Recap: Smurfit-Stone Container Operational Excellence Boot Camp

Recap
Smurfit-Stone Container * Operational Excellence Boot Camp 1

OEE revisited

Converting set-up exercise

Five Teams
• Each team designates a timekeeper
TASK: Build a K’Nex car
REQUIRED:
2 silver wheels
2 black wheels
Numbered building kit
TIME KEEPERS TO BEGIN TIMING WHEN SIGNALED

BACK
BOTTOM
SIDE
FRONT
TOP
Order readiness

RELATIONSHIP OF ORDER READINESS TO OPX
Description
Back- • Machines had load tags and factory masters printed when order was first
ground received at the plant, resulting in many obsolete copies left at machine
with the improper number of load tags, different due dates and possibly
different order numbers.
• Plant did not have their Ink in a FIFO process resulting in extra time in
searching for ink, doctoring the ink and poor ink was a contributing factor
in 2 Wiper Roll failures on the 66” Staley RDC
• Print plates were transported to machine by Print Tech or operators
themselves when floater was not available. This resulted in longer set-
up times, and loss of machine capability
• Floater (Continuous Run Champions) were not consistently available
on all machines or on all shifts. This reduced the effectiveness of Order
Readiness, Continuous Run and setup times
OPX • OPX focused on the primary goal that “No Operator should search for a
features piece of tooling for longer than 10 seconds”.
• Priority was given to establishing and strengthen the floater position: Break
Relief and Order Readiness.
• Flow of information from Customer Service to Scheduler to Corrugator and to
Converting highlighted

ORDER READINESS DIAGNOSTIC (1 of 3) DIAGNOSTIC
Objective: No operator should have to spend more than 10 seconds searching for any piece of tooling.
Using the Toolkit: Audit the current process and see how it compares to the Desired State. Areas lacking should be addressed on a priority basis.
Impact Levels are based on following:
• A = Will immediately halt the setup process
• B = Will add significant setup time (above 10 minutes). Most likely affects internal setup time.
• C = Will add to setup time (less than 10 minutes).
• D = May be considered a nuisance item on internal setup time, but adds significant time in pre-press time
Current
Topic Ideal End State Impact State
•
•
•
Right color and right Quantity
Ink 1. Correct Ink Quantity at M/C •

•
Minimal inventory on hand
FIFO system in place A X
•
• PH and Viscosity checks done prior to setting up order
2. Sufficient Ink Quantity in Inventory • PH Water and/or defoamer at M/C

D • X
3. FIFO system (max of 1 year old) •
•
Spec matches
All plates have standard 2” setback. • D • X
•
•
•
Use standard plate length(s) with tension bands pre-mounted
4. PH and Viscosity checks made •

•
•
All plates are checked via Opti-Check on arrival to plant.
Plates inspected visually prior to going to press.
Number of impressions tracked for each plate.
C X
• Plate height measured periodically
• Forms and process to initiate repairs in timely fashion. May use internal / external sources for repairs.
• No slugging, 1 plate per spec
5.PH Adjustors / Foam control available if required • Items are pre-mounted on die
• All plates can be identified visually when they were last run in addition to computer tracking. Active process to eliminate obsolete dies.
• D • √
• All plates are located exactly as on file.
• At least 1 days notice for Print Tech to prep print plates
1. Correct Plate with matching spec card • A

Print Plates • √
2. Standard 2” setback • C • X
3. Standard plate sizes with tension straps pre- • C • X
mounted
4. Incoming inspections, Return inspections
• D • X
5. Repair procedure
• D • X
6. 1 print plate per spec, no slugging
7. Order numbers / date stamps (if applicable) are • C • X
pre-press ready • C • √
8. Obsolescence program
• D • √
9. Inventory / Location program
• D • √
10.Hard Card (copy) given to Print Tech in
advance Smurfit-Stone Container * Operational Excellence Boot Camp 8
• D
Current
Cutting Dies 1. Correct Cutting Die at M/C

•
•
•
C/D is at M/C prior to order being run
Supplier has ‘Zero Registration at …’ added to all Cutting Dies
Dies inspected visually prior to going to press.
• A • √
2. Registration marks on Die (ie. Zero at 64.08”) •
•
Number of impressions tracked for each die.
Rule height inspected over time • C • X (70%)
• Forms and process to initiate repairs in timely fashion. May use internal / external sources for repairs.
• Embossing is added prior to order being run.
• All dies are located exactly as on file.
3. Incoming inspections, Return Inspections • All dies can be identified visually when they were last run in addition to computer tracking. Active process to eliminate
obsolete dies. • D • X
• All plates have specs and hard copy attached to print plate.
• All special instructions and specs reflect verbatim customer requirements
• Trigger for Load Tags to be printed is when order is to be corrugated NOT when order is received.
• Available at M/C
4. Repair Procedure • H. Card at M/C prior to order being run, and order is completely corrugated.
• D • √
5. Embossing (if applicable) is pre-press ready

6. Inventory/ Location Program • C • X
7. Obsolescence program • C • √
• C • X
Load Tags / 1. Hard Card (copy) is attached to print plate

Factory Hard • A • X
Copy 2. Hard Copy information has most updated
customer requirements / information • A • √
3. Proper quantity of Load tags and at M/C
• B • X
4. Customer Specific Load tags – requirements

are met at pre-press level • B • √
5. Factory master (Hard Copy) is identifiable from
Plate room copy (only 1 factory master in plant, • C • X
usually on a different colored paper)

Current
• •
• Sufficient inventory
Miscellaneous 1. Glue tab knives, slotting heads •

•
Sufficient inventory
Sufficient inventory A √
• •
•
2. Anvils, scoring heads, trim knives A
1 set available
Tooling
•
•
Stock on line prior to last order finishing (i.e. 10 mins)
Sufficient inventory √
3. FFG Glue
• Forms available
• A • √
4. Spare D/C anvils for replacement / rotation • A • √
•
• Trained CRC’s and all machines have this position manned
5. Corrugated Stock A • X
• Formal, documented and performance based training
• Formal, documented and performance based training
• Meeting is to stabilize lineup for shipping, converting, corrugator, maintenance and C.Service
6. D/C utility: rubber, etc. • C • √

