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•MPC Industries, located in Irvine CA,

• Established in 1952, MPC Industries is backed by over 50 years experience in polishing much of the world's finest-quality sheet for the aerospace industry and precision grinding of all alloys.

•MPC's beginnings are rooted in the requirements of the aircraft industry. Our earliest work, involved preparation of skins for the then-new generation aircraft. And, over the years, our precision grinding capability has expanded to where we now can grind any alloy to meet the requirements for any industry.

•Premier grinding and polishing company serving the international aerospace, medical and various other industries whose customers demand high precision, quality products.  •ISO 9001:2008 and AS9100 Certified, We provide first quality flat sheet and plate precision grinding and flat sheet and formed parts polishing on time – every time.

3.1.2 6S Visual Workplace Process

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The purpose of the 6S visual workplace process is to place ongoing and continuous focus on workplace organization and effectiveness.

3.1.2 6S Visual Workplace Process – How does your organization ensure effective deployment of 6S Visual Workplace strategies for workplace organization? How are the process flow, production status, employee training status and continuous improvement effort clearly displayed and visible in the office and factory floor? How does your organization ensure that work areas are kept consistently free of dirt and clutter? How are improvements reviewed and recognized?

Setup Preparation Implement Audit

6S VISUAL WORKPLACE PROCESS

Train all work areas in the 6S process

Provide coaching and assistance

Establish 6S scorecards in each work area

Repeat regularly

Develop Annual 6S Implementation Plan and schedule

Communicate 6S plan

6S Audit results

Create incentive program

Repeat annually

Work areas schedule and implement 6S in a series of scheduled work events

Monthly audit results go on the work area scorecard

PPT report

Feedback

Collect feedback and improve process

Area

s Ad

dres

sed

3.1.2 Process WorksheetSuppliers Inputs Process Outputs Customers

Senior Leadership Team Annual 6S Implementation Plan and scheduleDevelopment of 6s goals

Setup Trained Staff and EmployeesDepartmental and Plant targets.

All Staff and Employees

3.1.2 Process Champion Training MaterialTraining Events and ScheduleCoaching and Assistance

Preparation Process OwnerDepartment SME’s Trained EmployeesInitial 6s Implementation

All Staff and Employees

Process ChampionProcess Owner

Sustainment ScorecardSustainment Process

Implement Audit schedule and process Process Owner and Leadership Team

Process Owner Monthly Audits Audit Action Plans Leadership Team

Leadership TeamEmployee Input

Input of what's working and opportunities for improvement

Feedback Improved Process Process Owner,Leadership Team

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3.1.2 Work InstructionsInputs Process Instructions Outputs Customers

Annual 6S Implementation Plan and scheduleDevelopment of 6s goals

Setup A member of the executive staff will be assigned to assess the realistic value of the current goal and monthly audit schedule . This will be presented during the strategic deployment process.

Next Year Goal and schedule All Staff and Employees

Training MaterialTraining Events and ScheduleCoaching and Assistance

Preparation As required the Process Owner will conduct 6s training using the PPT presentation. And if the opportunity presents itself a an event will be scheduled.

Trained Employees All Staff and Employees

Sustainment ScorecardSustainment Process

Implement Follow the instructions on the sustainment scorecard. Perform Monthly audits and communicate results.

Monthly Audits Process Owner and Leadership Team

Monthly Audits Audit Schedule monthly audits with the participating departments. Report scores on departmental Business Plans and post results on communication boards.

Completion, communication and accountability for 6s scores.Report Outs at Monthly and Quarterly meetings.

Leadership Team

Input of what's working and opportunities for improvement

Feedback Quarterly review the 6s effectively. Using the PDCA process reinforce what is working and identify and implement opportunities for improvement.

Improved 6s Process Process Owner,Leadership Team

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1.1.1 Training RecordProcess Participants Certified Trainer Training Date

Certification Date

Setup Ken Trevino Mario Robles 4/07/09 4/07/09

Preparation Leadership Team Ken Trevino 4/14/09 4/14/04 Training Roster 014

Implement Leadership Team Jorge Quiroz 9/16/2009 9/16/2009

Audit Process Owner, and SME’s Ken Trevino 06/02/2010 06/02/2010

Feedback Leadership Team Ken Trevino 9/15/2010 9/15/2010

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The 6S’s Sort Set In Order Shine Standardize Sustain Safety

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Sort: When in Doubt Get it Out! Set in Order: Place in the work area only

materials and tools necessary to do the job. Shine: Clean, Paint, Make it look new! Standardize: A Place for everything and

everything in it’s place.

