it’s the little things making a big
TRANSCRIPT
It’s the LITTLE things
making a BIG Difference
Maureen O. Gallo
V.P. of Human Assets &
Operational Excellence
Beekley…a Great Small Company
Beekley Corporation
Beekley Medical ~ Disposable Medical Products. Beekley
Medical's simple innovative medical products help imaging, surgical
and radiation oncology professionals save time, improve accuracy,
enhance communication, and provide a better patient experience.
Prestige Lane Hospitality Brands ~ custom solutions for the
Hospitality industry. Prestige Lane's innovative products help drive
new business into hotel restaurants, spas and shops, and reduce the
costs and liability associated with lost or misplaced bags and
vehicles.
Our lean journey…
It all started with attending a local AME event
Recognized Beekley:
• Was Open
• Was Customer focused
• Had the Culture to
Support this thing called
“Lean”
GROWTH IS EVERYONE’S
BUSINESS!
LEAN is everyone’s Business!!
Orientation
Posted
5KG’s
Performance Profiles
Expectation
Reward & Recognition
Mistakes are Learning Opportunities… Mistake #1:
Began using the Tools not the thinking…
5s THEN and NOW
Opportunity #2:
Kaizen before teaching
Opportunity #3:
Choose the right teachers – one size does not fit all!
Kaizen
“it’s all about engagement”
• House of Lean
• Team Charter
• Value Stream
Mapping
• Kaizen Newspaper
• Report Out
• 30-60-90-Day Check-
in’s; 80/20
PLHB KAIZEN TEAM
Project Scope:Process:
Start Point: Generating a Customer OrderEnd Point: Shipping and / or Storing
Green Opportunities:
Minimize waste of resources - paper, ink, water, cleaning solvents, human time;
Baseline if we sell all inventory vs. tossing.
$95,000.00
25,000.00
Contracts 75% With agreement
OTD 99.8%
LEAD TIME
Print tags that do not ship, i.e., generate revenue
We will realize the following benefits: Increase VA time
Lack of buy in by all stakeholders. Reduce inventory
Reduce storage requirements
Negative impact to customer Reduce time to process an order
Reduce time to physically count inventory
Running lower quantity; increase waste Reduce raw materials needed
Tag Reproducability
Project : PLHB Blanket Order Process
Business Case Opportunity Statement:
To support PLHB top and bottom line growth and profitability goals, increase our
capacity for growth and time spent on Value Added activities, via identifying and
minimizing the 8-wastes. This project has a direct impact on meeting / not
meeting these goals and more importantly to assure we provide a timely
response to what the customer wants when they want it (WCCC)!
$120k in current blanket inventory; $25k on shelf for 12+months. All
require time to produce, storage space, monthly physical counts,
multiple touch points, and multiple packaging time/expense. Create a
Win/Win Customer (WCCC) gets product when they want it /PLHB
(reducing inventory/increasing profits). Improved communication.
Differentiate blanket vs. split shipment.Taking press time to produce goods that are not generating revenue,
in the short term and in some cases the long term; and taking time
away from other customer orders and runing risk of poor quality when
printing tags but not shipping. String tags - manage inventory to
expenses / risk.
Key Assumptions
Goal Statement
Current Blanket inventory is valued at $120k. The goal is to reduce this by a
minimum 50%, in the next 9-months; to be measured at year end 2012.
Beginning with $25k in inventory that is at least 12-months old; selectively using
blanket orders; and by selling/shipping 100% of our blanket inventory within 12-
months or less, from this event forward.
Blanket Order Process
Metrics: Goal
Blanket Inventory, current $60,000.00
Blanket Inventory, 12+ months 0
100% w/Agreement
100%
Project Risks
Improvements do not lead to measurable improvements in OTD All team members will support the decision of the team inside and
outside of the team.
