CS 30F133 6:27:11 AM 01-Dec-05 0:03:12 15PCK SCV11MVLHH 12 CS 30A069 6:55:41 AM 01-Dec-05 0:28:30 ?? 16PUT AC-505N 38 CS IN3001 30G047 7:01:52 AM 01-Dec-05 0:06:11 17PCK SBA11TUMDD 5 CS 30G029 7:08:22 AM 01-Dec-05 0:06:30 18PCK SBA11MAKHA 15 CS 30A035 7:10:02 AM 01-Dec-05 0:01:40 19PCK SBA11MAKHA 15 CS 30F070 7:12:18 AM 01-Dec-05 0:02:16 20PUT RS303708N 64 CS IN3001 30D034 7:13:58 AM 01-Dec-05 0:01:40 21PCK SOP13KKBSE 15 EA 30C156 7:16:54 AM 01-Dec-05 0:02:57 22PCK SEY13BSMHG 15 CS 30C110 7:21:34 AM 01-Dec-05 0:04:40 23PCK SBA11MNSNE 20 CS 31D099 7:23:53 AM 01-Dec-05 0:02:19 24PCK 00260-00 4 CS 31E084 7:26:19 AM 01-Dec-05 0:02:26 25TSP RT110 21 CS IN1801 7:48:57 AM 01-Dec-05 0:22:38 26TSP V8837 50 CS IN0801 7:50:44 AM 01-Dec-05 0:01:47 27TSP 2K8001 12 CS IN3001 7:54:11 AM 01-Dec-05 0:03:27 28TSP 2K8001 18 CS IN3102 7:54:39 AM 01-Dec-05 0:00:28 29TSP RT110 14 CS IN1902 7:58:35 AM 01-Dec-05 0:03:56 30TSP 3D0765 54 CS IN3203 7:59:58 AM 01-Dec-05 0:01:22 31TSP 4467 5 CS 8:29:37 AM 01-Dec-05 0:29:39 break 32PUT 4467 5 CS FC410A 8:32:35 AM 01-Dec-05 0:02:59 33

Type ProdNr Qty UM FromLoc ToLoc Time GenDate Moves


The GAP Report (cont’d)

TSP H140-01 12 CS 12:35:13 PM 01-Dec-05 0:34:28 lunch 142PUT H140-01 12 CS PG015C 12:37:12 PM 01-Dec-05 0:01:59 143TSP H140-01 6 CS 12:38:48 PM 01-Dec-05 0:01:36 144PUT H140-01 6 CS PG015C 12:40:45 PM 01-Dec-05 0:01:57 145TSP H100-10 4 CS 12:41:01 PM 01-Dec-05 0:00:16 146PUT H100-10 4 CS FB509A 12:42:12 PM 01-Dec-05 0:01:11 147TSP H100-10 8 CS 12:42:23 PM 01-Dec-05 0:00:11 148PUT H100-10 8 CS FB612A 12:44:06 PM 01-Dec-05 0:01:42 149TSP H131-10 5 CS 12:44:53 PM 01-Dec-05 0:00:47 150PUT H131-10 5 CS SG022C 12:52:17 PM 01-Dec-05 0:07:24 151TSP H131-10 10 CS IN1902 12:54:13 PM 01-Dec-05 0:01:56 152TSP 915410 16 CS 12:56:01 PM 01-Dec-05 0:01:47 153PUT 915410 16 CS FB224A 12:59:20 PM 01-Dec-05 0:03:20 154TSP 915410 48 CS 12:59:49 PM 01-Dec-05 0:00:29 155PUT 915410 48 CS PE057A 1:00:20 PM 01-Dec-05 0:00:31 156TSP PP1032 20 CS IN1101 1:01:45 PM 01-Dec-05 0:01:25 157TSP H140-01 6 CS 1:02:22 PM 01-Dec-05 0:00:38 158PUT H140-01 6 CS PG028B 1:04:07 PM 01-Dec-05 0:01:45 159TSP H100-10 8 CS 1:04:15 PM 01-Dec-05 0:00:07 160PUT H100-10 8 CS FB612A 1:10:21 PM 01-Dec-05 0:06:07 50 min to end 161PUT SMA11OBLDB 6 CS IN0701 07E010 5:24:09 AM 02-Dec-05 16:13:47 1