Make it obvious when something is not in it’s proper location.

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Sustain In all my experience in this activity the

sustain is above all the most difficult.

Key Learnings: Managers can be measured but the

operators must sustain their work area. Use a scorecard

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Date:Auditor:Area:

Area Coordinator: 0 1 2 3 4 5N/A

A/C/I

Comments Intent/Scope of Category

  Sort / Select : clearly distinguish needed items from unneeded items and eliminate the latter.1 Is everything in the area used on a daily/weekly

basis (ask people in the area)?              I/A  

Is there excess/duplicate material, office supplies or tools in the area? (no personal tool boxes) Get rid of excess equipment so it can be used by others if they require it.

2 Are the walls and corners clear of leaning objects?

              I/A  

Make sure that everything has a place and that the material is either back in its designated location or it is dispositioned, moved to an appropriate storage area or disposed of properly.

3 Are shared common areas identified and organized? Is everything in the area used on a regular basis (ask people in the area)?

              I/C  

Are the Common Area identified/owned and kept clean? The common areas may be identified on the area maps. Common areas are Mail Stops, Printers, Storage areas and DTF( Shop floor)

  Set in order : keep needed items in the correct place to allow for ease and immediate retrieval.4 Are all required hand tools and equipment;

- Labeled/Identified? (i.e. Owner /Station/ Area/ Location) - Is there a designated location (shadow boards/ labeled tool drawers) - Are hand tools in their designated location (unless being used)?

            A  

Are the tools & equipment identified to a location and stored in a dedicated location for easy retrieval?

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Score Key0 - No evidence found, Corrective action required1 - Approx 1/5 th of the area is in compliance, Corrective action required2 - Approx 2/5 th of the area is in compliance, Corrective action required 3 - Approx 3/5 th of the area is in compliance4- Approx 4/5 th of the area is in compliance5- Complete, (100%) no exceptions

Number items audited

Total Points

Final Area 5S Score

Total Area Points

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First Scorecard Subjective Unsustainable Confusing Knowledge Intensive Selective

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3.1.2 6S Visual Workplace Process – How does your organization

ensure effective deployment of 6S Visual Workplace strategies for workplace organization? How are the process flow, production status, employee training status and continuous improvement effort

clearly displayed and visible in the office and factory floor? How does your organization ensure that work areas are kept consistently free of dirt and clutter? How are improvements reviewed and recognized?

So Lets Look At This Again..

Hello!!! I think we need to get more VISUAL

Key Learnings Keep

Improving

Sustainability

Simple

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6S+SAFETY "CHECKLIST"

ZONE: Grinding SHIFT: 1st

OWNER: Rogelio Montoya DATE: 12/11/2010#

DESCRIPTION YES NO

1 Are the aisles free from clutter with racks, bins, etc.? X  2 Is the floor swept free of trash and debris? (Aisle ways and work areas) X  

3 Are workbenches, tables, equipment and racks free from trash or debris?   X

4 Is the area dusted? (Lights, racks, tables and equipment, Walls) X  5 All personal protection identified for storage as well as cleaning or disposal? (Gloves, arm guards, aprons,

goggles, rags etc.X  

6 Are all tools, racks, tables, and equipment identified and 6S controlled?(Labeled and stored)   X

7 Are all hazardous materials properly identified? X  8 Are all fire extinguishers and eye wash up to date and not discharged? X  

9 Is the 5s floor tape in good condition? X  10 Are all extra parts removed from the area and returned to appropriate areas? X  

11 Are all incomplete products identified and stored in a work in process holding area? X  

12 There are NO existing safety hazards? (blocked fire extinguishers, razor blades lying around, worker not wearing all required safety gear) X

 