Project Plan Team Members:
Plan Do Check Act
20-Apr-12
Kaizen Action Items
Owner: CSL
Project Scope: Blanket Order Process (Multi-5k)
Item Action Items Leader Est. Complete Actual Complete Percent
Date Date Complete
1 ELIMINATE OUTSOURCING TRACKING FILE; INSTEAD PLACE SHIPPING LABEL ON JOB BAG "OUT" ARM 5/31/2012 100%
2 REDUCE BLANKET INVENTORY >12-MONTHS OLD; GOLDEN OPPORTUNITIES CSL 7/20/12 0%
3 DISTINGUISH BLANKET INVENTORY FROM SPLIT SHIPMENTS CSL 0%
4 DETERMINE RELEASE DATES ON CURRENT BLANKET INVENTORY CSL 0%
5 AT NEXT TOUCH POINT PACKAGE PLANNED RELEASE AMOUNTS ARM ON-GOING 12/31/12 0%
6 ESTABLISH STANDARDS FOR NEW BLANKET ORDERS; DOCUMENT STANDARD WORK CSL/AJL 5/31/12 0%
7 5S- LABEL BLANKET INVENTORY BOXES ARM 0%
8
STANDARD WORK IN SALES: BLANKET AGREEMENTS, BLANKET REQ'TS ON JOB BAG SHEET, CDL
SCHEDULING JOBS, SCHEDULING FUTURE RELEASES, SCRIPTING CSL 5/31/12 0%
9 REDUCE RUN SIZE TO NO MORE THAN 10K TAGS AT ONE RUN JUNE 0%
10
ELIMINATE DUPLICATE INFORMATION; MARRY INFO ON PROOF WITH JOB BAG; IMPROVE C&A
FROM 40% TO 80%; Kaizen 0%
11 REVAMP JOB BAG 0%
12
GRAPHICS TO SCHEDULE JOBS ON MACHINES (ELIMINATING 1 OF THREE TOUCH POINTS);
STANDARDIZE ELECTRONIC FILE NAMES & DESCRIPTIONS ON PLATES 0%
13
STANDARD WORK - BLANKET ORDER ENTRY; TMC PROCESS; CREATING PO FOR OUTSOURCING;
IMPROVE C&A 95% TO 100% 0%
14
MISTAKE PROOFING JOB BAG SHEET SO PROOFS IN THE BAG ARE A MATCH AND NUMBERING
REQ'TS ARE CLEAR (TRAINING) 0%
15 PARTNER WITH STRINGER (OUTSOURCED) TO MISTAKE PROOF OUR WORK; SET STANDARDS 0%
16 POUS - EVALUATE LOCATION OF BLANKET JOB BAGS IN PLHB SALES 0%
17 EXPLORE LASER FICHE AS CENTRAL STORAGE POINT FOR ALL BLANKET AGREEMENTS MOG 0%
18 PROCURE PRINTER FOR PLHB SHIPPING AREA AJL
19 5S JOB BAG STORAGE in SHIPPING AREA; LABEL, PACKAGE;SPREADSHEET ARM/TEAM 5/31/12 0%
20
SET STANDARD FOR FIELDS THAT MUST BE COMPLETED; ELIMINATE UNWANTED FIELDS IN CRM
(LONG TERM) 0%
Where we began… and where we hoped to be!
Current State Future State
WHERE WE ARE NOW… PLHB
Communication Hub • 2013 was a flat sales year
• 2014 Grew by 8.2%
• 2015 YTD growth 8.6%
• Decreased Cost of Materials
• Reduced set up times (Avg. of
25%)
• Improved turnaround time;
currently 10.5 days vs.16 days
• Reduced expenses
• Increased profitability
• Maintained a 99.98% OTD with
the same number of people
(1 late shipment of 5046 Orders)
• Planning to invest in our
future!
Walk the
• “GO SEE”
• Ask the SME’s
• Engage People
• Get Buy-in
• Create a Visual Workplace
We will be recognizing a Lean MVP – an individual that stands out in the
following ways:
Demonstrates an understanding of the Principles & Practices of Lean
Participated in at least one Kaizen event (small or large)
Living Lean by word and actions, i.e., embracing Lean as part of the
Beekley Culture.
Coach can submit examples of Lean in Action, i.e., Continuous
Improvements that led to measurable results and positively impacted /
improved a process(s).
8-Wastes
Impacted by the Great Idea program 2014 Wastes Ideas Submitted Ideas Implemented
Over Production 0 0 0%
Transportation 3 3 7%
Motion 33 25 58%
Waiting 5 5 12%
Over Processing 10 3 7%
Inventory 0 0 0%
Correction/Defects 9 6 14%
Non Utilized Talent 1 1 2%
Total Ideas YTD 61 43
Continuous Learning…
Footprints
Lean 101
Lean 201
Kaizen Training
James P. Womack ~ founder and chairman of the
Lean Enterprise Institute
Thank You!
Please complete the session survey at:
www.ame.org/survey
Session: TP/14
It’s the Little Things making a Big Difference
Maureen O. Gallo
Beekley Corporation