Business and Management

2010 SMRP Conference Page 1 of 13
SMRP 2010 Annual Conference

Track 1: Business and Management

Presentation Title: The DuPont Production System

Abstract

DuPont Operations vision is to deliver top quartile performance enabling
our businesses to compete and win with this potential $1Billion benefit!
DuPont will safely transform Operations by building competitive, flexible,
and responsive capability so that DuPont will survive and thrive. DuPont is
developing the DuPont Production System and implementing it at 300
manufacturing sites around the world. The vision of the DuPont Production
System is that everyone, everyday is in pursuit of Operations Excellence
enabling DuPont to win in a dynamic world.

Since its inception in 2007, leadership development, and culture change
has already delivered millions of dollars of financial benefit. Learn how
your company can benefit as many others have from this example of
implementing a corporate production system.


Speaker Biographies:

Kyle Braswell DuPont
Reliability and Maintenance Center of Competency Leader
Kyle Braswell, BSME: Kyle has over 32 years service with DuPont at
multiple locations in various roles in Maintenance, Operations, Technology,
Engineering, and Supply Chain Management. He is currently the Corporate
Maintenance and Reliability Competency Leader.

Wendy Morey DuPont Lean Consultant
Wendy Morey: BSME: Wendy is a Mechanical Engineer from Clarkson
University who joined DuPont in 1990. She has supported manufacturing
in various roles including Technical, Engineering and Operations at 3
locations. Currently, she is a Six Sigma Lean Consultant for the Teflon(R)
division in Washington, West Virginia.


The DuPont Production System

(SLIDE NO. 1) TRACK SLIDE
Hello! I am Kyle Braswell. Ill be talking about DuPonts deployment of
our production system to all of our manufacturing sites. Wendy Morey will
talk specifically about 5S in Maintenance. We have a lot to talk about so we
hope to answer questions at the end of the presentation. If we run out of
time, then we will be available to answer questions at other times during the
conference. We hope to provide you with useful information, and we look
forward to hearing your ideas and success stories as well.

(SLIDE NO. 2) KYLE INTRODUCTION
As you heard in the introduction, I am the leader of the Reliability and
Maintenance Center of Competency at DuPont. We have been very active
in supporting the deployment of DPS because we see it as a tremendous
resource for implementing our best practices.

(SLIDE NO. 3) DPS JOURNEY
DuPont recognizes that implementing a production system is not a
destination but is a journey of continuous improvement that will last many
years. Today, I will explain where DuPont is since this journey began in
2007.

(SLIDE NO. 4) JOURNEY
Well start with who DuPont is today and will answer these questions.
Why we are implementing a DuPont Production System?
What is the DuPont Production System?
How are we implementing across DuPont Integrated Operations?
What is happening in 2010 relative to the DuPont Production System
especially with reference to Maintenance and Reliability?
What have we learned to date?

(SLIDE NO. 5) CORE VALUES
DuPont was founded on strong core values that remain in place today. The
goal is always zero incidents for safety and health, environmental
stewardship, ethics, and people treatment. We have found that these are not
only the right things to do but that they are also very rewarding.

(SLIDE NO. 6) 1802 2010
In our 208 year history, the company has grown considerably from the
original plant to manufacture explosives. We now have about 55,000
employees at over 200 sites in over 70 countries, with over $26 billion in
sales of hundreds of thousands of products.

(SLIDE NO. 7) VISION
The vision of DuPont is to be the worlds most dynamic science company,
creating sustainable solutions essential to a better, safer, healthier life for
people everywhere.

(SLIDE NO. 8) MISSION
Our mission is sustainable growth. That means the creation of shareholder
and societal value while we reduce the environmental footprint* along the
value chains in which we operate.

(SLIDE NO. 9) SEGMENTS
Our $26 Billion in sales comes from six segments which are Agriculture
and Nutrition, Electronics and Communication, Performance Chemicals,
Performance Coatings, Performance Materials, and last but not least Safety
and Protection.

(SLIDE NO. 10) GEOGRAPHY
We continue to increase our global presence so that the U.S. constitutes only
a little more than a third of our sales now.

(SLIDE NO. 11) OBJECTIVE
We have a clear corporate objective to become a top quartile manufacturer
and we are going to do that by improving faster than our competition.

