Critical success factors to get Lean Sigma engrained into the culture of Tension Temecula

1. All meetings should follow the SQWD framework a. Make sure the notion of Safety, Quality, Waste, and Downtime are the main Categories of discussion at any meeting. Fit discussion points into one of these categories. 2. Incorporate Visual Factory: a. Post SOPs and Standard Work documents to be consistent with entire organization (example below)

i. 3. Discuss project results and Continuous Improvement ideas, on a regular basis, for each of the following (i.e; how are we performing, what obstacles can be removed): a. Outer roll waste b. Roll core waste c. External set up d. Paper tracking e. Scales f. Washup g. QIP h. 5S 4. Gemba Walks a. Identify safety, quality, waste, or downtime (inefficiencies) to attack b. Ask Jack to come up with ideas to improve an area 5. Ask the supervisors to run a 5S event with my help 6. Ask the foremen to run a 5S event with my help

7. Completely 5S the machine shop and parts area. a. Get Gil, Wayne, Jack, Kevin, Neal, all the working foremen, Steve Smith, and John Maruska to get that area of the plant under control. 8. Perform at least one audit per week. Adjust schedules if necessary. Ask Neal and Kevin to help WF perform the audits

My vision of Lean Sigma at Tension in 2015 1. All production managers have been involved in process improvement initiatives. 2. Each work cell is in the sustain phase of 5S: Offices, common areas, machines a. All associates have been trained and participate in 5S activities b. All foremen and supervisors have led at least 1 5S event c. Production Managers have led at least 1 5S event

3. All machines are standardized with tables, ink carts, gum carts, and tools 4. Associates communicate ideas for process improvement to PMs who then works with the black belt to turn it into a business case 5. Evidence of Visual Factory is obvious to outsiders 6. Standard Work sheets are commonplace and work is not done without having one

7. Adjusters communicate with supervisors and foremen when tools are missing rather than pillaging other machines 8. Participate in Total Productive Maintenance (TPM). Define and follow a process for maintenance 9. All machines have scales, and all adjusters understand what absolute 0 is and how to set it on the machines 10. A training matrix is visible and continually updated 11. Gaylords and inspection are not necessary to our workflow. Waste and defects have been minimized to a level where having them is too expensive. 12. Adjusters use tags to check out specialty tools. 13. Offline training is available to those who wish to progress 14. TVs are used to reinforce messages of safety, quality, waste, and downtime 15. Record keeping is accurate and consistent