Type ProdNr Qty UM FromLoc ToLoc Time GenDate Moves


Kaizen Event Preparation

•Downtime Causes

•Brainstorming

•Parking Lot

•Implementation

Kaizen Tool - Analyze Phase

Implementation Phase

Analyze to Improve Phase

Implementation and Action Plan

Battery Change:Fill out log to capture downtime

Drop & Swap program – machine availability?

Change batteries only when light is blinking

Maintenance to confirm blinking light or no change.

Housekeeping:Expectation list of housekeeping in each area

No more than 10 min. per associate/day

Clean as you go

Kaizen Tool – Improve Phase

Implementation and Action Plan (cont’d)

Processes:Designate 4 empty location in VNA for empty pallet

storage.

Empty pallets in the mods – 5cs or less have to be consolidated to the back pallet and empty removed.

Help cards attached to windows of the Reach Trucks and Turret Trucks.

Empty location report to pull pallets out for quicker putaway.

Eliminate ALL “G” level locations.

Designated machine staging area for shift change over.

Kaizen Tool – Improve Phase Commences

Sources of Waste – “Muda”

• Transportation- Pallet picks staged at repack then transported to shipping

• Inventory- Product on dock – increases cycle/lead time

• Motion- Constant neck movement of looking up, poor ergonomics on Turret and Reach trucks – not facing forward

• Waiting- People in your way and system downtime.

• Overproduction- N/A – overproduction is needed to increase productivity and decrease cycle/lead time.

• Overprocessing- N/A – No enhanced operational procedures.

• Defects- Product doesn’t fit into location, wrong cat#/qty, restacking of empty pallets.

• Another waste is: People (untapped and/or misused resources)

Typical Mistakes

• Intentional

• Forgetfulness

• Misidentification

• Lack of Training

• Inadvertent

• Lack of Standardization

• Not Following SOP

• Misunderstanding

• Not Paying Attention

Variation is EVIL

Future Initiatives – Parking Lot

• Person to collect mixed product out of location 1hr/day.

• Wireless printer – send labels from radio to printer.

• Location stoppers to prevent pallets falling.

• A lot of work on the condition of racks.

• Condition of machinery – Time to replace.

• More certified machine technicians for all shifts.

• Refine the productivity standards.

• Tape dispenser at QIC for OS&D tags – adhesive.

Future Initiatives – Parking Lot (cont’d)

• Compact printer attached to reach truck – eliminate repack station.

• The use of plastic pallets versus wood – durability.

• Empty pallet removal option in RF to make it a tracked function.

• Can we source out our empty pallet retrieval and housekeeping functions?

• Time clock at Mod C to prevent walking to receiving clock.

• AIMS system upgrade on RF – listed route group, cat#/fact# listed, and quality check for Inbound loc.

Improved Benefits

Current Proposed

• Housekeeping: 15min 10min 57 @ 15min @ $17.02 57 @ 10min @ $17.02

$242.54/day $161.69/day

$80.85 savings/day

$19,404 a year

• Empty pallet Removal: 32 @ 10min 1 assoc/hr/ shift

320min = 5.33hrs 3hrs x $17.02

$17.02 x 5.33 = $90.77/day $51.06/day

$39.71 savings/day

$10,006.92 a year

Improved Benefits (cont’d)

Current Proposed

• Battery Change: code – change – code code – drop/swap – code

7-8mins/machine ~2min/machine

$2.27/change $0.57/change

$1.70/battery change

• Mod Empty pallets: To remove empty & stock Mods cleared of pallet putaway – 2:44sec empty pallets - 32sec