(SLIDE NO. 12 ) PRODUCTIVITY GAINS
By the end of 2010 we will accomplish $1.7 billion in cost savings. In
addition we will generate $800 million in value through our supply chains
and functions. And we will reduce our variable cost by $900 million and
our working capital by $1 billion. We will also improve our ability to
sustain our integrated business management process and our production
system process.

(SLIDE NO. 13) CHANGE
From 2005 through 2012, our improvement mix must change away from
traditional, narrowly focused, sources and methods towards aggressive
engagement of all employees.

(SLIDE NO. 14) ROADMAP 1
As I mentioned, DuPont was founded on Core Values and with our unique
technologies, we had to have standard operating procedures. We built on
that foundation with Lean Six Sigma methodology which brought us
continuous improvement, Lean Management, and standard problem solving.
We then added more value by reapplying our best practices such as
codifying and redeploying maintenance and reliability best practices.

We are now taking all of these valuable processes and wrapping them in the
comprehensive envelope of the DuPont Production System. DPS brings
needed leadership development and mindset shifts, along with more
comprehensive engagement of employees, along with additional analysis
tools and techniques.

This will in turn drive us to top quartile performance. The charts on the
right show that by the end of 2011, our plan is to have engaged all of our
sites and over 30,000 employees.

(SLIDE NO. 17) TRANSFORMATION
The journey to operations excellence is designed as an integrated
transformation approach using these key design principles
1. Get the basics right with a clear, unifying agenda and full
participation
2. Unwavering focus on sustainability and capability building
3. Line led, but centrally managed and tracked
4. Customized improvement plan at the plant level but underpinned by
one DPS
DPS consists of 4 key elements.
1. The Managing Process which focuses on what really matters with the
right people.
2. The Technical Model which provides the right tools and practices to
solve the right problems.
3. The Capabilities Engine which provides the right skills and coaching.
4. And Mindsets and Behaviors which gets people instinctively doing
the right things.
So that our outcomes are fully sustainable and competitive.

(SLIDE NO. 18) DIBM
Operations is an integral part of DuPonts Business System which accounts
for some of the other 25,000 people in DuPont. Our business strategy is
developed with a two to ten year horizon. We perform reviews of our
products and projects to meet the supply and demand expectations. DPS is
designed to give us the competitiveness to meet the required business
outcomes. These results then circle back into the long term strategy
development.

(SLIDE NO. 19) STANDARD SEQUENCE
We have a standard process for implementing DPS at each site with the
same milestones and activities at specific intervals. Within this, standard
process, what gets worked on at each site is somewhat different based on
the heat map which results from the diagnostics.

(SLIDE NO. 20) M&R ASSESSMENT PHASE PROCESS
The Assessment Phase Process includes a best practice focused assessment
which is led by the M&R Center of Competency. The assessment results in
initial heat map. Other assessments such as Uptime, PM/PdM, Reliability,
high level benchmarks, cost analysis, wrench time, etc are used as guided by
the heat map as deeper dives. We also do studies called Day In Life Of
(DILO).

(SLIDE NO. 21) M&R ASSESSMENT FINDINGS
The Assessment of each site is led by the M&R Center of Competency and
is focused on best practices. Assessments have resulted in similar findings.
Low wrench time (15% - 25%). We have good people, but poor
systems and practices results in wasted time.
Unclear and overlapping roles and responsibilities
Poor development of people at all levels
Reliability engineers focused primarily on day to day activities vs.
reliability improvement
Few documented repair procedures
Little to no engagement of operators in reliability and practical
maintenance
Little leveraging of mechanics within a site or between sites
Problem solving and decision making held at higher levels.
Supervisors do very little coaching of their organization
Materials management issues - no owner for MRO process at site
and little to no kitting by work orders

(SLIDE NO. 22) IMPLEMENTATION PHASE PROCESS
We intentionally focused more broadly organizationally and on
M&B
Our previous implementations have been Work Management
Process focused with little effort on reliability.
Assigned a corporate Maintenance & Reliability Systems
consultant to each deployment
Standard flow-charting of process to analyze and improve the
process
Leadership Line Walks
Coach, Coach, Coach


