1CTDI Confidential
12/30/2009
Le
an
T
ran
sfo
rmati
on
-F
rie
nd
or
Fo
e
Le
an
L
ean
T
ran
sfo
rmati
on
T
ran
sfo
rmati
on
--F
rie
nd
or
Fo
eF
rie
nd
or
Fo
e
November 18, 2009
2CTDI Confidential
The
The
The
The “ “““House of Lean
House of Lean
House of Lean
House of Lean” ”””– –––Strong Foundation for Growth
Strong Foundation for Growth
Strong Foundation for Growth
Strong Foundation for Growth
3CTDI Confidential
What is Lean?
What is Lean?
What is Lean?
What is Lean?
�“L
ean
is a
n u
nen
din
g jo
urn
ey t
o b
e t
he m
ost
inn
ovati
ve,
mo
st
eff
ecti
ve a
nd
eff
icie
nt
org
an
izati
on
. T
he P
ow
er
an
d
Ma
gic
of
Lean
is t
o c
on
tin
ually d
isco
ver
the h
idd
en
op
po
rtu
nit
ies e
xis
tin
g a
ll a
rou
nd
yo
u.”
»N
orm
an
Bo
dek,
Au
tho
r
4CTDI Confidential
July 16, 2009
A Chronology of Lean
A Chronology of Lean
A Chronology of Lean
A Chronology of Lean
A Chronology of Lean
A Chronology of Lean
A Chronology of Lean
A Chronology of Lean
�E
li W
hit
ney
1799
�Part Standardization
�F
red
eri
ck W
. T
aylo
r1890
�Tim
e Study
�H
en
ry F
ord
1910
�Mass Production
�W
. E
dw
ard
s D
em
ing
1950
�SPC/14 Pts & 7 Sins
�Jo
sep
h J
ura
n1952
�TQM
�T
aic
hii
Oh
no
1950 -1972
�JIT/TPS
5CTDI Confidential
�Read about it in a book.
�Learned about it at a conference.
�Heard about it from a friend.
�Received a visit from a consultant.
�Was a topic in a class.
�Will solve all of our problems.
Reasons to Convert to Lean???
Reasons to Convert to Lean???
Reasons to Convert to Lean???
Reasons to Convert to Lean???
6CTDI Confidential
Why Convert to Lean?
Why Convert to Lean?
Why Convert to Lean?
Why Convert to Lean?
�Helps control/reduce organizational costs and improve cash
flow.
�Provides a basis for continuous improvement.
�Fully utilizes the knowledge potential of the organization.
�Increases organizational flexibility.
�Provides additional potential for growth.
�Provides the potential for a competitive advantage.
7CTDI Confidential
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
�Executive management understanding, support and
conviction.
�Sim
ple, yet difficult process.
�Dramatic culture change.
�INVESTMENT for the future.
�Not a “Flavor of the M
onth”.
�Ongoing process requiring long-term
commitment.
�Establish the Vision, Mission and Goals for the organization.
�Why are w
e doing this and what do w
e expect to accomplish?
8CTDI Confidential
�Develop Overall Implementation Plan.
�Who, What, W
hen, Where, How M
uch?
�Identify and acquire/develop needed resources.
�Outside expertise
�Customers, supplie
rs, consultants, practitioners
�Develop internal expertise
�Partner with above for education and exp
erience
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
9CTDI Confidential
�Education of employees (all levels).
�Reasons for the lean conversion
�Business reasons
�“W
hat’s in it for me?”
�Management structure changes
�Value stream versus traditional
�Lean tools and techniques
�Expectations of transform
ation
�Psychological im
pacts of change
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
10
CTDI Confidential
�Identify “Value Streams”
�Group Technologies (families)
�Products w
ith sim
ilar processes and process flow
�Identify Value Stream Teams
�Manager
�Primary support functions (quality, maintenance, engineering,
etc.)
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
11
CTDI Confidential
�Begin Transformation
�PQ Analysis
�Representative product for study
�80/20 rule
�Identify/Understand Current State
�Value Stream M
ap (adds value or waste?)