• Communication across shifts by CRC’s and actively use report to track tooling requirements
• x2 shift on each machine.
7. Paperwork (Problem Logs, Plate repair forms, • D • √

Customer specific Quality Inspection forms,
Waste Forms, et al.)
1. Manning supportive of Continuous Run

Process Flow • D • X
Champion (i.e. 1 extra person for 2 machines)
and properly trained on both M/C for break
relief and Order Readiness duties
2. Print Technicians are properly trained
• D • √
3. Cutting Die technicians are properly trained
• D • √
4. Daily Scheduling meetings taking place to
solidify machine schedules and to limit • D • X
schedule changes once posted
5. Continuous Run Champions (CRC’s) receive
HRMS report 05-40 before start of shift • B • X
6. Supervisor periodically audits Order Readiness
during shift
• D • X

ORDER READINESS DESIGN- PRIORITIZED SAMPLE ITEMS DESIGN
From To
Ink 1. Correct Ink Quantity at M/C • Used HRMS reports and audited ink inventory at each
2. Sufficient Ink Quantity in Inventory M/C every shift, returned unnecessary ink
3. FIFO system (max of 1 year old) • Organized Ink inventory area and moved to a FIFO
system
Print Plates • Reinitialized Print plate and Cutting Die repair

1. Repair Procedure
procedures. Found that forms for repair were not
2. Standard 2” setback available, and could hamper the process.
• Long Term: plant to move to standard 2” setback on all
3. Obsolescence program print plates with proper tension bands
• Over 95 Print plates destroyed immediately. Current
process continued
Cutting Dies
1. Registration marks on Die (ie. Zero at 64.08”) • Supplier has ‘Zero Registration at …’ added to all new
Cutting Dies. About 30% of current dies do not have
registration marks: operators are writing them onto C/D
itself
2. Obsolescence program
• Over 75 C/D’s removed from plant. Current process
continued

ORDER READINESS DESIGN- PRIORITIZED SAMPLE ITEMS DESIGN
From To
1. Proper quantity of Load tags and at M/C • Disposed of all L. Tags at M/C, and combined FMT,
Load Tags / Spec, L. Tags and order numbers to same folder.
Factory Hard L.Tags printed up when Order is corrugated, not when
Copy plant receives order.
2. Factory master (Hard Copy) is identifiable from Plate • FMT (Master) is green and given to Corrugator
room copy (only 1 factory master in plant, usually on a
different colored paper)
Miscellaneous 1. Corrugated stock ready before setup • Ongoing Discussions with PIT drivers on stock
Tooling availability, and move to the next order if stock is not
available at M/C (10 second rule)
Process Flow
1. Manning supportive of Continuous Run Champion (i.e. • 2.5 people per M/C. Bids posted and awarded, crews
1 extra person for 2 machines) and properly trained trained on Setup Procedures and O.Readiness process
on both M/C for break relief and Order Readiness on all shifts
duties
2. Daily Scheduling meetings taking place to solidify • Scheduling meetings introduced

machine schedules and to limit schedule changes
once posted
3. Continuous Run Champions (CRC’s) receive HRMS

report 05-40 before start of shift
• Supervisors now provide copies of lineup and HRMS
report at toolbox

PROCESS FLOW DIAGRAM
Corrugator:
Print Plate Area:
• Minimal WIP levels
• Tech prepares racks • Stock at M/C prior to last order
with all paperwork
ready Tra
n spo
• Transport Carts rt R
ack
• No ink left at M/C s
Ink Storage:
• FIFO process
• Transport Carts
Transport Racks FFG #2
• No ink left at M/C
Cutting Dies:
• Mobile Carts
(incoming / return)
• 1 cart brought to M/C FFG #2
while 1 is returned Transport Racks
for repair / restock
• Floater receives tooling report at toolbox

• Floater trained on 2 specific M/C’s for Break
Relief, Setups and Order Readiness

IMPLEMENTATION APPROACH DESIGN
Approach End product
• Audit plant using the OPX Order Readiness • Prioritized list of Action items
Plant Toolkit
Review
• Review the plant’s infrastructure needs and • Decide what equipment or tooling needs to
opportunities in the flow of information be purchased, reorganized, built.
Material &
Equipment
• Review with stakeholders potential solutions in • Highlight the opportunities where gaps in
addition to OPX – Order Readiness solutions communication and flow of information exist
Preparation
• Meetings held at least two times per week to • Local talent to own process
garner feedback and buy-in. No perfect • Local refinements to aid ownership
Trial & solutions. • Use high-visibility solutions when possible
Refine • Build upon local BP’s where applicable
• Involve local talent and ACT!
• OPX to Audit the process and provide • Audits are to drive actions and refinements
Audit feedback to local plant
• Encourage local talent to audit themselves
• Auditing process to gradually shift to 100% • Seek to leave plant with higher level
Handover plant level issues to address post-OPX

ORDER READINESS IMPLEMENTATION WORK PLAN
10 Week Implementation
Activities 1 2 3 4 5 6 7 8 9 10 OPX Team
Training and Infrastructure
• Train Floaters & Support Techs

• Review process w/ office
Trials and Refinement
• Initial trials on all shifts

• Feedback reviews – all shifts
• Installation Blitz, High Visibility
Auditing & Handover

• OPX and Local Team Audits
• Supervisor Audits

END STATE EXAMPLES
For die carts and print plates:

• Incoming GREEN
• Outgoing RED Print Racks at
M/C: Organized in
order of lineup
C/D’s
relocated to
central
location

END STATE EXAMPLES (CONT’D)
Auditing the
Process
Load Tags,
Print Cards &
Copies of
Factory master
Located with
Print Plates

Converting setup exercise

CONVERTING SETUPS: LEGO GAME
• Practical exercise to illustrate elements of converting setups

