Workshop S Best Practices … Integrating Environmental Sustainability and Lean Methodology Tuesday, March 21, 2017 3:30 p.m. to 4:45 p.m.
Biographical Information Tonja Rammel Corporate EHS Manager Crown Equipment Corporation 402 West Monroe Street, New Bremen, Oh 45869 419-629-2311 Fax: 419-629-9299 tonja.rammel@crown.com Tonja Rammel is the EH&S Manager for Crown Equipment Corporation in New Bremen, Ohio, the largest manufacturer of electric lift trucks in the world. Her job responsibilities include environmental reporting, permitting, employee and contractor safety, industrial hygiene monitoring, environmental sustainability activities, implementing and maintaining safety programs and ISO 14001. She has been working in the environmental and safety field for over 20 years and has been employed by Crown for 11 years. She serves as a board member and President for the Society of Ohio Safety Engineers (SOSE). She also has a Bachelor of Science degree in Occupational Safety and Health. Melissa Kaufman Operational Excellence Lean Manager Crown Equipment Corporation 402 West Monroe Street, New Bremen, OH 45869 melissa.kaufman@crown.com Melissa Kaufman is the operational excellence manager for Crown Equipment Corporation and has more than 20 years of experience in manufacturing operations. She graduated from Wright State University with a bachelor’s degree in mechanical engineering and has held positions in engineering, six sigma, lean, and value stream / business unit management with Parker Hannifin and Eaton, in addition to her time at Crown. She is responsible for the leadership of Crown’s global operational excellence program.
Best Practices…Integrating Environmental Sustainability and Lean Methodology Tonja Rammel Melissa Kaufman Corporate EHS Manager Operational Excellence Lean Manager
Reduce Emissions Recycled Steel Remanufacture Zero Discharge Plating Renewed Parts Zero Landfill ISO 14001 2
Vertical Integration & Crown Culture A A A A A A A A A A A A A A A A A A A 3 A
Our history as a sustainable company has been proven throughout the years: – 1993: State of Ohio’s Pollution Prevention Award – 1994: Eliminated solvent degreasing – 2003: USEPA National Waste Minimization Partner – 2008: Ohio Award for Outstanding Achievement in Environmental Stewardship – 2009: Zero Landfill Achievement – 2010: ISO 14001 Achieved and Ohio Award for Outstanding Achievement in Environmental Stewardship – 2011: Zero Landfill Achievement – 2012: ISO 14001 Achieved – 2014: Ohio EPA E3 Gold Status Award (NKO), Most Valuable Pollution Prevention Award (MVP2), Hosted Zero Waste to Landfill Workshop – 2015: Ohio EPA E3 Gold Status Award (Plant 7) 4
Sustainment & Employee Engagement * SME Development in Operational Excellence / Core 5 Modules Integrated Manufacturing * Core 5 Tool / System Implementation in all Mfg Sites Lean Manufacturing * Focus on Foundational * Common Language Modules * Module Development Understanding continues Progress * Modules maintained by plants (Whitebelt / LMS) under corporate for * Train the Trainer * Continuous common guidance and Approach ‐ Sites train Improvement Ideas Demand Flow Technology deployment other sites through Crown Challenge * Whitebelt Course ‐ * SME (Subject Matter Required for all mfg * Started building to Takt Expert) Development employees Time to achieve flow started * Lean Culture (Lean Craftsman / Job Shop / Mass * Integrated Technology * Lean Culture by David Management System) Production in the process Mann "Book Clubs" course for plant (automation, tooling, etc) * 8 Hour Lean Basics * Bay Build leadership * Implemented Group Training "Whitebelt" * International Op Ex Leaders & Process Developed Intranet Website was Technicians to help * Corporate team developed sustain flow established * Used our product as a process tools Pre 1999 2000 ‐ 2010 2010‐2012 2012‐2014 2014 ‐ Future Time
Audience Discussion Where are you in Your Sustainable Journey? Where are you in Your Lean Journey? • • 6