�Identify Future State
�Value Stream M
ap
�Kaizen
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
12
CTDI Confidential
�Sustain and Improve
�Develop standardization
�Strategic
�Tactical
�Develop Metrics –Measure Progress
�Strategic
–Vision & M
ission
�Tactical (S, Q, D, C)
–Day to day
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
13
CTDI Confidential
�Culture of Continuous Improvement
�Never satisfied
�Always strive for perfection
�Never accept excuses
�Find and understand root causes
�Repeat the cycle –
repeat, repeat, repeat
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
Steps to a Successful Lean Conversion
14
CTDI Confidential
Potential Roadblocks
Potential Roadblocks
Potential Roadblocks
Potential Roadblocks
�“WE’RE THE BEST!”
�“We’ve always done it this way.”
�“We can’t afford to spend the money.”
�“This applies only to production. It doesn’t apply to me.”
�“We’re a service organization. We don’t manufacture.”
�“We’re already lean. We have only the people we need.”
15
CTDI Confidential
Success Stories
Success Stories
Success Stories
Success Stories
�Office Seating Manufacturer
�Additional Results
�Closed three seating facilities
�Discontinued seating production in two additional
facilities.
1997
2005
% Change
Annual Sales (Manufactured)
$70M
$200M
+186%
Total Units Produced
900K
2M
+122%
Total SKUs Produced
17K
26K
+53%
Total Floor Space
200K
200K
NC
Total Employees
450
420
-7%
COT to Customer
98.00%
99.95%
+2%
Customer Defect PPM
6500
620
-90%
16
CTDI Confidential
�Saw Blade Manufacturer
�Focus
�Verification of orders (confirmed vsMRP)
�One order flow
�FIFO
Success Stories
Success Stories
Success Stories
Success Stories
May 2006
June 2006
July 2006
August 2006
% Change
Daily Manufacturing Capacity (units)
13000
13000
13000
13000
NC
Shipping Backlog (days)
65
56
22
1-98.5%
Shifts Worked per Week
14
14
10
10
-28.6%
17
CTDI Confidential
�Accounting Department (H
iring Decision)
�Request for additional person to complete weekly reports.
–32 hours work for 14 reports (verified via tim
e study)
–Person working 28 hours overtim
e weekly
�Verified actual use of reports (from 14 to 4)
�Identified need for reports (from 4 to 2)
�Identified source of inform
ation (balance sheet)
�Created m
acro to provide in
form
ation –
electronic
�Reduced paper usage (52 reams annually)
�Elim
inated need for overtim
e ($26,000 annual savings)
�Elim
inated need for additional person ($70,000 cost avoidance)
Success Stories
Success Stories
Success Stories
Success Stories
18
CTDI Confidential
12/30/2009
CT
DI E
lgin
-L
ean
T
ran
sfo
rmati
on
CT
DI E
lgin
C
TD
I E
lgin
--L
ean
L
ean
T
ran
sfo
rmati
on
T
ran
sfo
rmati
on
19
CTDI Confidential
12/30/2009
Project Plan
Project Plan
Project Plan
Project Plan
20
CTDI Confidential
12/30/2009
Project Plan
Project Plan
Project Plan
Project Plan
21
CTDI Confidential
part
#DE
SCRIP
TION
BU
Scan at dockSmall Receipt Dock (Receive Confirmation)Large Receipt Dock (receive confirmation)Trash Compactor / BailerReceiving (PO verification)IQANon Confoming Material StorageSC01 StorageSC02 StorageYantra S LocationPrepPrepackFabpackReturnsMezzanineCarousel Pods 1&2Carousel Pods 3,4,5,6Mini 1,2,3Mini 4,5,6,7,8,9MSSIISorterDropDCAFlow Rack RadiosPick to Tote RadioPostponementBlue Lines pack benchRBR Pack outCanopyLDCRentalMitek / MeshRebandingAntenna StorageDomestic Shipping SquaresDomestic OverpackInternational Shipping squaresInternational Shipping Over packConsolidation LoopManifestDockCQACommercial InvoiceDynamic Cycle countCustomer ComplianceRTs ReplenElgin North
