Continuous Improvement Overview

Values

uSafety & Health

uEnvironmental Stewardship

uHighest Ethical Standards

uRespect for People

“Committed to Zero”

RESPECT FOR PEOPLE:

Let’s create a respectful culture.Let’s embrace and celebrate differences.Let’s respect others for their individuality.LET’S SOLVEAs we show RESPECT FOR PEOPLE AT DUPONT.

We Do Not Feel Respected or Included When:

We are forced

We are ignored

We are threatened

We feel imposed upon

We feel intruded upon

We feel judged or rejected

We are not listened to

We are tricked

We feel manipulated

We are lied to

We are lied about

We are not given reasonable explanations

We are not asked for our opinions

We are invalidated

We are interrupted

We are not cared about

We are laughed at (especially when we are upset or in pain or some kind of trouble)

We are mocked

We are stereotyped

We are underestimated

We are not taken seriously

Our feelings are not taken seriously

Our preferences are not taken seriously

Our dreams are not taken seriously

Our ideas are not taken seriously

Our needs are not acknowledgedand not taken seriously

Our questions are not taken seriously

Our questions are not answered or are evaded

We are told that we wouldn't be able tounderstand something

We are not asked for our ideas

Others make decisions about uswithout our input

Others do not try to understand us

Others make assumptions about us

We are not asked what we think we need

Others tell us what they think we need.

We are not asked how we feel

Others believe they know what is best for us

Others believe they know us better than we know ourselves

Our way of doing things is not accepted

Our privacy is invaded or denied

We feel betrayed

We feel controlled.

3P’s

Purpose

Process

Product

• To gain a high level understanding of tools we can use for continuous improvement opportunities

• To generate ideas for continuous improvement projects/ideas for ATC in 2015

• Brandon to review continuous improvement training materials, videos and games

• Idea generation by team

• Understanding of continuous improvement tools• List of 2015 ATC continuous improvement projects

Vision Statement- Where we going?

u To become a high performing team that provides quality,reliable data to our customers in a timely manner so that

Ø Customers use our data to make sound decisions on new product orapplication development

Ø We can strengthen customer relationship to meet customers changingdevelopment needs

u We will achieve a high performing team through engaging,collaborating and embracing change

Expectations/Questions and Intentions

Agenda•Brief overview of miscellaneous tools for meetings/invites…:•Value Contacts•3 Ps•Ground rules•Check in

• Continuous Improvement/Lean knowledge

Ground Rules:•Cell phone on silent•Participation is valued•Respect time (start, break, end)•No disruptions•Check your stripes at the door•Location of rally…•Any other?

Check in

OHT 01

•Read the below statement

•and count how many times does the letter f as in Frank appear in the following stmt?

Finished files are theresult of years of scientificstudy combined with the

experience of years.

This demonstrates how our mind sometimes plays tricks on what we believe. The puzzle support themes of concentration, accuracy, assumptions, and creative or lateral thinking

How many did you count?

Continuous Improvement (CI)

Define- is an approach to work, that systematically seeks to achieve incremental changes in processes in order to improve efficiency, quality, cost, time…

Common CI tools programs:•DPS•Lean•Six Sigma•Total Quality Management - TQM•Industry Organization of Standards - ISO certificationWhy is it good for a companyWhy is it good for employees

Participants responses

Why should a company spend money on a CI program?For a better future of the companyMake more moneyMore credibility (certifications, ISO)Productivity

Why should an employee learn a CI program?More efficientMore prosperous for companyPersonally more value to outside company

Lean- history

Lean-define• What is needed• When needed• In exact quantity• Perfect quality• Least amount of time

Concept of elimination of waste• Waste is anything that:

• does not add value to the product• The customer is not willing to pay for

Lean-5 principles

Lean- Goals or 3 V’s

VariabilityVisibilityVelocity

Waste Elimination enables achieving the 3 Vs

Continuous improvement

Video

Any questions on CI objectives or CI in general?

