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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

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Workshop S

Best Practices … Integrating Environmental Sustainability and Lean Methodology

Tuesday, March 21, 2017 3:30 p.m. to 4:45 p.m.

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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.

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Tonja Rammel Corporate EHS Manager Melissa Kaufman Operational Excellence Lean Manager

Best Practices…Integrating Environmental Sustainability and Lean Methodology

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Reduce Emissions Remanufacture Renewed Parts ISO 14001 Recycled Steel Zero Discharge Plating Zero Landfill

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A A A A A A A A A A A A A A A A A A A A

Vertical Integration & Crown Culture

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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)

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Sustainment & Employee Engagement Pre 1999 2000 ‐ 2010 2010‐2012 2012‐2014 2014 ‐ Future

Time Progress

Operational Excellence / Integrated Manufacturing Lean Manufacturing Demand Flow Technology Craftsman / Job Shop / Mass Production * Started building to Takt Time to achieve flow * Integrated Technology in the process (automation, tooling, etc) * Implemented Group Leaders & Process Technicians to help sustain flow * Used our product as a process tools * Module Development by plants * Train the Trainer Approach ‐ Sites train

  • ther sites

* SME (Subject Matter Expert) Development started * Lean Culture by David Mann "Book Clubs" * 8 Hour Lean Basics Training "Whitebelt" Developed * Corporate team established * Focus on Foundational Modules * Modules maintained under corporate for common guidance and deployment * Whitebelt Course ‐ Required for all mfg employees * Lean Culture (Lean Management System) course for plant leadership * International Op Ex Intranet Website was developed * Bay Build * SME Development in Core 5 Modules * Core 5 Tool / System Implementation in all Mfg Sites * Common Language Understanding continues (Whitebelt / LMS) * Continuous Improvement Ideas through Crown Challenge

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Audience Discussion

Where are you in Your Sustainable Journey? Where are you in Your Lean Journey?

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  • Lean Methodology and Sustainability – How They Work Together
  • Lean and Sustainable Tool Overview
  • Charter and Team
  • SIPOC
  • Waste Walk
  • Pre-work – IEI
  • Brainstorming
  • Effort Benefit Analysis
  • Implementation Plan
  • Sustaining Improvements – Lean

Methodology and Practical Application

  • Employee Engagement - Crown Challenge – Continuous Improvement
  • Lessons Learned

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Lean Methodology and Sustainability Initiatives

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Operational Excellence Safety / Environmental Sustainablity Quality / Six Sigma Employee Development

* Breakthrough objectives to protect the brand image * Growing the organizational knowledge in 6 Sigma methods and philosophy ‐ Internal Yellow Belt, Green Belt, Black Belt courses * Basic Problem Solving Course 5 Why's * Tick Chart Data Tracking for Employee Engaged & Fast Problem Solving * Lean Management System * Whitebelt 8 Hour Lean Basics Workshop * Modules to ensure standard approach * SME Development at all sites * Annual Assessments * Safe Steps Behavioral Safety Program * Safety Teams Increase Employee Engagement / Ownership * Ecologic Initiatives ‐ Recycling / 0 Landfill / Awards & Recognition * ISO 14001 * Individual Development Program IDP * Talent Development Discussions TDD * Cross Training Matrix * Education Center Building ‐ 150 Courses Developed ‐ 18,000 courses attended ‐ Employees spend time in training on leadership, communication, and product training * "Leader by Design" New Hire Course started in 2015

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Lean Methodology: A management system & practices based on Problem Solving by the People closest to the Process

  • Increasing value
  • Eliminating waste
  • Brand Value
  • Promoting the

company image

  • Social

Responsibility

  • Ethics
  • Risk Management
  • Regulatory
  • Strategic
  • Environmental
  • Safety

Sustainability Benefits:

  • Respecting people
  • Value is defined by the Voice of the Customer
  • Improved sales

Innovation New Technology

  • Cost Reduction

Waste Elimination Product Efficiency Safety Operational

Excellence

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The 7‐Types of Waste: Potential Environmental Impacts

Lean Waste Waiting: Inventory: Motion: Non-utilized talent: Fewer suggestions for improvements that will minimize all waste Defects: Overproduction: Transportation: Raw material / packaging materials / space & energy to transport and store excessive inventory Potentially more energy utilized than should be needed Raw material wasted in unneeded product Raw material wasted in potentially obsolete product Energy used for transport method Emissions from transport method Examples of Potential Environmental Impacts Raw material wasted in producing defective product Recycling or disposal required of defective product Wasted energy (heating, cooling, lighting) during production downtime

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  • 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

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Perception – Can You See?

Red Folder Video

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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 – 3rd Shift Supr.
  • 12. Steve Wade – TPM Coordinator
  • 13. Chad Rogers – Mfg. Engineer
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  • 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

Supplier - Input - Process - Output - Customer

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Lean Wastes:

  • Defects
  • Overproduction
  • Waiting
  • Non‐utilized

Resources

  • Transportation
  • Inventory
  • Motion
  • Excess Processing

Green Wastes:

  • Water Usage
  • Chemical
  • Hazardous Wastes
  • Air Contaminants
  • Noise
  • Gas Consumption
  • Electric