(SLIDE NO. 23) IMPLEMENTATION PHASE LEARNINGS
Spending "a day in the life of" each role in the work management
process helps
Must work on WMP and reliability concurrently. We cannot
achieve optimum WMP without good equipment reliability, and
we cannot achieve optimum equipment reliability without good
WMP
Start implementing a transformation (an improvement) as soon as
practical
People can be defensive about previous performance and have
significant ownership for the way things are done. Recognize the
previous good work
Use experiential training to help people experience the desired
change
Start elements of visual management early in implementation
Big Clean Events are a critical part of developing equipment
ownership, starting autonomous maintenance, and improving
equipment reliability
Implementing 5S is an excellent way to get everyone involved
Inevitable resistance can be addressed as everyone wants to be a
winner

(SLIDE NO. 24) ORGANIZATIONAL DEVELOPMENT PROCESS
Our training has typically been classroom focused with little to no
follow-up
Defined training curriculum for leadership, team leaders, and shop
floor
Train leadership on leadership!, coaching, and dialogue
Train shop floor on problem solving
Use equipment criticality to focus technical training for operators
and mechanics

(SLIDE NO. 25) ORGANIZATIONAL DEVELOPMENT LEARNINGS
Lack of real organizational development is a key reason for un-
sustainability of previous efforts
Telling people what to do does not equal training. Must teach
people what to do, how to do, why to do, and the value of doing.
Then need follow-up coaching during day to day activities to
reinforce the training
Every body must be involved in the improvement effort. We
developed a problem solving tool kit to cover all parts of the
organization
Must teach supervisors to be coaches
Must include mindset and behavior elements in organization
development. Use experiential training such as The
Manufacturing Game, SMED exercise, and various lean exercises
to teach organizational mindsets and behaviors

(SLIDE NO. 26) TOP THREE
A very powerful tool that we have used to keep the organization aligned, is
called the top 3 card. The goal is to have every supervisor and mechanic
carrying their top 3 cards to show what top 3 improvements they are
working on for that week.

(SLIDE NO. 27) BENCHMARK LEARNINGS
We have learned these things when benchmarking with Toyota, TXU,
Alcoa, Deere, Caterpillar, and others.
Safety always improves dramatically with full employee engagement
Mindset and Behaviors are key to sustainability
Employee engagement is key to success
Visual management and KPIs in tight integration with Business Unit
critical to driving aligned improvement which everyone Values. What
are your Business Drivers?
A Production System is key to driving the higher rate of Continuous
Improvement
Standardization is Key to Successful Leveraging,
which leads to lowest cost deployment
Many use an Assessment tool to facilitate focus
and Standardization


(SLIDE NO. 28) TOGETHER
What we do together for DPS Deployment is primarily work on our limiting
Mindsets and Behaviors.
Interrogation vs Exploration
Scarcity vs Abundance
Audit / Presiding vs Assessment / Facilitating
Good is the enemy of great, challenge OURSELVES
Transparency of issues/problems

(SLIDE NO. 29) THANK YOU!
Thank you for your attention as we covered years of work in just a few
minutes. Ill now turn the microphone over to Nick.

5S in Maintenance Shops

(SLIDE 30) Thank you, Nick and Kyle. Youve done an outstanding job of
describing the corporate vision of DPS as well as some of the global
initiatives involved in standardizing the delivery of that vision. Today, Id
like to talk about how one brings that vision to the shop floor.

(SLIDE 31) What Id like to specifically cover is a mechanics view of DPS
implementation and what impact in has on shop life. Ill do that by
presenting a Case Study implementing 5S in our Teflon area Maintenance
Shops.

(SLIDE 32) 5S is considered one of the Foundational Elements of 5S. It is
largely believed that the discipline needed to implement and sustain 5S is
critical to demonstrate before one can succeed in any of the other pillar areas
of DPS.

(SLIDE 33) 5S is also a simple, easy to understand, hands on, engaging
exercise that allows for rapid improvement. Mechanics can own the process
upgrades, quickly see the results of their efforts and benefit directly from the
improvements. Compared to some other elements of DPS, 5S has a very big
WOW! Factor.

(SLIDE 34) If youre unfamiliar with the basic premise of 5S, here is the
Americanized Ss, as commonly translated from the original Japanese terms.

(SLIDE 35) So we begin our journey in a typical Maintenance Shop. Im
sure many of yours look similar to ours.

(SLIDE 36) While we had gotten quite comfortable in our shops and knew
our way around, they were in all honesty a disaster. Too many of some
parts, not enough of others, and very little thought given to grouping parts
together by type (maybe all the gaskets would like to hang out together?) or
by use (perhaps putting all the specialty parts for the diaphragm compressor
together in the same Vidmar?)