$0.78/move $0.15/move Savings = $0.63/move x 57assoc.= $35.91/day

$8,618.40 per year


Current Proposed

• VNA Empty Pallets: 1 putaway, 1 pick, & empty 3 spots in VNA

8:30 sec 6:09 sec

$2.41/move $1.74/move

$0.67 savings/move

• Looking for machine: Searching warehouse Mod C & PA

6:04 sec 1:30sec & .45sec

$1.72/assoc $0.43 & $0.22

$1.29 & $1.50 savings/assoc./day


Current Proposed

• GAPS: Limited monitoring Daily Monitoring

Excessive downtime Accountability

Avg of 30min gaps/assoc. 15min gap/assoc.

28.5 hrs of gaps/day 14.25hrs/day

$485.07/day $242.54/day

Savings: $242.54/day and $58,209.60 a year

ACCOUNTABILITY

• Chronic offenders of gaps will have to stay on tracked functions.

• 10 min gaps will be questioned.

• Start time – no more than an 10 min gap.

• Break time – no more than 40 min gap.

• Lunch time – no more than 40 min gap.

• End time – no more than 15 min gap to clean.

• Daily gap monitoring by the supervisor / team lead

ACCOUNTABILITY (cont’d)

• If they don’t comply you ask?

• Corrective action process will follow:1st discussion of gap abuse – documented verbal warning

2nd discussion of gap abuse – Letter of discussion (LOD)

3rd discussion of gap abuse – warning

• Employee incentive: Employee of the month and its rewards.

• What does this all mean?

TOTAL SAVINGS $$

• Drum Roll Please………………

$96,242.79A year

R.A.C.I. Chart – To Sustain Improvement

Action Item R A C I

Accountability and follow through of process gap checks AnthonyStocking

SupervisorsBrian / Dennis Paul

Check on empty pallets in the mods Angel Eric / JimBrian / Dennis Orderfill

Check on status of "G" levels Holly Derek VicBrian / Dennis

Check on status of designated empty VNA locations Holly Derek Vic Stocking

Sequence of VNA storage - Front to back, up & down Ivar Derek Vic Stocking

Help cards on Turret and Reach trucks SteveStocking

SupervisorsBrian / Dennis Stocking

Accessing the empty location report - DailySteve / Chris

Stocking Supervisors

Brian / Dennis Stocking

Staging area for machines - Mod C and PA racks SteveStocking

SupervisorsBrian / Dennis Stocking

Battery changing log up and in use? IvarStocking

SupervisorsBrian / Dennis All Dept.

Drop and Swap program available? TerryStocking

SupervisorsBrian / Dennis

Stocking / Orderfill

Changing batteries only when they are blinking AngelAll

SupervisorsBrian / Dennis All Dept.

Battery changer to check status before changing Angel Frank Ted Ray

Battery PM added to Micromain for regular checks Terry Frank Ted Ray

Posted housekeeping expectations at locations AnthonyStocking

SupervisorsBrian / Dennis Stockers

10 minutes for Housekeeping only ChrisStocking

SupervisorsBrian / Dennis Stockers

R = Responsible A = Accountable I= InformedC = Consulted

Here’s the plan to maintain and control improvements!!! Control Phase

NEDC Warehouse Layout

VNA

Receiving Dock Shipping Dock

Select Racks

I-point

Mods

A

B

C

V2 Racks

Special Thanks To:

• Cardinal: for promoting and supporting this event.

• Walt Wallace: for his continued support, his belief in me, and his help with data collection to make this possible.

• Marty Sibilia, Derek Penney, and Dave Werner: for their support and quick responses to my needs to understand the stocking process.

• To the Kaizen team and all of you for being here and making this event an exciting and challenging reward.

Any Questions?

The End

final presentation gap reduction

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