October 15, 2012

Jose Chavez Jr,Quality & Technical Services

Engineer

About MPC Industries

Flat sheet polishing

Formed Parts polishing

Grinding, Sheet & Plate

Backed by over 50 years experience and unique combination of resources.

Time proven competitive advantages, 50,000 Sq. Ft. facility in Irvine, California

Strategic partner in support of customer strategic and supply chain goals.

Flat Sheet Polishing Formed Parts Sheet/Plate Grinding

The purpose of the Kaizen Process is to accelerate and create breakthroughs in work-area process performance.

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3.1.1 Kaizen Process – How does your organization set and review priorities for Kaizen events? How is recognition for team members provided and who is involved? How are lessons learned shared with others who can benefit? How are process improvements documented and deployed to others using the same or similar processes? How are internal Kaizen leaders developed and deployed? How are goals set for Kaizen leadership and how is progress monitored?

Setup Preparation Event Post Event

KAIZEN PROCESS

Project Charter

Kaizen Leader collects (CS) data from work area related to upcoming Kaizen event

Kaizen Leader confirms objectives with Process Owner and Champion

Resources are approved by Champion

Kaizen event schedule is set with specific daily action plans

Value Stream Maps

Upper Management Report Out

Annual Improvement Plan

Kaizen Team Leader

Kaizen Objectives set and linked to Annual Improvement Plan (Measures that Matter)

Conduct training (VSM, 7 Waste, Lean, PDCA Process)

Look & See

Assign action plans

Pilot run if applicable

Create new standard work and training

Prepare report out

Present results

Manage event follow-up(30-60-90 Day)

PPT report

Feedback

Collect feedback and improve process

Kaizen Project Closure Report Out

Area

s Ad

dres

sed

“What gets measured, gets done”

The highest Quality (Measured by Customer)

The shortest Lead-Time (Measured in Hours)

The lowest Cost (Measured in Profit)

Driving Forces Strategic Plan Departmental Goals Measures that Matter ( SEA Measures) Departmental Business Plans KAIZENS

Team Leader Teamwork Output

Allocates Resources

Sets Milestones, Planned Achievements

Cross Functional Team Process Owners Departmental Managers Volunteers Kaizen Facilitator Outsider

1. Review VSM already completed• Ask the Key Questions

2. Review notes from process walk while developing current state map

3. Review Spaghetti Diagram & Brainstorm issues4. Review 5 Whys & 7 Wastes5. Identify opportunities to create flow6. Prioritize opportunities7. Apply Lightning Bursts to Map to highlight specific

improvement ideas

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Improve Measures that Matter Identify & Reduce the 7

Wastes Non Value Added

Activity Realize the Annual

Improvement Plan

Contribution Kaizen Team Members Employees Managers

Prioritized Impact & Potential Saving/

Gains Area Affected

Facilitates Commitment R&R

Review & Feedback

Identify even further Improvement Opportunities

Closes out the PDCA

Accountable, Determined, Innovative,

Customer Focused, Positive Thinking, Smart,

Willing to Communicate, Deals Well with Stress, Works at fast pace, English Communication Skills,

Computer Skills, Leadership Experience.

Responsible for Department Dashboard Measures (MTM)

6S Audit Scores Manpower Implementing Kaizens Meeting Departmental

Goals

Process Owner Assessment Criteria

Our Process Owners monitor/improve measures that have true value▪ Sq. Ft. polished per hour (we want to continue trend up)

▪ Labor hours per 100 Sq. Ft. (we want to continue trend down)

Standardized work time for each individual part

Targets for qualifying/ prequalifying operators Reducing output variation and overtime Rearranging Workflow for one piece flow Work Items at Point of Use

Measures That Matter Cubic inches removed per hour Daily tracking of Change Over Time

Improvement Opportunities are everywhere

Involvement Builds Commitment

Kaizens are more effective driven from the ground up, & supported by management

Don’t disregard even the smallest improvement; there is value.

Not all Kaizen’s have to be documented.

ISO 9001 and AS9100Certification

“The pursuit of world class

management procedures and business

practices”

“The pursuit of the Highest Quality, Lowest cost and

Shortest Lead-Time”

Lean Enterprise System & Continuous

Improvement