(SLIDE 37) The most important thing we do during implementation is to let
the mechanics own the future state. We help them understand and adhere to
the principles and provide them the time, supplies and resources they need to
get us where we want to go.

(SLIDE 38) The second most important thing is to have strong management
backing. 5S is not a quick hit. While it is not expensive to do or technically
difficult, it takes an enormous amount of time to 5S a shop initially and
continued support to keep it that way.

(SLIDE 39) In contrast, the quickest way to undermine success is to brush
off real concerns with hasty answers. If you are asking mechanics to stop
squirreling away inventory, youd better be willing to spend time ensuring
them that they will still be able to retrieve the parts they need, in a
reasonable amount of time. And yes, it is necessary to do this in painstaking
detail. Not only to discover for yourself why the system you think works,
doesnt, but also so that the system that is straightforward and intuitively
easy to you becomes straightforward and intuitively easy to them as well.


(SLIDE 40) Here are some of the questions I ask our mechanics when
sorting through inventory. My favorite is Will lack of it shut down
production? While I have never seen a manufacturing line go down due to
a burned out light bulb, I have yet to ever enter a Maintenance Shop that
doesnt have a sizable assortment of fluorescent, incandescent, halogen and
LED replacement bulbs taking up space and money.

(SLIDE 41) During SHINE, we make it easy to keep our work areas neat
and clean. Notice the kick plates installed on the bottom of the lockers and
the hooks added to the wall for raincoats. (Why are the raincoats lying on the
shop tables? They are because no one wants to put a WET raincoat in a
locker with their DRY clothes. Oh!) In the photo on the right, Mark is
adding shelf paper to the break room cupboards to encourage easy cleaning.

(SLIDE 42) Doors are bad. They hide clutter and keep you from seeing
whats inside. Get rid of them or make them see-through whenever you can.

(SLIDE 43) No one wants to count bolts. Notice the green and red tape
level markings. Make it simple to take inventory at a glance.

(SLIDE 44) Once youve minimized your inventory, it is even more critical
to have good replenishment systems. Our mechanics prefer using Kanban
cards.

(SLIDE 45) For Vidmars, where Kanban cards arent practical, we use
replenishment sheets to get needed items ordered.

(SLIDE 46) In order to sustain 5S after the initial event, one tool we use is a
Daily-Weekly-Monthly check-off task sheet. It includes chores such as
sweep the floors and empty the oily rag bin that can be rotated among
the crew.

(SLIDE 47) Other sustainment tools include a monthly scored audit and an
Action Item list that anyone can add items to at any time.

(SLIDE 48) The results? Talk about the WOW! Factor. This is how the
shop in the first picture we looked at looks every day, day in and day out.
No photo shopping necessary.

(SLIDE 49) Done right, DPS is a way to build pride, engagement and
ownership. Every one, Every day, In the pursuit of Operational
Excellence

(SLIDE 50) Questions? Thank you. Enjoy the rest of the conference.
1
Track 1: Business and Management


DPS Deployment by Kyle Braswell

5S in Maintenance by Wendy Morey

DPS Deployment
Kyle Braswell
Reliability & Maintenance
Center of Competency Leader

The DuPont Journey

October 20, 2010

Todays Journey into the
DuPont Production System
Our Pathway
Who is DuPont today?
Questions to Answer:
Why are we implementing the DuPont Production System?
What is the DuPont Production System?
How are we implementing across DuPont Integrated
Operations?
How was Maintenance and Reliability improvement
implemented in the DuPont Production System?
What are our learnings to date?

Safety & Health
Environmental Stewardship
Highest Ethical Standards
Respect for People

The Goal is Zero
DuPont Core Values

DuPont in 1802 DuPont in 2010
~55,000 employees
> 210 sites
> 70 countries
Hundreds of thousands of
DuPont products and
customers
$26.1B in sales (2009)
40 employees
1 site
1 country
1 product
12 customers
$15,116 in sales (1804)

To be the worlds most dynamic science company,
creating sustainable solutions
essential to a better, safer, healthier life for people everywhere.
The Vision of DuPont
We are a market-driven science company.

The creation of
shareholder and
societal value while we
reduce the
environmental
footprint* along the
value chains in which
we operate.
DuPont Mission Sustainable Growth
* DuPont defines footprint as all injuries,
illnesses, incidents, waste, emissions, use of
water and depletable forms of raw materials and
energy.