01
23
45
68
910
1112
1314
1516
1718
1920
2122
2324
2526
2728
2930
3132
3334
3536
3738
3940
4142
4344
4546
Radi
o Lin
e 4,5
,6,7
Radi
o Pi
ck, p
ack &
ship
GP&S
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
LAH6
5KDC
9AA2
AN
EP45
0 146
-174
MHZ
5W 16
CHGP
&Sx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
x
LAH6
5RDC
9AA2
AN
EP45
0 438
-470
MHZ
4W 16
CHGP
&Sx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
x
RBR
Reta
il Bus
sines
s Rad
io P
ick, P
ack &
Ship
GP&S
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
HKBN
4020
A RB
R RE
TAIL
LG.B
ACC
Y PK
G KI
TGP
&Sx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
x
HKBN
4011
A
LARG
E B G
AP P
ACKI
NG K
ITGP
&Sx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
x
Parts
& A
cces
sorie
sPa
rts pi
ck, p
ack &
ship
GP&S
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
0102
709J
83
VOL &
ROTA
TY SW
ITCH
GP&S
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
5175
249A
04
IC RO
M3 Z
EUS B
ASEB
AND
PROD
UCTIO
NGP
&Sx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
x
Cano
pyCa
nopy
pick
ing, p
rogr
aming
,pack
ing &
Shipp
ingGP&
Sx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
x
27RD
DAS
SY,PR
D OT
H,RE
FLEC
TOR D
ISH KI
TGP
&Sx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
x
2400
SMDD
ASSY
,ASS
Y,2.4
GHZ S
UB M
ODUL
E, AD
JUST
ABLE
PWR S
ET TO
HI
GP&S
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
Lapt
ops
Com
pute
r, pic
king,
conf
igurin
g, pa
cking
& Sh
ippingGP
&Sx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
x
HK13
22A
ML9
10 RU
GGED
NOT
EBOO
K PC
GP&S
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
HKLN
4389
AM
L910
MID
-TIER
DOC
K KIT
(HKL
N431
0)GP
&Sx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
x
Elgin Group Technologies
Elgin Group Technologies
Elgin Group Technologies
Elgin Group Technologies
12/30/2009
Radio Products
P&A
Specialized Services
22
CTDI Confidential
Insert here your
Current Plant Wide
Block Layout
Insert here your
Future Plant Wide
Block Layout
R E C E I V I N G
S H I P P I N G
R E C E I V I N G
S H I P P I N G
Current Plant Wide Block Layout
Future Plant Wide Block Layout
12/30/2009
Block Layout
Block Layout
Block Layout
Block Layout
23
CTDI Confidential
12/30/2009
Radio Products Value Stream Spaghetti
Radio Products Value Stream Spaghetti
Radio Products Value Stream Spaghetti
Radio Products Value Stream Spaghetti
Radio Products Value Stream Spaghetti
Radio Products Value Stream Spaghetti
Radio Products Value Stream Spaghetti
Radio Products Value Stream Spaghetti
Diagrams
Diagrams
Diagrams
Diagrams
Diagrams
Diagrams
Diagrams
Diagrams
�Current Spaghetti Diagram
�Future Spaghetti Diagram
24
CTDI Confidential
12/30/2009
Spaghetti Diagram
Spaghetti Diagram
Spaghetti Diagram
Spaghetti Diagram – –––Pick & Pack
Pick & Pack
Pick & Pack
Pick & Pack
C U
R R
E N
TF
U T
U R
E
Picke
rPac
ker
Rep
lenish
er
Water Spide
rPick / P
ack
25
CTDI Confidential
12/30/2009
Radio Product Current Value Stream
Radio Product Current Value Stream
Radio Product Current Value Stream