Purpose
• Divide into groups as assigned

• Follow instructions to complete operation
Process • Determine improvements and implement
• Understanding of potential for setup improvements

End products

Converting setup introduction

DATA FROM DIAGNOSTIC ON 38 SATURN SHOWED THAT SETUPS WERE
A CLEAR OPPORTUNITY TO FOCUS IN ON…
Overall Equipment Effectiveness (OEE)

38” Saturn FFG Example
Percent of time
150 Setups are

major loss
50
100
2
45
53
19
17 17 1 16
0
Total Planned Available Break- Setups Operating Minor Speed Running Scrap Rework Effective
time downtime time downs Time stops loss time time
Availability loss Performance loss Quality loss

…AND LINE STUDY OBSERVATIONS OF SETUPS SHOWED THREE
MAJOR IMPROVEMENT AREAS
SetupType Focus areas
Date/Order #
Size (L/W)
Print Plate
Obtaining
Die Cut
Circut
Color
Flute
Good setup to oneUntil 100
Order # Machine Time box boxes
Materials
?? Koppers 50  1 L/W 40:00 ~1 ~28 ~11
18742A Koppers 50  L/W 41:00 ~7 ~28 ~6
?? Koppers 50  L/W 50:00 ~9 ~28 ~13
?? Koppers 50  2 L/W  >60:00* ~9 ~51 --
16574 50” Saturn  15:20 ~3 ~9 ~3
16516 50” Saturn  14:23 ~1 ~9 ~5
16636 50” Saturn  L/W 23:50 ~1 ~9 ~13
16606 50” Saturn  L/W 25:04 ~6 ~12 ~4
16759 Big Staley L/W   21:21 ~2 ~12 ~7
16661 Ward RDC  15:14 ~7 ~7 ~1
*Not completed due to noticing bad stock prior to running

Source: Team analysis; Smurfit-Stone
ObservationsContainer * Operational Excellence Boot Camp 23
THE THREE ELEMENTS OF A SETUP
Order
“Setup” procedure
Improvement readiness
elements *Setup defined as:
•Start: when last sheet enters
Machine readiness CE/stacker
•End: when first 100 sellable boxes
produced AND machine continues
producing good boxes
Run rate Total setup time*
kicks/min
Time
Normal Setup Ramp up Normal

production production

Set-up Procedures

AGENDA FOR CONVERTING SETUPS: PROCEDURE
•Process to develop / implement setup procedures

– Machine prioritization
– OPX implementation approach: setup procedure

development model
• Prework
• Initial workshop to develop draft setup
Procedure
•OPX Continuous Improvement Model

MACHINE PRIORITIZATION HAS NUMEROUS FACTORS TO CONSIDER
DIAGNOSTIC
Volume Average Rollout

Machine MMSF/month Number of Setups setup time Order
Ward RDC 15 174 27 3rd
Big Staley 8 200 29 5th

• Grouping of
like
38” Saturn 12 369 26 2nd machines
50” Saturn 16 535 18 1st
50” Kopp 10 173 46 4th
Other Considerations
– OEE analysis of machine, buckets of opportunity – Crew knowledge, skills, abilities, and attitude
– Other processes on machine (i.e. Rainbows) – Machine mechanical condition / timing of
– Plant business level expectations upgrades and improvements
Source: Smurfit-Stone
Production report Container * Operational Excellence Boot Camp
for Sept 2006 27
OPX IMPLEMENTATION APPROACH DESIGN
One Machine Approach End product
• Ensure system is stable, e.g., Order • Stable starting point in place

Pre-work Readiness and Rainbows completed
• Have operators refine SOP • Operator ideas for all setup areas
collected and gain operator buy -in
Workshop • New SOP
• Shifts come in early or leave 2 hours late to • Verification of and enforced compliance
Shift on audit another shift and give feedback to SOP
shift
reviews
• Stand on floor on 24 hr average and monitor • Enforced compliance to SOP
setups
OPX audit
• Saturday training of 4 hours in each shift. • Learn process by doing – expect to see
M/C experts provide coaching time reduce
Intense
training
• Ongoing checks to test • Enforced compliance to SOP
OPX audit

SETUP OBSERVATION SHEET TO COLLECT TIME AND SEQUENCE DATA

SPAGHETTI DIAGRAMS CLEARLY ILLUSTRATE TO WORKSHOP DIAGNOSTIC
PARTICIPANTS EXCESSIVE TRAVEL

38
C/E FR S/S P2 P1 Feed Ext PF Conveyor
2 8 11 15 25 1 6
31 30
42 17 43 4 44
33 35 34
47 20 7
37 40
41 49 24 14
48
50 21
39 27
36 29
22 23 45
32 12 10 18 13 16 46 19
Insp Computer WS WB Plates

9 More than
3 600 feet
5 26 28 walked
LF

INITIAL WORKSHOP
• First opportunity to really get crews deeply involved with the

development of the Setup Procedure.
• Critical to getting operator buy-in
• This workshop consists of the following:

– Introduction
– Introduction to SMED process
– Review of line study data
– Review of current state video
– Review of Richmond video
– Draft Setup Procedure development

OPX CONTINUOUS IMPROVEMENT MODEL (SIX STEPS) EXAMPLE
Internal
steps
External
steps
Before
shut- During machine Total during
Stage down shutdown machine shutdown
1. Measure the total setup time
133
2. Determine internal and external

133
steps
3. Convert internal steps into
external and move external steps 13 90 30 120
outside of the setup
4. Improve internal steps 13 67 30 97
5. Improve external steps 5 67 22 89
6. Standardize the new setup 89

34%
procedure

PRACTICAL APPLICATION OF SIX STEPS
Date: Change from:

Job change Observation Sheet
Machine: Die Exchange To:
Can be split Timing Observations
No Step by step action element Int Ext Unit:
1 Get tool bag 12
2 Find wrench, loosen screw 18 No designated location for wrench. Operator lost time searching for wrench
3 Loosen tool 3
4 Put down tool 2 Define job steps