DUPONT PERFORMANCE
COATINGS
$3.4 B

DUPONT ELECTRONICS
& COMMUNICATIONS
$1.9 B
* Includes $.1B in other sales including Applied BioSciences.
Total company sales exclude transfers.
DuPont 2009 Sales by Segment -- $26.1B*
$2.8 B

DUPONT AGRICULTURE
& NUTRITION
$8.3 B
Pioneer Hi-Bred
Crop Protection
Nutrition & Health

DUPONT PERFORMANCE
MATERIALS

$4.8 B
Performance
Polymers
Packaging &
Industrial Polymers

DUPONT PERFORMANCE
CHEMICALS
$5.0 B
Titanium
Technologies
Chemicals &
Fluoroproducts
Core Markets:
Production Agriculture
Food & Nutrition
Products
Core Markets:
Consumer Electronics
Advanced Printing
Photovoltaics
Displays
Core Markets:
Construction
Specialties
Industrials & Chemicals
Core Markets:
Automotive OEM
Collision Repair
Industrial Coatings
Core Markets:
Automotive
Packaging
Electrical/Electronics
Construction
Consumer Durables

DUPONT
SAFETY & PROTECTION
Protection
Technologies
Building
Innovations
Sustainable
Solutions
Core Markets:
Industrial Personal
Protection
Construction & Industrial
Military & Law
Enforcement

Canada
3%
Latin America
12%
Developed
Asia
9%
Emerging
Asia
11%
Developed
EMEA
20%
U.S.
38%
Emerging
EMEA
7%
In 2009, 30% of sales were in Emerging Markets*
*Refer to the companys website for a definition of emerging markets.
2009 Sales by Geography
$26.1B
2009 Company Sales

Clear Corporate Objective:
Become a Top Quartile
Manufacturer
How?

By Improving Faster Than Our Competition!

Extend Productivity Gains: Headlines
$1.7B cost opportunity through 2010 (and beyond):
Supply chain and support functions: $800 million value generation
Raws/Energy: $900 million Variable Cost
Working Capital: ~$1 billion through 2009
Capability to sustain: DIBM / DPS
Dramatic supply chain improvement program
Capacity without CAPEX
Integrating business processes more powerfully

$1.7 Billion in Savings 2008-2010

DPS: We must Change the rate of improvement
Our improvement mix must change away from traditional,
narrowly focused, sources and methods towards
aggressive engagement of all employees
2005 2006 2007 2008 2009 2010 2011 2012
V
a
l
u
e

C
o
n
t
r
i
b
u
t
i
o
n

Traditional sources Six Sigma Lean enterprise
Engage all Employees in driving competitiveness through Continuous Improvement

DUPONT PRODUCTION SYSTEM (DPS)
Roadmap to Operations Excellence
V
a
l
u
e

Time

REAPPLICATION OF BEST PRACTICE:
Codifying
Deploying
Maintenance and Reliability

LEAN SIX SIGMA DEPLOYMENT:
Standardized Problem Solving
Lean Management
Continuous Improvement
FOUNDATION:
Unique Technology/Processes
Standard Operating Procedures
Core Values


REAPPLICATION OF BEST PRACTICE

SIX SIGMA DEPLOYMENT

FOUNDATION
DUPONT PRODUCTION SYSTEM (DPS):
Analysis / Tools / Techniques
Engaging and empowering
Leadership development and mindset shifts


SIX SIGMA DEPLOYMENT

FOUNDATION

REAPPLICATION OF BEST PRACTICE

Top Quartile
Performance
DPS Site Deployments
0
50
100
150
200
250
300
350
2007 2008 2009 2010 2011
D
P
S

S
i
t
e
s

T
o
t
a
l
People Engaged By DPS
0
5000
10000
15000
20000
25000
30000
35000
2007 2008 2009 2010 2011
17

Designed as an integrated
transformation approach

Production System

Fully,
Sustainably,
competitive
by 2010
Current and
future require-
ments for
performance
and capability
Mindsets and
Behaviors
Capabilities
Engine
Technical
Model
Managing
Process

Focus on what
really matters,
with the right
people
The right tools
and practices to
solve the right
problems
People
instinctively
doing the right
things
The right
skills and
coaching
Key design principles
1
Get the basics right with a clear, unifying agenda and full participation
2
Unwavering focus on sustainability and capability building
3
Line led, but centrally managed and tracked
4
Customized improvement plan at the plant level but underpinned by one DPS

