Operational Excellence and Best Practices at Your Facility

What is your commitment to utilizing the guiding principles and tools?

These are the absolute minimum expectations…
Safety Operating Practices
❑ Active Safety Leadership Team Corrugator
❑ Daily Toolbox meetings; PIT policy ❑ Temperature monitoring equipped
❑ Required training/new hire orientation ❑ 30-inch butt roll policy
❑ Teams – maintenance, pedestrian, etc… ❑ Roll room - NO damaged rolls; orderly
❑ Clear expectations/accountabilities ❑ Speed/productivity expectations
Quality ❑ Downtime monitoring by shift
❑ Formal Annual Quality Improvement Plan (understand top 3 causes)
❑ 31 checks every order ❑ Empty roll cores
❑ Understand top three causes Converting
❑ New item process ❑ Order Readiness Program
❑ Problem-solving process for QVRs ❑ Continuous run - breaks, shift change
❑ Clear expectations/accountabilities ❑ Expectations - machine potential
Waste ❑ One-box setup, circles, rainbows
❑ Assigned Champion ❑ Downtime monitoring by shift
❑ Identification of top 3 causes of waste (understand top 3 causes)
❑ Standardized Waste Process - teams, report Finished Goods/Warehousing
❑ Identified unit dunnage ❑ All units in shippable condition
Housekeeping ❑ Load tags properly placed
❑ Assigned responsibility (routine, not reactive) ❑ Organization/lighting/cleanliness
❑ Organized machine centers ❑ Perpetual inventory process
❑ No food in plant; beverages in sealed containers ❑ Trailer Utilization Program
❑ No radios, boom boxes, cell phones in plant Asset Utilization
❑ Restrooms, building exterior, offices, paint, roof, etc… ❑ Machine hours/utilization plan
Maintenance ❑ Right number of power industrial trucks
❑ Documented preventive maintenance system ❑ Right number of tractors/trailers
❑ Capability of machines to run at their designed speeds ❑ Warehouse utilization
and deliver quality Operating Approvals
❑ Program to upgrade maintenance skills ❑ Board grade changes
❑ Zero leaks (water, air, steam, etc…) ❑ Rollstock/outside purchases
❑ Parts inventory/documentation ❑ Daily overtime
Additional Key Expectations ❑ Maintenance/clean-up schedule changes
❑ Indirect to direct ratio ❑ Warehousing agreements
❑ Headcount/BSF goal ❑ Breaking setups
❑ Plant communications board ❑ LTL/hotshot loads
❑ New hire process (selection, orientation, evaluation) ❑ Incremental tractors/trailers
Are you becoming easier to do business with?
Smurfit-Stone Container Corporation 6 City Place Creve Coeur, MO 63141 www.smurfit-stone.com

Last modified: 03/02/07

Container Division: Our Vision
As leaders of an integrated team, we will take ownership
and accountability to build profitability through revenue
growth and manufacturing excellence.

The guiding principles of this vision are:

• Functional Organization and Leadership

• Customer Alignment

• Market Discipline

• Best Practices and System Optimization

• Asset Utilization and Investment

The successful execution of this CustomerONE® driven

vision will result in one team delivering exceptional
value to our customers, employees, shareholders and
the communities in which we serve.