5 Receive tool 8
6 Problem: loosen screw, key 45
7 Find wrench 10
Document time
8 Loosen and lift tension arm 15
9 Insert new tool 4
10 Find measuring stick 5 No designated location for measuring stick. Operator lost time searching for stick
11 Set tension arm 105
12 Centre tool 55
13 Tighten tension arm 7
14 Exchange raw material 28
15 Adjust per instruction from inspector 35
Total: 352
Machine readiness

RELATIONSHIP OF MACHINE READINESS TO OPX DIAGNOSTIC OVERVIEW
Description
Back- • In combination with Circles program, Rainbows ensures the machine is adjusted
ground properly for the given board combination being run
• Rainbows allows for quick and easy adjustment of the machine to aid in the One-
Box Setup process
• Zeroing a machine has two components
– Physically setting components relative to one another (feed roll, print sections,
slotter sections, etc)
– Maintaining the components (feed roll, print sections, slotter sections, etc)
relative to one another
• Operating with machines at zero also aids in the One-Box Setup process
• At the initial facility, machines did not have Rainbows installed
• Common issues regarding Rainbows and zeroing have included:
– Operators unaware purpose of Rainbows, how to use, or how it related to
Circles program
– Machines found to be out of time, resulting in excessive registration being used
to correct the problem
– Machine crews not knowledgeable on how to keep machines in time by using
“zeroing”
OPX • Install Rainbows on all machines

features • Train crews/supervisors to understand and use (or enforce use of)
Rainbows
• Physically zero machines
• Train crews/supervisors on how machines are kept in time through
“zeroing”
MACHINE READINESS CHECKLIST DIAGNOSTIC
Objective: Ensure machine is capable of ‘one-box’ setups
Rainbows
• Are rainbow dials installed across all machines:
– on converting equipment?
– on caliper gauges?
• Is the system used and well understood?
• Is there a trained Rainbows and Circles technician on site?
Zeroing
• Are machines always zeroed before opening?
• Are machines able to stay zeroed?
• Is the system used and well understood?
Other
• Is there any other major issue(s) impacting one-box potential?
________________________________________________
END STATE EXAMPLES
Rainbows
Zeroing

Converting setup floor walk

CONVERTING SETUPS: FLOOR WALK
• Observe changes implemented as part of Converting setups

Purpose
• Break into 4 groups

• Walk with guide to designated areas (print plate room, m/c
Process centers)
• Guide to discuss Rainbows, zeroing, setup procedure, and
order readiness
• Understanding of elements of converting setups

End products

Workplace organization intro

RELATIONSHIP OF WORKPLACE ORGANIZATION TO OPX DIAGNOSTIC OVERVIEW
Description
Back- • Poor housekeeping hides waste and abnormal conditions. If plant management allows a
ground disorganized workplace, then it shows that substandard performance is acceptable. The intent
of the OPX program is to fix the greatest issues that will have the greatest impact on
throughput; while a full blown 5S program would be nice to install, its not necessary. However
everything should be in a designated place for a reason. If there isn’t a reason, then it needs to
be purged.
• Improving workplace organization has the following benefits:

– Increase throughput by making tools and materials easier to find and access
– Increase operator safety
– Decrease machine minor stops through deep cleaning
– Enable supervisors and managers to quickly identify abnormal conditions and problems (e.g.
tools missing from shadow boards or no stock behind machines)
– Lifting employee morale by making their jobs easier, safer and cleaner
– Decrease plant clutter and increase free space available in plant
OPX • Machine Cleanliness: Machinery cleanup must be separated from normal PM activity.
features Complete cleanup check sheets are necessary to hold personnel accountable. This is an
important activity that needs dedicated machine downtime
• Machine Center Organization: Only necessary equipment is located at machine centers. Tools
are placed on shadow boards and positions for mobile/moveable materials and equipment are
drawn onto floor
• WIP Organization: WIP is organized by customer order and is located in bays behind or near
the converting equipment it is to run on.
• Support Functions: All support functions and locations that may affect the success of OPX
processes shall be organized (e.g. maintenance part storage, cutting die room, print plate room
and ink storage facilities)
Notes:5S is a complete organizationSmurfit-Stone

and ordernessContainer
program that includes Straighten,
* Operational Sort,
Excellence Shine,
Boot CampStandardize and Sustain 42
MAJOR WORKPLACE ORGANIZATION ISSUES IMPACTING THROUGHPUT
1 Machine cleanliness 2 Machine center organization
Issues Issues
• Cleanup during PM not • Tools out of place
effective • No clear positions for
• M/C in a poor state leads to equipment
breakdowns & slowdowns • Used parts at machines
• Necessary tooling &
material not accessible
due to clutter
3 WIP organization 4 Support functions
Issues Issues
• Stock being lost on floor • No system for parts storage
• WIP organized by sheet size • Cutting dies on floor
• WIP labels do not have • Poor tooling inventory
customer information system

ORGANIZING THE WORKPLACE CAN BRING MULTIPLE BENEFITS
People
• Increased safety
• Cleaner work environment
• Increased ownership and sense of pride
• Easier maintenance
Quality
• Greater visibility of errors
• Easier standardization of work
Performance
• Increased productivity
• Reduced setup time
• Fewer breakdowns
• Less wasted time
• Sets the foundation for discipline to
follow standardized work

Workplace organization machine cleaning

1 CLEANLINESS DETAILED DIAGNOSTIC DIAGNOSTIC &DESIGN
OPX End-State Sample Issues
Plant Buy-in • Crews understand that improved cleanliness is • Leadership does not see the value of dedicated
central to OPX Equipment Strategy and leads to: cleanings
– Fewer ink and adhesive related problems • Cleanings during PMs was ineffective but
– Easier maintenance troubleshooting considered sufficient
– Less damaged product due to machine jam- • Operators are willing to work with dirty machines,
ups as they don’t see the upkeep of the machines as
– Easier machine startups after prolonged their responsibility
downtime
Scheduling • Structured, supervised deep cleanings are part of • No weekly dedicated time for cleaning
of Machine the weekly routine for the plant. • Some machines were deep-cleaned when first
Cleaning • Supervisors are held accountable for the brought to the plant, but not since
performance of their crews. • Since first shift would clean machine during PM,
• Cleanup procedures are regularly reviewed with other shifts felt little incentive to keep machine
crews to improve process and checklists. clean
• Cleanup ideally happens during the last • Weekly startups impacted by machines shut
production shift of the week. down while still dirty
• After each equipment strategy workshop and at
least once annually, all 3 crews, maintenance
personnel, supervisors, and plant leadership
conduct a full “deep clean” of each machine to
get it to an “as new” condition