Radio Product Current Value Stream
Radio Product Current Value Stream
Radio Product Current Value Stream
Radio Product Current Value Stream
Radio Product Current Value Stream
Map
Map
Map
Map
Map
Map
Map
Map
Supplier
Customer
Motorola ERP
(Oracle)
Truck Shipment
CTDI Whse
Mgmt System
(Yantra)
Schedule Share
COF
MOL
Call
Center
FCR
Mot Web M
ethods
E2 O
pen
CTDI Web M
ethods
Drop DCA
Queue
Inventory (#) : 4860 Pieces
Inventory Tim
e : 480.000 M
inutes
Queue
Sort by region
(Shipping
Conveyor)
Cycle Tim
e : 6.000 M
inutes
NVA Tim
e : 6.000 M
inutes
Number of Machines / Station : 1.000
Machines
Inventory (#) : 100 Pieces
Distance Traveled : 635.000 Feets
Number of Operators : 1.000 Staff
Warehouse
Racks
inventory turns : 5.500 Per Year
Pack radio kit
Cycle Tim
e : 9.580 M
inutes
NVA Tim
e : 1.250 M
inutes
Number of Machines / Station : 20.000
Other
Inventory (#) : 100 Pieces
Distance Traveled : 68.000 Feets
Number of Operators : 5.000 Staff
Move
to
Shipping
Cycle Tim
e : 2.000 M
inutes
NVA Tim
e : 2.000 M
inutes
Number of Machines / Station : 2.000
Machines
Distance Traveled : 231.000 Feets
Number of Operators : 2.000 Staff
Order Pick
(10 radio order, 10
touches per radio)
Cycle Tim
e : 2.920 M
inutes
NVA Tim
e : 2.920 M
inutes
Number of Machines / Station : 64.000
Other
Inventory (#) : 100 Pieces
Distance Traveled : 160.000 Feets
Number of Operators : 1.000 Staff
Queue
Inventory (#) : 4860 Pieces
Inventory Tim
e : 480.000 M
inutes
Truck Shipment
Postponement
Cycle Tim
e : 15.000 M
inutes
NVA Tim
e : 0.000 M
inutes
Number of Machines / Station : 3.000 O
ther
Number of Operators : 3.000 Staff
Mini L
oads
Cycle Tim
e : 38.500 Seconds
Number of Machines / Station : 10.000 M
achines
Number of Operators : 3.000 Staff
Create
Docu
mentatio
n
(Domestic or
Internatio
nal)
Cycle Tim
e : 120.000 Seconds
NVA Tim
e : 0.000 M
inutes
Number of Machines / Station : 10.000 O
ther
Distance Traveled : 0.000 Feets
Number of Operators : 4.000 Staff
Box Build
Stations
Cycle Tim
e : 0.270 M
inutes
NVA Tim
e : 0.270 M
inutes
Number of Machines / Station : 4.000 M
achines
Inventory (#) : 6980 Pieces
Distance Traveled : 525.000 Feets
Number of Operators : 3.000 Staff
Compro
(Radio
Programming)
Cycle Tim
e : 1.880 M
inutes
NVA Tim
e : 0.270 M
inutes
Number of Machines / Station : 4.000 M
achines
Inventory (#) : 2048 Pieces
Distance Traveled : 100.000 Feets
Number of Operators : 1.000 Staff
Blue Line
replenish
Cycle Tim
e : 30.000 Seconds
NVA Tim
e : 30.000 Seconds
Number of Machines / Station : 2.000 M
achines
Inventory (#) : 120 Pieces
Distance Traveled : 600.000 Feets
Number of Operators : 2.000 Staff
Warehouse
Pick
Cycle Tim
e : 42.000 Seconds
NVA Tim
e : 42.000 Seconds
Number of Machines / Station : 5.000 M
achines
Inventory (#) : 2080 Pieces
Inventory Tim
e : 5.000 Days
Distance Traveled : 100.000 Feets
Number of Operators : 5.000 Staff
Conso
lidate /
Ove
r-pack order
Cycle Tim
e : 66.000 Seconds
NVA Tim
e : 66.000 Seconds
Number of Machines / Station : 10.000 O
ther
Distance Traveled : 635.000 Feets
Number of Operators : 6.000 Staff
Sorter
Cycle Tim
e : 88.600 Seconds
Number of Machines / Station : 20.000 M
achines
Number of Operators : 11.000 Staff
Carouse
l
Cycle Tim
e : 41.600 Seconds
Number of Machines / Station : 7.000 M
achines
Number of Operators : 2.000 Staff
