T3. Problem Statement / Theme (What is unacceptable with the current situation?)

Grand Rapids Wood houses 4 hot presses located at opposite ends of the plant. 2 are owned by GRW, one by

Melamine, and 2 by GRL. There is no communication nor documentation of best practice for operation and

maintanence of these presses, causing one or more to experience issues that have already been solved for

another.

4. Scope (What is included and/or not included in the project)

5 hot presses, their operation, maintanence, and quality of product produced.

5. Objectives / Goals (Objectives should coincide with problems. Include quantitative goals. Ie.%)

To reduce scrap and defects related to the operation of the Hot Presses in GRL by 90%.

To align all 5 Hot presses with the best known practices

To document best practices

To create a daily inspection and OBM process and visual aid

To reduce DPPM as early as possible in the Value stream by Increasing FPY at our presses

9. Current Condition (What is the current situation? Display your thinking in this box)

GRW houses 5 Hot presses. The processes for PM, OBM, and pre shift inspection have not been standardized across the

plant. This causes some presses to go without necessary maintanence resulting in Quality related defects and down

time.

Best known practices are not shared plant wide. This causes some areas to struggle with issues already alleviated or Dates 5/27 5/31 6/7 6/30 7/29 8/10 Responsible

poka yoke'd in another. 1 Pull test training Albaugh

2 thorough Cleaning BU Albaugh/Diaz

3 Thourough cleaning PF Albaugh

4 install plywood beneath press Larson

5 Install new brushes pre glue spreader Albaugh

6 yearly schedule PM Larson

7 Daily inspection schedule and process Albaugh

8 parrellelism & feeler guage training SA,MDL,VP

9 Compare non-cyclical & PM SA, VP, PD, MM

10 platen dent test VP, SA

11 Putty Platen surfaces

12

13

14 Follow up to verify effectiveness

15 Review lessons learned, update Standards

Shaded Area Key: Green indicates completed milestone Gray indicates original project plan

Red indicates late milestone

6a. Measures

1 Pareto charting

2 Preventative maint schedule

3

8. Team Members & Role: Matthew Larson: fasciliate communications, direct action items, create documentation 4

of Best practices. Sharon Albaugh: facilitate and schedule maintenance and instalation of new apparatus.

Vince Palazzolo: Communicate best known practices, support Sharon with implementation of practices, and share Signoff by leader at end of project:

expertise.

7. Functional Approvals:

1. A3 Subject:GRW Hot Press best known practices 2. Owner: Matthew Larson10. Future Condition (What would we like things to look like in the future?)

The PM, OBM, and pre-shift inspection processes are standardized plant wide. Any and all quality issues will result in cross-

departmental collaboration for corrective action and updating best known practices.

11. Implementation Plan (List of major steps required to complete the project)

Measures should coincide with Objectives and be measurable. Measures should correspond to your tracking measures

6b. Current Results 6c. Target Results 12. Actual Results

90% reduction in targeted defects99% FPY

quarterly rather that annual PM

Safety Environmental Problem Solving Quality Other

Continuous Improvement Standardized Work LEAN Improvements Floor Space Reduction Lowest Total Cost

Strategy /Vision – FY 2014 Approved to resource