2-5-10 year horizon

Operations is an integral part of
DuPonts Business System

D
e
m
a
n
d

R
e
v
i
e
w

P
r
o
d
u
c
t
/
p
r
o
j
e
c
t

R
e
v
i
e
w

Sales, Marketing
Technology
Supply Chain
Business
Strategy
Required
Business
Outcomes
Supply Chain
Competitiveness
The DuPont
Production System
(DPS)

S
u
p
p
l
y

R
e
v
i
e
w

Buy Strategic Sourcing
Make Asset/Technology
Deliver SND/Logistics
C
u
r
r
e
n
t

C
a
p
a
b
i
l
i
t
i
e
s

&

P
e
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f
o
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m
a
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c
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I
m
p
r
o
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m
e
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O
p
p
o
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t
u
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i
t
i
e
s
/
a
l
t
e
r
n
a
t
i
v
e
s

DIBM
DIBM

0 0- -24 24 months months

Standard Deployment Sequence for
each Plant
Full Site
Ownership
Transition
Planning
Complete
All
Work streams
Deployed
Analysis & Diagnosis
Finished
First Pilot
Launched
Launch
Site
Train
DPS/Lean
Staff
Selection
Central Staff
Redeployed
Review
Process
Key Milestone

-3
0 -1 +2 +1 +3 +2.5 +6 +4
Activity Complete
Detailed checklists will be used for each stage and milestone
Timeline (months)

Maintenance & Reliability Workstream
Assessment Phase
Process
Best practice focused assessment
Led by M&R Center of Competency
Assessment results in initial heat map
Other assessment such as Uptime, PM/PdM, Reliability, high
level benchmarks, cost analysis, wrench time, etc used as
guided by the heat map as deeper dives
Day In Life Of (DILO)

Assessment Phase
Assessments have resulted in similar findings:
Low wrench time (15% - 25%). Good people, but poor
systems and practices results in wasted time
Unclear and overlapping roles and responsibilities
Poor development of people at all levels
Reliability engineers focused primarily on day to day activities
vs. reliability improvement
Few documented repair procedures
Little to no engagement of operators in reliability and
autonomous maintenance
Little leveraging of mechanics within a site or between sites
Problem solving and decision making held at higher levels.
Supervisors do very little coaching of their organization
Materials management issues - no owner for MRO process at
site and little to no kitting by work order

Implementation Phase
Process
We intentionally focused more broadly organizationally and on
M&B
Our previous implementations have been Work Management
Process focused with little effort on reliability.
Assigned a corporate Maintenance & Reliability Systems
consultant to each deployment
Standard flow-charting of process to analyze and improve the
process
Leadership Line Walks
Coach, Coach, Coach

Implementation Phase
Learnings
Spending "a day in the life of" each role in the work
management process helps
Must work on WMP and reliability concurrently. We cannot
achieve optimum WMP without good equipment reliability, and
we cannot achieve optimum equipment reliability without good
WMP
Start implementing a transformation (an improvement) as soon
as practical
People can be defensive about previous performance and
have significant ownership for the way things are done.
Recognize the previous good work
Use experiential training to help people experience the desired
change
Start elements of visual management early in implementation
Big Clean Events are a critical part of developing equipment
ownership, starting autonomous maintenance, and improving
equipment reliability
Implementing 5S is an excellent way to get everyone involved
Inevitable resistance can be addressed as everyone wants to
be a winner

Organizational Development
Process
Our training has typically been classroom focused with little to no
follow-up
Defined training curriculum for leadership, team leaders, and shop
floor
Train leadership on leadership!, coaching, and dialogue
Train shop floor on problem solving
Use equipment criticality to focus technical training for operators and
mechanics

Organizational Development
Learnings
Lack of real organizational development is a key reason for un-
sustainability of previous efforts
Telling people what to do does not equal training. Must teach
people what to do, how to do, why to do, and the value of doing.
Then need follow-up coaching during day to day activities to
reinforce the training
Every body must be involved in the improvement effort. We
developed a problem solving tool kit to cover all parts of the
organization
Must teach supervisors to be coaches
Must include mindset and behavior elements in organization
development. Use experiential training such as The Manufacturing
Game, SMED exercise, and various lean exercises to teach
organizational mindsets and behaviors