1 IMPLEMENTATION APPROACH: CLEANLINESS DESIGN
One Machine Approach End product
• Determine current cleaning routine and • Stable starting point in place

documents used to guide cleanups
Assess • Formal/informal surveys of operators can
condition surface cleanliness issues
• Use OPX checklist or come up with one from • Comprehensive checklists for Flexos,
scratch in workshop with operators and RDCs, and the Corrugator. There should
Propose/ maintenance—center it on the biggest drivers be suggested times and spaces for
refine of downtime supervisor signatures.
checklist
• Determine weekly time for cleanup and • Understanding of motive behind new
explain to crews new checklists and reasons policy and understanding of the new
Prepare for the new cleanups. expectation.
for • Stage all materials at machines prior to
cleaning cleaning.
• Conduct first cleaning with plant leadership • Understanding of the standard and the
support and heavy touch support. Take lots visible commitment from plant leadership.
of before/after photos.
Trial
• Survey crews after 4-5 cleanings to see what • Sustainable process to keep machines
works/what doesn’t clean
Track • Spot audits over weekend by plant • Heightened sense of ownership over
and refine leadership to ensure supervisory signatures machine condition
are meaningful • Clear expectation from leadership about
cleanliness standards

1 CLEANING CHECKLIST ENSURE STANDARD CLEANING EFFORT
Sign-offs ensure
ownership at all levels
Development of a cleaning
procedure
• Ensures standard effort
• Promotes thorough cleaning
• Elevates the importance of
machine cleanliness and using
time effectively
*Footnote
Source: Source
1 DEEP CLEANS AND REGULAR CLEANUPS HAVE EXPOSED MACHINE
PROBLEMS AND MADE ONGOING MAINTENANCE EASIER
Before After
Workplace organization work station

2 MACHINE CENTER ORGANIZATION DIAGNOSTIC &DESIGN
From . . . . . . to
Layout • Redundant equipment at M/C • Remove all equipment not being used,
• No set locations for moveable items used parts, signs, and tools (red tag)
• Paint locations on floor and items same
colors
Tooling • No set locations and disorganized • Use of shadow-board

• Redundant items mixed in with • Only necessary tools at station
used items • Consolidate different sized bolts/screws,
etc.
Work- • Difficult to find paperwork – hunt through • Worktable layout for paperwork
station piles • Quality cart has positions for tools and
paperwork
Visual • Limited – what is there is outdated • Machine identification

mgmt. • Position OPX speed whiteboard
• Next order at infeed on whiteboard
• SWP and quality checks, stacking
• Setup procedures

2 END-STATE EXAMPLES
Positions for mobile/moveable

materials and equipment are drawn
onto floor
Tools are placed on shadow

boards to improve operator
efficiency

Workplace organization WIP

3 CASE FOR ORGANIZING WIP BY ORDER NUMBER
Ward RDC Material Flow

Ward RDC
Big Staley
Benefits
Identifying the WIP by order number and
downstream machine prevents sending the
wrong product to the customer
Corrugator
Shack
66” FFG
Stockouts are prevented by ensuring WIP is in
a known, accessible location
Koppers
Visual management of in-process inventories
Stacking lines is improved by designating WIP location by
38” Saturn
machine
Impact
50” Saturn
Preventing stockouts at converting due to WIP
management is a direct throughput (OEE)
improvement

3 WARD RDC LAYOUT
50’
14102 Ward RDC
rd
14110 r Wa
fo
er
t ord
x
aisle
Ne
26’8
14108
”
Next order from corrugator goes here
6’3”
14112
14105 6’8”
26’8 14105
”
14109

3 WIP ORGANIZATION END-STATE EXAMPLES
WIP area is set aside for each machine… … and clearly labeled by converting
machine.
WIP is clearly labeled by order number… …and placed in its designated area.
Workplace organization OTHER

4 SUPPORT FUNCTIONS/AREAS DIAGNOSTIC &DESIGN
From . . . . . . to
Parts • No access to back of room • New layout and labeling

storage • Obsolete parts • Only needed parts stored
• No storage system • Database of parts
Ink • LIFO system resulting in ink up to • Clear out old ink

• Reorganize to FIFO system
4 years old • Reduction in inventory
Cutting • Cutting die storage in multiple locations • Centralize

dies • Mark on dies zero registration
• Mark bolt tightening pattern on cutting
dies
Print • Plates different setbacks • Program to standardize setback to 2”
room • Operators slugging on plates and remove all none compliant
• Plates used without backing • Standardize backing & sizes
General • Plant appears dirty and tired • Paint beams, ceilings, and walk-ways
• Remove all old signage

4 EXAMPLE IMPLEMENTATION APPROACH: PARTS STOREROOM DESIGN
Storeroom Approach End product
• Quick tour of storeroom should make it clear • Idea of how many plant resources
how much work needs to be done. Questions storeroom reorganization will require
Diagnose to ask:
current – How do you track inventory?
state – Who has access to this space?
– Do vendors manage any of your inventory?
• Use seasoned operators/mechanics to • Only parts left are parts that will one day go
Clear out identify parts for old machines, or parts that into current machines. All parts requiring
obsolete will never be refurbished. Throw/give refurbishment are sent off or segregated
inventory away/sell all old parts. from all functioning components.
• Group parts by type, then by machine • Storeroom organized and ready to be
• Assign maintenance personnel to specific inventoried
Organize areas for ongoing organization • Mechanics save time previously lost
storeroom • Clearly label all storage areas while hunting for parts
• Lock storeroom if possible
• Whether electronically or by hand, establish • List of parts to guide future ordering and
accurate count of all parts in the storeroom work order prioritization
Conduct • OPX can give you examples of grouping • Money saved by not ordering parts
inventory schemes already in storeroom
• Establish cycle counts so that entire

inventory is taken at least once annually • Attention to detail and heightened
Install • Use vendors for inventory management accountability introduced into new facet of
feedback whenever possible maintenance program
loop • Establish system for tracking parts consumed • Plant lowers parts spend due to accurate
to deduct from inventory inventory