• Lean Methodology and Sustainability – How They Work Together • Lean and Sustainable Tool Overview Charter and Team o SIPOC o Waste Walk o Pre-work – IEI o Brainstorming o Effort Benefit Analysis o Implementation Plan o • Sustaining Improvements – Lean Methodology and Practical Application • Employee Engagement - Crown Challenge – Continuous Improvement • Lessons Learned 7
Lean Methodology and Sustainability Initiatives Operational Excellence Safety / Environmental Sustainablity * Lean Management System * Safe Steps �Behavioral Safety Program� * Whitebelt 8 Hour Lean Basics Workshop * Safety Teams �Increase Employee Engagement / * Modules to ensure standard approach Ownership� * SME Development at all sites * Ecologic Initiatives ‐ Recycling / 0 Landfill / Awards & * Annual Assessments Recognition * ISO 14001 Quality / Six Sigma Employee Development * Breakthrough objectives to protect the brand image * Individual Development Program �IDP� * Growing the organizational knowledge in 6 Sigma * Talent Development Discussions �TDD� methods and philosophy * Cross Training Matrix ‐ Internal Yellow Belt, Green Belt, Black Belt courses * Education Center Building * Basic Problem Solving Course �5 Why's� ‐ 150 Courses Developed * Tick Chart Data Tracking for Employee Engaged & Fast Problem ‐ 18,000 courses attended Solving ‐ Employees spend time in training on leadership, communication, and product training * "Leader by Design" New Hire Course started in 2015 8
Lean Methodology: A management system & practices based on Problem Solving by the People closest to the Process • Increasing value • Respecting people • Eliminating waste • Value is defined by the Voice of the Customer Sustainability Benefits: • Brand Value • Improved sales � Promoting the � Innovation company image � New Technology � Social • Cost Reduction Responsibility � Waste Elimination � Ethics � Product Efficiency • Risk Management � Safety � Regulatory � Operational � Strategic Excellence � Environmental � Safety
The 7‐Types of Waste: Potential Environmental Impacts Lean Waste Examples of Potential Environmental Impacts Raw material wasted in producing defective product Defects: Recycling or disposal required of defective product Wasted energy (heating, cooling, lighting) during Waiting: production downtime Raw material wasted in unneeded product Overproduction: Raw material wasted in potentially obsolete product Energy used for transport method Transportation: Emissions from transport method Raw material / packaging materials / space & Inventory: energy to transport and store excessive inventory Potentially more energy utilized than should be Motion: needed Fewer suggestions for improvements that will Non-utilized talent: minimize all waste
• Engaging people in the process of problem solving reduces resistance to recommended solutions • Participants want to see their ideas implemented and be successful • Lean is inclusive; it is not done to people, it is done by people Leads to improved morale and employee engagement in Sustainability • improvements
Perception – Can You See? Red Folder Video 13
o o o o o o o 14
Cross-Functional Team Team Members 1. Michael Gehle – Mfg. Engineer 2. Tonja Rammel – Mfg. EH&S Mgr. 3. Janet Barhorst – Sr. Mfg. Engineer 4. Ashleigh Tobe – Plant Safety Tech. 5. Chris Bruns – Process Tech 6. Don Homan - Operator 7. Jacob Heitkamp – EH&S Co-op 8. Jen Liggett - Operator 9. Mike Springer – Unit Quality Eng. 10. Dave Hamilton – Group Leader 11. Mitch Rosenbeck – 3 rd Shift Supr. 12. Steve Wade – TPM Coordinator 13. Chad Rogers – Mfg. Engineer 15
Supplier - Input - Process - Output - Customer • Understand the flow of resources through the process • Map & Measure resource inputs and outputs for process. - Raw Materials - Energy - Green Wastes • A cross-functional team is key when using this diagram 16
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