TOP 3 CARD
Top 3 Card Instructions:
Fill out every 2 weeks
Set tasks that can be completed and are within your control
Show card to others and discuss if asked
Ask others for card and see how you can help
Discuss progress with supervisor every 2 weeks
Sources of waste:
Top 3 Card for: Date:

Benchmark DPS Learnings
Safety always improves dramatically with full
employee engagement
Mindset and Behaviors are key to sustainability
Employee engagement is key to success
Visual management and KPIs in tight integration with Business Unit
critical to driving aligned improvement which everyone Values. What
are Business Drivers?
A Production System is Key to driving the higher rate of Continuous
Improvement
Standardization is Key to Successful Leveraging,
which leads to lowest cost deployment
Many use an Assessment tool to facilitate focus
and Standardization
Work with those who want to change

(Toyota, TXU, Alcoa, Deere, Caterpillar, etc)

What we do together for DPS Deployment
Alignment Arenas
Ensure a standardized approach.
Ensure Project Management Office focuses for maximum Business Benefit
and Execution Excellence
Staffing plans to sustain implementation after initial deployment
Agreement on Site Deployment Plan
Operations Leadership Skill and Capability
We are working on our limiting Mindsets and Behaviors
Interrogation vs Exploration
Scarcity vs Abundance
Audit / Presiding vs Assessment / Facilitating
Good is the enemy of great, challenge OURSELVES
Transparency of issues/problems
Leadership - we are addressing our self development
Above Site Mindset and Behavior Commitment
CBE Launched and in implementation

THANK YOU !

Maintenance 5S
Wendy Morey
Lean Consultant

Practical Application of DPS
Principles:
Bringing 5S to our
Maintenance Shops

Why 5S ?
5S is a visually-oriented system of
cleanliness, organization, and
arrangement designed to facilitate
greater safety, quality, and
productivity.

5S is a Foundational Element of DPS

5S

Developing a culture of continuous
improvement

**********
Establishing a Productive Workplace
Engaging employees and creating pride
Eliminating the 8 Wastes
Demonstrating Operational Discipline
**********

The Five Ss
Sort
the needed from the not-needed
Set in Order
a place for everything, everything in its place, clean, ready for
use at a moments notice
Shine
cleaning for inspection
Standardize
common methods for consistency
Sustain
holding the gains and improving

BEFORE
Area Maintenance Shop

Whats wrong with this picture ?
TIME spent searching for
needed items
Work areas cluttered and
unavailable for use
Problems difficult to spot
Items not stored in logical
locations
Layout not conducive to
flow
Unable to spot missing
tools
Inventory levels tying up
needed ca$h.

Engaging Mechanics
1-2 week Kaizen event
to kickoff 5S event
Name a shop
champion to lead
event
All shop personnel
scheduled and
participating
mechanics, FLS, MROs,
Lean Resources

First things First
Train everyone to get them on the same page
5S Principles use pictures and videos to illustrate
Share 5S examples for ideas and consistency forms,
visit other areas
Area Leadership presence
Set expectations
Discuss boundary conditions budgets, scope
Prepare ! Have ample supplies on hand
Time for questions, concerns

Making the Kaizen a Success
Begin with the end in
mind
Reinforce principles
Ask questions to
challenge Lean Thinking
Encourage dreaming
big. Now is the time !!
Give real answers to real
concerns.

SORT
How often is this used ?
What is the lead time to
obtain ?
Will lack of it shut down
production ?
What does it cost ?
How big is it ?
What is the shelf life ?
Deciding replenishment
vs. Do Not Restock
Combining/Sharing
inventory with other
shops

SHINE !
Make it EASY to keep clean

Setting in order
Everything
Visible

Everything
Labelled

Setting in order
Make it difficult (impossible?)
to fit extra inventory

Keep it simple !

Standardize Replenishment
Systems
For shelved
items, we use
Kanban cards

Stores #

Qty to be Ordered:

Supplier:

Point of Use:

Desc of Item:

Standardize Replenishment
Systems
For Vidmars,
we use
replenishment
sheets

Sustain DWM Checksheets

Sustain Audits, Layouts,
Action Item lists

Ta Da ! AFTER
Maintenance Shop

Engage employees and build
PRIDE !

Questions ??

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2010 SMRP Conference Page 1 of 13

SMRP 2010 Annual Conference

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