4 PARTS STOREROOM EXAMPLE: REMOVAL OBSOLETE INVENTORY
From Via To
Converting speed loss floor exercise

SPEED TRIAL: FLOOR WALK
• To understand how to run a converting speed trial

Purpose
• Break into 4 groups

• Each group go to a machine
Process • Group leader will instruct each group how to gather data for
that machine
• Group leader will conduct debrief on site
• Completed speed trial sheet

• Understanding of how to run a speed trial
End products

Converting speed report back

SPEED TRIAL REPORT BACK
• Discuss findings from speed trials and consider other

complexities
Purpose
• Show answers on board

• Discuss difficulties/challenges
Process • Discuss other issues to consider
– Order size
– Machine type
– Board quality
– Number of speed trials required
• Understanding of considerations/complexities of speed trials

End products

Converting minor stops & speed intro

RELATIONSHIP OF MINOR STOPS TO OPX DIAGNOSTIC OVERVIEW
Description
Back- • Only three instances exist when a machine should not be feeding sheets:
ground – In a setup mode
– Down for maintenance
– Scheduled stoppage
• Other times when machine is stopped is a minor stop
• Minor stops cause significant downtime without known and directly
attributable reasons easily determined by operators
• Two types of minor stops are:
– Mechanical (e.g. clearing a jam in the counter-ejector OR print down,
having to readjust a print plate, or having to clean out the glue head)
– Non-mechanical (e.g. stopping the machine to remove bad stock;
searching for stock; or not operating through break or lunch)
OPX • Ensure method of regularly collecting data on minor stops is established

features (Machine performance logs will provide some of this information)
• Once data has been collected, issues must be prioritized (weekly
collection/analysis of throughput limiting items will assist)

MINOR STOPS IMPACTING LINES DIAGNOSTIC
OEE data collection sheet Pareto of minor stop causes for one machine
Minor Stops on 38" Saturn
25
25
21
20
20 19
15 14
13
11
10
10 9 Minutes Down
7 # Stops
2 2
1 1
0
ler
AK
em
fo
ion
E
r
ed e
NG
er In
und
ec t
E
yst
BR
fe
HA
eS
dS
/B
Or d
Pre
TC
ing
Glu
F ee
app
IF
SH
/Str
ring
a
Squ
Stoppages shown by frequency
and total time
Minor stops description is already
recorded on OEE data collection
sheet

MAJOR ISSUES TO RESOLVE DESIGN
MINOR STOPS
Problem L.S Rootcauses Solutions Actions Who When
Common Issues
Board Quality Staley, 1. Handling damage Work with material handlers Conduct short information J Adams 13-Dec
38" FFG, to minimize any damage sharing meetings with all
50", caused by handling or material handlers
Ward, storage in WIP
Koppers
Categorized into m/c Staley, 2. Corrugator defects being left in the Sort out at the corrugator Develop action team at P. Bishop TBD
specific issues and 38" FFG, stacks being placed in the WIP area the corrugator
50", (delamination, board size, warp) and
common causes Ward, stack quality from the corrugator is
Koppers causing further loss of time
Cutting die repairs Staley Fatigue of ejection rubber Inspect at the end of each Develop a die repair tag Scott/Terry TBD
run/replace as needed system
Staley, Bent knife on cutting die Inspect at the end of each Develop a die repair tag Scott/Terry TBD
Ward run/replace as needed system
Breaks Staley, No relief Look for any available Develop a relief schedule Scott/Terry TBD
Koppers personnel to make part of a
permanent relief schedule
Not Running Through Sat 38" Lack of an established written process Establish a written process Cover process at tool box J Shields Dec. 14
Shift Change for shift changes meetings
No stock available at 50", Stock not available from the corrugator Get stock off for each Increase frequency of Paul, Terry Jan. 27
the machine Staley, machine scheduling activity
Koppers
Staley Only
Stacker Jams Staley, Incorrect settings on beater belt arms Use a recipe card or put the Pick a system and Rob/Greg Dec. 14
Ward settings for the beater belt implement
arms on the print card
Saturn 38" Only

Jamups in Counter Sat 38" Air operated fingers jamming from dirt or PM and clean Place air cylinders on a Steve Dec. 14
Ejector bent fingers regular PM schedule
Replace as necessary Replace as needed Steve Dec. 14

RELATIONSHIP OF CONVERTING SPEED TO OPX DIAGNOSTIC OVERVIEW
Description
Back- • Machines should be run able to run at OEM speed

ground • Numerous different reasons may prevent a machine from running at
optimum speed
• Machines often are run in a “comfort zone” and that causes two problems
to occur:
– Lack of consistency between operators on how fast to run the machine
– The true causes of machine limits are not addressed
• Reasons why a machine not being capable of running at OEM speed must
be understood by supervisor and operators – this is called the “limiting
factor”
OPX • Limiting factor for each machine that is not capable of running at OEM
features speed must be gathered
• Optimum speeds are based on overall throughput and not simply the
speed at which no problems are encountered. Specifically this is due to
the possibility that problems/roadblocks that occur at 150 kicks/min may
also happen at 200 kicks/min at the same frequency. The result may be
that the higher speed is the optimum in terms of running speed.