13 Have all members of the department turned in an acceptable safety suggestion form to the Safety Suggestion Box?  

X

14 Are all containers properly identified with labels, as well as directions on what to do in case of a spill or accident? X

 

Final Score:11

Walk the area and answer YES or NO to the questions aboveTake a picture of any non-conforming condition. EXCELLENT: 14  

Add the total number of YES's and fill in the FINAL SCORE box VERY GOOD: 9-13

Write comments or suggestions to improve each of the NO answers GOOD: 7-8

Add comments and suggestion to the ACTION ITEM MATRIX AVERAGE: 5-6

POOR: 0-4

#

COMMENTS AND SUGGESTIONS3

Some racks have debris and other RATS on them.6

Numerous tools and equipment are not labeled and have no specifically designated area for storage. 13

Not ALL members have turned in a Safety Suggestion.     

 

      

Nonconformance # 1

Time Clock no longer being used. Recommend removing.

Assigned To:

START DATE: COMPLETION DATE:

Time clock was removed and area was given fresh paint as well as 6S Board.

Before After

ND IDENTIFYNeed proper storage for broom. Metal needs to be identified or removed. Area needs taping. Rolls impede access to fire Extinguisher.

Assigned To: Nonconformance # 2

START DATE: COMPLETION DATE:

Roll, broom and other materials have been removed.

Before After

Area needs re-painting. Roll of paper should be stored properly. Items should be removed from a red -painted area.

Assigned To: Nonconformance # 3

START DATE: COMPLETION DATE:

Items have been removed from red-painted area. Floor tape has been laid down to establish an area for rolls of

paper. Before After

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Communication Boards

All Scorecards and Picture action plans are posted on Departmental Message Boards.

Information posted Include:•Work Hours•Quality Scores•Delivery Scores

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BUSINESS RESULTS

Owner Priority

Project Status /Goal Oct. Nov. Dec. Jan. Feb Mar Apr May Jun Jul Aug Sep

NOTES

1 MAINTAIN 379 SQ/HR javier A   XXX XXX  XXX                  ON-GOING REPORTING DAILY 

2 100 % DELIIVERY javier A   XXX XXX  XXX                  100 % DELIIVERY FOR OCT., NOV.,DEC.

3REDUCE THE CHANGE OVER BY 50 % (SMED) javier A            XX              

 Not Started

4 6S Score Polishing javier A 11 9 9 10                   TREND IMPROVING

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Sample Business Plan

Monthly Scores are recorded on Manager’s Business Plan

25As Scores are recorded the information is automatically Graphed in Preparation for Quarterly report

Safety Safety Team Organization:

Safety Program Owner: Member of Staff Safety Team Leader: Production Supervisor

Safety Team Members: Department Lead-persons or Volunteers.

All Team Members have been cross-trained in 6s A team member assists with every 6s audit.

Although they do not audit their own area.

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Safety Communication Chain The Friday staff meetings at MPC are

Topical: 1st week: Quality System Review 2nd week: Safety Steering Committee 3rd week: Project Calendar Review 4th week: Sales, Customers, Marketing

Update 5th week: Management Review 27

Safety Communication Chain Each Topic Has a Standardized

Agenda, for Safety it is:

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Week 2, Safety Steering Committee, ( ) = SEA Criteria•Review Action Item List•Safety

1.Safety Team Report Luisa.General Report b.Safety Suggestion Report (Luis)c.Safety AIM (Maintenance Report)

2.Safety Topic of the Month•(3.1.2) 6s visual workplace process

1.General Update2.Review Scorecard Status by Department3.Rewards and Recognition (Safety and 6s)

a.Business Plana.Review “Safety” and “6s”  under “Quality, Delivery and Operational Excellence” section

b.Review new action items

Safety Communication Chain The following week the Safety Team Meets.

During this meeting a similar agenda is followed.

The next day the Safety Team Members, at their Daily Start of Shift Meeting, communicate to their teams: General Update Scorecard Status Safety Topic of the Month, with handout.

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Questions, Requests for Further Information or Copies of Templates, Contact: Cameron Tabbert, Continuous Improvement Coordinator Cameron@MPCIndustries.com

Or, Ken Trevino, Dir. Tech. ServicesKen@MPCIndustries.com