Main objectives:•Have what is needed when needed•Elimination of waste•Reduce Variability•Increase Velocity and Visibility•Meet Customer demands

Next steps

1. Need opportunities2. Use tools

Opportunities

• Directives• COTs• Loss and waste analysis• Customer feedback• Bad actor reports• Cost analysis• Knowing the 8 wastes

Tools

5SKaizenVisual ManagementTeamworkOne Piece FlowFocused ImprovementAutonomous MaintenanceAsset CarePullKanBan

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Teamwork

The Teamwork TRACC focuses on the establishment of effective teamwork in the

workplace to drive down waste and improve efficiency on a day-to-day basis.

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Paper clip exercise

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Focused Improvement

Focused Improvement is the best practice of identifying the major

wastes and other priority areas in order to focus all improvement

activities on them. It guides and focuses the other best practices.

With the addition of a divider employees desk will no longer become involved with other personnel's copier activities. (i.e. stapling, non-retrieved papers)

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Poke Yoke

Video

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Top Secret Top Priority Team Measurement

Proactive Control Self-directed

Visual Management (VM) has two distinct themes —performance measurement and visual display. In this TRACC, the emphasis is on measuring the right things such as waste, quality and on-time delivery.

Visual Management

MT Labs’ Supply Closet

5S with a little bit of visual management!Pictures make it “impossible” to store something

in the wrong spot.

Visual Management

Video

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Autonomous Maintenance

This TRACC focuses on operators taking ownership of theirequipment and share the responsibility for its maintenance with themaintenance department. The operator should not replace the tradesperson,but should perform first-line maintenance tasks, such as cleaning, inspection, lubrication, minor repairs and assisting with major repairs.

Observations

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Asset Care This TRACC addresses the

systems and activities which are needed to ensure maximum equipment availability and

performance at an optimum cost.

It focuses on the maintenance department's function and its

partnership with the production department.

Planning & Scheduling

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Set-up Time Reduction

This TRACC focuses on reducingthe amount of time between distinct

production runs, typically due to product changes, equipment sanitisation or planned

maintenance activities.

One piece flow

Video

Kanban

A Kan-ban is a card containing all the information required to be done on a product at each stage along its path to completion and which parts are needed at subsequent processes.

LAS Product Stewardship Lab

Kanban and 5S systems go hand-in-hand

LAS Product Stewardship Lab• Drawer is labeled for LC Vials and

GC vial caps.• There is a Kanban card for each

type of item • One card is missing because the

card was turned in to an administrator – it was time to order!

Drawer labeled for LC Vials and GC vial caps contains only those items.

Leader Standard Work (routine, value add tasks)

Leader Standard Work

Leader Standard Work

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Quality This TRACC focuses on ensuring consistent

product quality by controlling it 'at source'. The source includes both the suppliers of material and production operators.

Achieving quality is therefore proactive, rather than reactive. It also addresses the need for well-defined, visible quality requirements for each step in the value chain. Also Quality is the best practice whereby work teams take responsibility for product quality by monitoring and correcting critical process variables tokeep the product within customer specification limits.

5S

5S is a system which was developed in Japan to establish basic discipline and order in the

workplace.

It creates an environment that is an essential foundation for other best practices to prosper and for

people to be really effective.

SortShine

Set in order

Standardize Sustain

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Supply closet

MT Labs’ Supply ClosetBefore: After:

Idea generator

• 8 Waste• Keep in mind of issues, concerns, frustrating events…when

you say” It will be nice”

• Questions• Pathforward• Idea generation exercise – turn in ???

Thanks for your time.

Feedback

“The content level was appropriate for the audience”“At first I thought I had nothing to benefit from the

training but now I can see areas in my lab that I can implement”

“I want to be included in your prioritization meeting and be a part of the team to lead improvements”

“Brandon is articulate”

8 waste chart