Lean Forward

[Audio] Lean Forward April 17, 2025 Jeremy D. Lockridge CLSSGB.

[Audio] Will be Black Belt certified by 6/1/25 Certifications.

[Audio] Lean Forward RoadMap Outlook Projection for 2025 DMAIC & 5’S Method Measure & Set in Order Develop lean workshops, train teams. Red tag station Implement visual management Analyse & Shine April’25 Establish a baseline May’25 Develop lean assessment matrix. Have cleaning stations on the floor Lead and create teams for lean projects Develop lean initiative program…Lean Forward. Implement lean methodology like 5’S Audits, Sigma level, and Gemba Walks. Construct 5”S +1 board. June’25 Define & Sort Develop waste management program…tbd later. Discover and define waste, find solutions. Implement Shadow boards, reduce clutter and remove unnecessary tools and equipment. Q2’25 Improve & Standardize Q3’25 Develop SOP’s(Standard Operating Procedures). Facilitate regular kaizen events Implement kanban system Q4’25 Continuous Improvement Q1’26 Develop metrics and matrix database for real time data analysis Minimize waste and maximize efficiency Improve quality . Control & Sustain Develop a new culture of lean thinking. Monitor KPI's Engage team members to ensure sustainability through the organization.

[Audio] Here we have the 5S+1 board displayed by the time clock and restrooms so that every team member has access. Information available: 1.Current 5S Audit 2.Weekly Gemba walk results 3.Fishbone diagram for problem solving 4.Daily 5S+1 observations 5.Any near miss or recordables for safety 6.Lean terminology and methods 5S banner being displayed to help with understanding lean methodologies. Added a red tag station below lockout station..

[Audio] Day One Observation Team members know what to do, but not necessarily how to do it. The steps are there for processing, just not the method. Upon speaking with various leads and operators, I learned there are multiple methods for getting the process done. There is no clear standard. The training manual created by Quality show the steps required but leave the "how" to interpretation of the operator. Work areas are unorganized not efficient. Production process does not flow correctly. Many errors along the way causing various types of waste. To few verifications being done and concern is, are they being done..

[Audio] Safety Concerns Utility blades being left exposed bare on prep tables and knife remaining open exposing blade. Cracks and holes present on the production floor, causing a risk of slip, trips, and falls. Low hanging wires and crossbeams. Wires and hoses not being used left on the floor. Sharp wire and hot surfaces, leading to lacerations and burns. PPE not fully being worn by team members. No clearly defined forklift paths, identified crosswalks with mirror, and forklift drivers don’t use their horn properly. Improper lifting techniques, especially in the prep area when caring screens from molding to finishing. When maintenance is on site at the workstation, area not designated as such and operators remain in the area being serviced..

[Audio] 5S Concerns There are no cleaning stations in any of the workspaces. Random brooms are scattered round, some even being housed in trash receptacles with trash in them. The workspace is cluttered and dirty. Operators don’t clean their areas. Unnecessary tools and equipment are present and cause poor efficiency. Tools are being left on equipment, causing tools to become lost and damaging equipment. Where Shadow boards are present, they are not being used correctly..

[Audio] Maintenace Concerns Maintenace workspace is unorganized and has safety concerns. Shadow board is present but not being properly used. Many parts and equipment not labeled and categorized. Potential fall and trip hazards thru out the department. Items hanging off shelves and/or over stacked on racks..

[Audio] Problem Operators feel cleaning the machines is done by Maintenace. There is no defined system for what is Operator and what is Maintenace responsibility. Solution Develop SOP's to define task assignments for operators for daily, weekly, and monthly duties. Equipment malfunctions not being addressed properly, only short term solutions being done. Maintenace resets machine to temporarily address the problem causing operator to have to redo centering. In which causes unnecessary waste and poor efficiency..

[Audio] Problem Unclear identification of materials. Labels are old, torn, and faded or not present at all. Heat tags on wire carriers missing. Solution Facilitated kaizen burst event including Quality(Dre) and Inventory(David) to devise a better way to place tag on carrier. Working with David to make new labels with QR and Barcodes. Results Quality suggested plastic shipping sleeves to place tag inside. Me and David expanded on that with adding a brace that would attach to the sleeve and the around the beam directly..

[Audio] In summary, today we've explored how embracing lean principles, such as: Eliminating waste Optimizing processes Focusing on customer value Can lead to significant improvements in both quality and efficiency. Lean thinking is not just about cutting costs: its about creating value for customers by focusing on quality and continuous improvement. I believe that by adopting lean principles, we can all make a positive impact at Major and create a culture of continuous improvement. If you have any further thoughts or would like to discuss this further, please feel free to connect with me. Thank you for your time and hope to see you again..

[Audio] Lean Forward RoadMap Outlook Projection for 2025 DMAIC & 5’S Method Measure & Set in Order Develop lean workshops, train teams. Red tag station Implement visual management Analyse & Shine April’25 Establish a baseline May’25 Develop lean assessment matrix. Have cleaning stations on the floor Lead and create teams for lean projects Develop lean initiative program…Lean Forward. Implement lean methodology like 5’S Audits, Sigma level, and Gemba Walks. Construct 5”S +1 board. June’25 Define & Sort Develop waste management program…tbd later. Discover and define waste, find solutions. Implement Shadow boards, reduce clutter and remove unnecessary tools and equipment. Q2’25 Improve & Standardize Q3’25 Develop SOP’s(Standard Operating Procedures). Facilitate regular kaizen events Implement kanban system Q4’25 Continuous Improvement Q1’26 Develop metrics and matrix database for real time data analysis Minimize waste and maximize efficiency Improve quality . Control & Sustain Develop a new culture of lean thinking. Monitor KPI's Engage team members to ensure sustainability through the organization.