Load Truck
Cycle Tim
e : 10.000 Seconds
Number of Machines / Station : 1.000 M
achines
Distance Traveled : 106.000 Feets
Number of Operators : 1.000 Staff
Kaizen
Kaizen
Kaizen
Kaizen
Kaizen
Kaizen
26
CTDI Confidential
12/30/2009
Radio Products Future State Value
Radio Products Future State Value
Radio Products Future State Value
Radio Products Future State Value
Radio Products Future State Value
Radio Products Future State Value
Radio Products Future State Value
Radio Products Future State Value
Stream Map
Stream Map
Stream Map
Stream Map
Stream Map
Stream Map
Stream Map
Stream Map
27
CTDI Confidential
12/30/2009
Incoming Receiving Current State
Incoming Receiving Current State
Incoming Receiving Current State
Incoming Receiving Current State
Incoming Receiving Current State
Incoming Receiving Current State
Incoming Receiving Current State
Incoming Receiving Current State
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
28
CTDI Confidential
12/30/2009
Incoming Receiving Future State MOI
Incoming Receiving Future State MOI
Incoming Receiving Future State MOI
Incoming Receiving Future State MOI
Incoming Receiving Future State MOI
Incoming Receiving Future State MOI
Incoming Receiving Future State MOI
Incoming Receiving Future State MOI
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
Support Stream Map
29
CTDI Confidential
12/30/2009
Incoming Receiving SOI Future State
Incoming Receiving SOI Future State
Support Stream Map
Support Stream Map
30
CTDI Confidential
Current & Future Metrics
Current & Future Metrics
Current & Future Metrics
Current & Future Metrics
12/30/2009
Vie
wM
etr
ics
Pa
ram
ete
rC
urr
en
tF
utu
reIm
pro
ve
me
nt
Mo
t /
CT
DI
Co
stT
ota
l D
L T
ime
Pe
r T
ou
ch3
9.0
6 s
eco
nd
s3
0.6
5 s
ec
21
.5%
Mo
t /
CT
DI
De
liv
ery
To
tal
Dis
tan
ce T
rav
ele
d3
16
02
21
23
0%
Mo
t /
CT
DI
De
liv
ery
Jid
ok
a (
Lin
e C
ha
ng
e O
ve
r T
ime
)N
/A
20
min
ute
s
Mo
t /
CT
DI
Co
stS
pa
ce U
tili
zati
on
44
,51
1 s
q f
t3
4,2
66
sq
. ft
.2
3%
Mo
t /
CT
DI
Co
stS
OI
con
ve
rsio
n t
o M
OI
10
Da
ys
2 D
ay
s8
0%
Mo
t /
CT
DI
Qu
ali
tyD
QP
PM
42
93
52
18
%
Mo
t /
CT
DI
De
liv
ery
On
Tim
e D
eli
ve
ry9
9.0
0%
99
.31
%3
1%
Mo
t /
CT
DI
Sa
fety
OS
HA
re
cord
ab
le r
ate
00
0%
Mo
t /
CT
DI
Qu
ali
ty5
S e
va
lua
tio
n s
core
1.3
3.5
26
9%
Ra
dio
Pro
du
cts
Va
lue
Str
ea
m L
ea
n T
ran
sfo
rma
tio
n O
bje
ctiv
es
31
CTDI Confidential
12/30/2009
Drop DCA
Drop DCA
Drop DCA
Drop DCA
Drop DCA
Drop DCA
Drop DCA
Drop DCA
Previous Condition
Current Condition
Process Improvements
1)Dedicated Blue Line locations within the warehouse for high running parts
2)Moved Drop DCA into allocated locations within the warehouse
3)Devised a process to remove empty pallets
32
CTDI Confidential
12/30/2009
Existing Pack Cell
Existing Pack Cell
Existing Pack Cell
Existing Pack Cell
Existing Pack Cell
Existing Pack Cell
Existing Pack Cell
Existing Pack Cell
Existing Pack Stations
Existing Pack Station
33
CTDI Confidential
12/30/2009
Current Pilot Pack Station
Current Pilot Pack Station
Process Improvements
1)Combined pick and pack functions into one station
2)Created Kanban (2 Bin System)
3)Ergonomic Redesign of the workstation to minimize rotation from
computer monitor to packaging
34
CTDI Confidential
Value Stream Core Team Members
Value Stream Core Team Members