SPEED TRIALS ARE INTENDED TO DETERMINE THE OPTIMUM SPEED
WITH CURRENT CONSTRAINTS DIAGNOSTIC OVERVIEW
Quantity produced in set time during trial

Kicks or average kicks/min.
Trials should be undertaken
across multiple shifts and
Some machine issues orders to be able to
may kick in at lower confidently set speed target • The target on the machine
speeds but also are no log is updated with both the
worse at higher speeds optimum speed from trials
and the speed limiting
constraint
• Once the constraint is
removed we can undertake
new speed trials
• For 80% of jobs current
optimum should be correct
speed ~ there will be
different blank sizes, board
quality, etc. that may result
Current OPX in lower speeds but these
optimum target will be exception not rule
120 140 160 180 200 220 240

Dialed in machine speed
OEM
CONVERTING IS RUNNING AT SPEEDS WELL BENEATH TARGET DIAGNOSTIC
Kicks/Minute
Target range Observed

dialed-in run
Machine 80% OEM speed
50” Saturn 200 240 100 - 150 • All machines operating

well beneath
38” Saturn 260 320 100 - 150 OPX target
Koppers 200 240 100 - 150

• F.I. work initiated but not
completed
Staley 150 180 90 - 120 • No run speed targets

exist for machines
Ward 150 180 90 - 120

SPEED TRIAL DATA COLLECTION SHEET
SPEED TRIAL
Date Customer Name
Order # Supervisor
Box ID
Shift Machine#
Speed Trial:
Challenging the current machine speed to achieve free speed opportunity and identify Speed at which
Road Blocks / Constraints are impeding further speed increases.
Note:
Speed is to be moved up in increments ensuring necessary run stability prior to increasing again, a good
guide is 10 - 15pc increments stable for 3-5 minutes.
Speed Duration Quantity

Trial # Description of Speed Limiting Problem (If Any)
pcs/min) at Speed Produced
1 Document Start base speed / conditions
10
Please return to Supervisor at end of order

END-STATE EXAMPLES Sustainability tools
Machine Log
Speed board at machine
Current constrained speed
Speed to be run determined by color for

given sheet length and width combination
Higher speeds can be marked on board

when crews reach them

Scheduling introduction

RELATIONSHIP OF SCHEDULING TO OPX
Description
Back- • The role of the Scheduler can be leveraged to bridge customers and operations
ground – Active constraint management by the scheduler assists in easing the load on constraints and
applying the right resources to elevate constraints and improve throughput
• The Scheduler has several tools available to optimize machine performance and improve
throughput
– Cost-trim solutions in Kiwi CSC
– Converting machine sequencing
– Order-based scheduling
• Preparation for Kiwi PCS will be augmented by taking the following steps
– Scheduling more than once per day
– Instilling discipline in maintaining data integrity
– Implementing order-based scheduling in Kiwi CSC
OPX • The Scheduler’s role is elevated to problem solver

features • The Scheduler facilitates constraint management and resource allocation through a Systems
Performance Meeting
• The Scheduler uses Kiwi CSC correctly, employing the cost-trim solution and order-based
scheduling as his primary tools
• The Scheduler maintains the data of all throughput systems by monitoring their health and
ensuring compliance by all operators and stakeholders
• Enhanced throughput is achieved by optimum sequencing of converting and corrugating lineup
to reduce setup duration on converting, and balance setups on corrugating with converting
needs
• Work in process inventories are managed to reduce their size and ensure the correct WIP is
accessible at the right time
• Operators are expected to comply with the production schedule to prevent local optimums
• The Scheduler is expected to schedule several times per day to increase flexibility, reduce
batch sizes, and feed the converting Container
Smurfit-Stone machines *more directlyExcellence Boot Camp
Operational 76
Theory of Constraints
Theory of Constraints Defined

• Theory of Constraints ( TOC ) is a philosophy of management and improvement originally
developed by Eliyahu M. Goldratt and introduced in his book, The Goal. It is based on the
fact that, like a chain with its weakest link, in any complex system at any point in time,
there is most often only one aspect of that system that is limiting its ability to achieve more
of its goal. For that system to attain any significant improvement that constraint must be
identified and the whole system must be managed with it in mind.
Theory of Constraints Applied

• According to Theory of Constraints, every profit-making organization must have at least one
constraint, which prevents the system from achieving a higher performance relative to its
goal. Theory-Of-Constraints is based on the premise that the rate of revenue generation is
limited by at least one constraining process (i.e. a bottleneck). Only by increasing
throughput (production rate) at the bottleneck process can overall throughput be increased.

TOC CREATES SYNCHRONICITY THROUGH THE PROCESS OF ON-GOING IMPROVEMENT
Decide how to manage

the constraint to mitigate
its effects on the entire
system
Identify constraints
Exploit
If fixed,
Start the process find
over again another
Align all other resources
con-
with the constraint (the
straints
Subordinate performance of the
entire system is the only
important thing)
Elevate
Eliminate the
constraint by adding
capacity

5 Steps for Managing T.O.C.
1. Identify the constraint

• the thing that prevents the organization from obtaining more of the goal
2. Decide how to exploit the constraint

• make sure the constraint is doing things that the constraint uniquely does,
and not doing things that it should not do
3. Subordinate all other processes to above decision

• align all other processes to the decision made above
4. Elevate the constraint

• if required, permanently increase capacity of the constraint; "buy more"
5. If, as a result of these steps, the constraint has moved, return to Step 1.
• don't let inertia become the constraint

System Thinking & Constraint Management
Think of the system as a whole rather than individual components.

• System performance can only be improved by improving the constraint
Avoid creating a local optimum at the expense of the productivity of the whole
system
• Improving performance of processes that are not the constraint will not
necessarily improve system performance
The system cannot produce more than the capacity of the bottleneck
• Use the 5 steps of T.O.C. to alleviate the bottleneck
The focus is on TOTAL SYSTEM IMPROVEMENT

Example
A corrugator plant is currently capable of running 5 mmsf per 24 hours with 5%

sheet work. The converting department runs 4 mmsf per 24 hours and is only
70% on time. The DC department stocks out on average 3 hours per day.
• Identify the Constraint

• Is there anything that can be done to prevent it from being the constraint?
• How can we alleviate the constraint in the short term?
• How can we alleviate the constraint in the long term?
• What do we do next?

Example – Possible solutions discussed
Identify the Constraint

• The constraint appears to be the converting department, indicated by its late
orders. It is a constraint because the system can not produce what the market
demands.
Is there anything that can be done to prevent it from being the constraint?
• Is the converting department manufacturing product that is not required on that
date or that may be moved to machines that are not loaded with work?
How can we alleviate the constraint in the short term?

• Perhaps use scheduling as a tool to optimize the converting department without
sacrificing on time delivery. Redirect some labor to that department to ensure the
machinery is running.
How can we alleviate the constraint in the long term?

• Improved training or capitol expenditure for faster equipment.
What do we do next?
• Once the constraint has gone through the 5 steps we repeat the process
SCHEDULING DIAGNOSTIC: MAP THE SCHEDULING INFORMATION FLOW
Scheduling MIFA DIAGNOSTIC
Electronic order flow
Manual order info (paper)
HRMS
Production scheduling Customer service
Daily orders ~ week
in advance
Supplier R/S order 1x/week Orders daily Customers
Conv
d . sch
he
ed
sc
Conv. sched
rr.
I
Co
KI W
Con
Shipping
v
. sc
Shipping
HR
slitt
hed
MS
acker
e
superviso
Factory master
er
b
double
f ac
gle
r
s in
Corrugator es Converting Bander

updat
x5
Speed = 2 h
Manual entry
from Kiwi CSC to
UNICO Knife and
from knife to Kiwi
Order
Readiness
Shipping
Elements
Includes
separate
converting
schedule for
stock handlers

Source: Team analysis; host plant scheduler
SCHEDULING DATA AND BEST PRACTICE (Kiwi CSC) SCORECARD
•Targets for each item are

set…
•…while gap to target results
in a grade for the scheduler
and scheduling systems
•Itemized list of data

integrity or best practice
items
•Frequency of checking /
reporting prescribed

System Performance Meeting CHARTER
Description Report used
Purpose • To identify daily issues affecting system

throughput and performance
• Review on-time delivery status and backlog

Agenda
• Identify required actions
– Machines to close
– Weekend work
– Rebalance machine workloads
– Sheet work
• Elevate the bottleneck
Attendees • Scheduler
• Customer Service
• Superintendent
• Shipping Supervisor
Timing • 8:45 each morning

• Duration ~15min
Inputs • Backlog, late or rush orders

• Machine performance
• Strategic decision options
• WIP levels as indication

Recap: Smurfit-Stone Container Operational Excellence Boot Camp

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Recap

Smurfit-Stone Container * Operational Excellence Boot Camp 1

Smurfit-Stone Container * Operational Excellence Boot Camp 2

Smurfit-Stone Container * Operational Excellence Boot Camp 3

TASK: Build a K’Nex car

TIME KEEPERS TO BEGIN TIMING WHEN SIGNALED

Smurfit-Stone Container * Operational Excellence Boot Camp 4

Smurfit-Stone Container * Operational Excellence Boot Camp 6

Smurfit-Stone Container * Operational Excellence Boot Camp 7

Ink 1. Correct Ink Quantity at M/C •

2. Sufficient Ink Quantity in Inventory • PH Water and/or defoamer at M/C

4. PH and Viscosity checks made •

1. Correct Plate with matching spec card • A

Cutting Dies 1. Correct Cutting Die at M/C

5. Embossing (if applicable) is pre-press ready

Load Tags / 1. Hard Card (copy) is attached to print plate

4. Customer Specific Load tags – requirements

Smurfit-Stone Container * Operational Excellence Boot Camp 9

Miscellaneous 1. Glue tab knives, slotting heads •

6. D/C utility: rubber, etc. • C • √

7. Paperwork (Problem Logs, Plate repair forms, • D • √

1. Manning supportive of Continuous Run

Smurfit-Stone Container * Operational Excellence Boot Camp 10

Print Plates • Reinitialized Print plate and Cutting Die repair

Smurfit-Stone Container * Operational Excellence Boot Camp 11

2. Daily Scheduling meetings taking place to solidify • Scheduling meetings introduced

3. Continuous Run Champions (CRC’s) receive HRMS

Smurfit-Stone Container * Operational Excellence Boot Camp 12

• Floater receives tooling report at toolbox

Smurfit-Stone Container * Operational Excellence Boot Camp 13

Approach End product

Smurfit-Stone Container * Operational Excellence Boot Camp 14

Training and Infrastructure

• Train Floaters & Support Techs

Trials and Refinement

• Initial trials on all shifts

Auditing & Handover

Smurfit-Stone Container * Operational Excellence Boot Camp 15

For die carts and print plates:

Smurfit-Stone Container * Operational Excellence Boot Camp 16

Smurfit-Stone Container * Operational Excellence Boot Camp 17

Smurfit-Stone Container * Operational Excellence Boot Camp 18

• Practical exercise to illustrate elements of converting setups

• Divide into groups as assigned

• Understanding of potential for setup improvements

Smurfit-Stone Container * Operational Excellence Boot Camp 19

Smurfit-Stone Container * Operational Excellence Boot Camp 21

Overall Equipment Effectiveness (OEE)

150 Setups are

Availability loss Performance loss Quality loss

Smurfit-Stone Container * Operational Excellence Boot Camp 22

18742A Koppers 50  L/W 41:00 ~7 ~28 ~6

?? Koppers 50  L/W 50:00 ~9 ~28 ~13

?? Koppers 50  2 L/W  >60:00* ~9 ~51 --

16574 50” Saturn  15:20 ~3 ~9 ~3

16516 50” Saturn  14:23 ~1 ~9 ~5

16636 50” Saturn  L/W 23:50 ~1 ~9 ~13

16606 50” Saturn  L/W 25:04 ~6 ~12 ~4

16759 Big Staley L/W   21:21 ~2 ~12 ~7

16661 Ward RDC  15:14 ~7 ~7 ~1

*Not completed due to noticing bad stock prior to running

Normal Setup Ramp up Normal