Value Stream Core Team Members
Value Stream Core Team Members
VALU
E STREAM: R
adio Produ
cts
Nam
eTitle
Joleen
Wes
tValue
Strea
m
Man
ager
Ernie Sch
arlau
Sup
erviso
r
Mag
da M
anits
Qua
lity Spe
cialist
Jenn
ifer Jo
hnso
nMainten
ance
Tec
h
Way
ne Asp
len
Tec
h Ops
VALU
E STREAM: D
ata Produ
cts
Nam
eTitle
TBD
Value
Strea
m
Man
ager
Lydia Le
wan
dowski
Sup
erviso
r
Naran
Patel
Qua
lity Spe
cialist
TBD
Mainten
ance
Tec
h
TBD
Tec
h Ops
VALU
E STREAM: P
arts & Acces
sorie
s
Nam
eTitle
Gary Balsa
vich
Value
Strea
m
Man
ager
Mon
ika Van
de Poe
leSup
erviso
r
Gerrado
Artea
gaQua
lity Spe
cialist
TBD
Mainten
ance
Tec
h
And
y Mec
iej
Tec
h Ops
12/30/2009
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Lean Training Curriculum
Lean Training Curriculum
Lean Training Curriculum
Lean Training Curriculum
Lean Training Curriculum
Lean Training Curriculum
Lean Training Curriculum
Lean Training Curriculum
Topic
Target DateON PLANBEHIND
AHEADTarget DateON PLANBEHIND
AHEADTarget DateON PLANBEHIND
AHEAD
Team Building
9/1/2009
Yes
10/6/2009
11/3/2009
5S9/1/2009
Yes
10/6/2009
11/3/2009
Lean 101
9/1/2009
Yes
10/6/2009
11/3/2009
Value Stream Creation and Design
9/2/2009
Yes
10/7/2009
11/4/2009
Problem
Solving
9/2/2009
Yes
10/7/2009
11/4/2009
Kanban
9/2/2009
Yes
10/7/2009
11/4/2009
Standard Work
9/2/2009
Yes
10/7/2009
11/4/2009
The Gem
ba Mindset
9/3/2009
Yes
10/8/2009
11/5/2009
Kaizen
9/3/2009
Yes
10/8/2009
11/5/2009
Poka Yoke
9/3/2009
Yes
10/8/2009
11/5/2009
Specialized Services
STATUS
STATUS
Radio Products
STATUS
Parts & Accessories
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Direct Replenishment Team
Direct Replenishment Team
Direct Replenishment Team
Direct Replenishment Team
Direct Replenishment Team
Direct Replenishment Team
Direct Replenishment Team
Direct Replenishment Team
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Training Sessions
Training Sessions
Kaizen Training Exercise
38
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Training Sessions
Training Sessions
Training Sessions
Training Sessions
Training Sessions
Training Sessions
Training Sessions
Training Sessions
Standard Work
Waste Identification
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Summation
Summation ––Radio Value Stream
Radio Value Stream
Creating a True Pull System
–Current State is Batch & Q
ueue
�Reduce overall inventory levels
�MOI & SOI (replenish superm
arket)
�Reduce lead tim
e
�Optimize m
anning
�Better serve the needs of the customer
�Decisions supported and verified by actual data
�Future state prepares the Elgin DC for an optimized Supply
Chain where manufacturing sites and suppliers replenish the
“Supermarket”based on a pull system.
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CTDI Confidential
Lean Consultants/Resources
Lean Consultants/Resources
Lean Consultants/Resources
Lean Consultants/Resources
�IMEC (Illinois Manufacturing Extension
Center)
�Bradley University
�428 JobstHall
�Peoria, IL 61625
�(888) 806-9632
�info@
imec.org
�Shingijutsu USA
�355 Horizon Cr.
�Grass Valle
y, CA 95945
�(530) 274-8207
�fred@
fredharrison.com
�Simpler
�2814 O
ak M
eadow D
rive
�Suite 201
�Ottumwa, IA 52501
�(888) 532-6888
�carrolld
@sim
pler.com
�Air Academy Associates(6 Sigma)
�1650 Telstar Drive, suite 110
�Colorado Springs, CO 80920
�(800) 748-1277
�aaa@
airacad.com