Consumption

  • Solid Wastes
Water Hazardous Waste Air Contaminants Discussion Ye s No Discussion Ye s No Discussion Ye s No Water usage Hazardous Chemicals used in department? Visible emissions from machines/other areas Location(s): If so, list type(s): If so, list location(s): Water or Roof Leaks Are drums of hazardous waste closed when not in use? Air Leaks Recognized If so, list location(s): If not, list location(s): If so, list location(s): Water lines not being utilized Are all of hazardous waste drums labeled correctly? Air Leak Audit If so, list location(s): Is the date of beginning date listed on the label? When was the last air audit conducted? Is there reasoning to have an air leak audit conducted? Water filter PMs conducted Universal Waste Storage (Batteries/Light bulbs): Are exhaust fans being used efficiently? Location(s): Is there anything located on top of Haz. Waste Cabinets? Air Compressor Settings valid? If so, list location(s): Additional observations and/or water usage reduction strategies: Air Makeup PMs New Air Makeup Unit needed?: Additional observations/ recommendations regarding hazardous waste: Additional observations/ recommendations regarding air contaminants: Chemicals Solid Waste/Recycling Noise Discussion Ye s No Discussion Ye s No Discussion Ye s No Appropriate labeling on chemical containers (MSDS) Recycling bins utilized? Excessive noise from machines/area? If not, list location and chemical not/incorrectly labeled: List locations that need recycling bins and/or recycling labels: If so, list location(s): Proper Chemical Storage If not, list location(s): Excessive Trash Cans Expired chemicals in area? Ecologic bins utilized? Additional observations/recommendations regarding noise: If so, list location(s): Excessive/needed shop rag containers If so, list location(s): Gas Consumption List some chemicals that you believe could be changed to environmentally friendly products: Additional observations/ recommendations regarding solid waste/recycling: Discussion Ye s No Gas used within department? Type(s): Additional observations/ recommedations regarding chemicals: Additional observations/ recommendations regarding gas consumption:
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Lean Wastes:

  • Defects
  • Overproduction
  • Waiting
  • Non‐utilized

Resources

  • Transportation
  • Inventory
  • Motion
  • Excess Processing

Green Wastes:

  • Water Usage
  • Chemical
  • Hazardous Wastes
  • Air Contaminants
  • Noise
  • Gas Consumption
  • Electric

Consumption

  • Solid Wastes
Electric Consumption Safety Continued

ESE Audit Form

Discussion Ye s No Discussion Ye s No Inefficient lighting used throughout department? Are I-beams labeled with phone & extinguisher notifications?

C

List forms, types of lighting, and/or location(s): If not, list Location(s): Non-utilized electronics (i.e. freezers, cords, etc.) Is there a need for machine guarding? Types: If so, Location(s): HVAC System Used PPE improvement opportunities? The ESE Audit Form is designed for use during the If so, list idea(s): walk through of the department for Environmental Sustainability Events. This form will help in collecting a Waste Indoor Facilities Broken/dented handles or doors? Walk List to assist in developing action items for the event to Automatic hand dryers used? Y N If so, list location(s): support the future state of the department being audited. Automatic faucets used? Y N Electricity Usage Reductions LO/TO placards needed? Strategies: If so, list location(s): Department/area audited: Manufactured Product(s): Are AC's in the correct setting (Summer/Winter)? Visuals on gauges visible? If not, list location(s): Audit Date(s): Audit Date(s): Are there any machines of concern to the environment? Is there 3 foot zones around all disconnects? Audit Date(s): If not, list location(s): Audito r: Additional observations/ recommendations regarding hazardous waste: Slips/Trips/Falls concerns? A few items analyzed during this audit are listed below. The main components of this audit form consist of Green Wastes, but Lean Ergonomic concerns? Wastes are also important to note during this audit along with Lean Safety concerns. Discussion Ye s No Excessive cleaning supplies (i.e. shop vacs, mops, brooms)? Additional observations/ recommendations regarding safety: Green Wastes Safety Concerns Review of controlled documents necessary? Water Ergonomics Chemicals Labeling LIST ANY OTHER CONCERNS NOT RELATED TO THE ABOVE HERE: Hazardous Waste Slips, Trips, Falls Is 5S needed? Air Contaminants PPE Noise Fire Hazards Gas Consumption Cut hazards Additional observations/ recommendations regarding Lean opportunities: Electric Consumption ETC Solid Waste ETC Lean Safety 5S Discussion Ye s No Controlled Documents Are emergency / exit lights lit? ETC If not, list Location(s): Are fire extinguishers being inspected? If not, list Location(s): Do hoists need tags? If so, list location(s):
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Identified Environmental Impact

  • Identified whether waste was a Green or Lean

Waste as well as a safety or ergonomic issue.

  • Score Green Wastes by using Identified

Environmental Impact Chart.

  • Targeted Wastes with a score of 10 or higher.

Classifying Waste in the Process

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  • Use a concentration diagram to

identify where the potential for Environmental Impacts exist.

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  • Determine if water can be reused and/or reduced.
  • How can energy usage be reduced?
  • Are vehicle and employee steps reduced?
  • Is there a possibility of switching to less harmful chemicals if applicable?
  • Can any non-value added use of chemicals be eliminated from the process or

product (unneeded painting, product cleaning, etcetera)?

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Environmental Metrics Items Discussed:

  • Chemicals in Area - Amounts Used, Costs

and Environmental Impacts

  • PM Schedules of Machines - Frequency
  • Recycling, Hazardous Waste and Solid

Waste Metrics Including Costs and Amounts

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Effort – Benefit Chart

Prioritization: Effort / Benefit

  • Used the Effort-Benefit

Chart to prioritize the ideas from the Brainstorming.

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Implementation Plan

Task – Event Type – Responsibility – Target Date - Gantt

Master Schedule

Chrome Plating Sustainability Event Implementation Schedule

April 2014 May 2014 Jun 2014 Jul 2014 Item Task Event Type Champion Target Date Event Length

17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28 1 Removing Genie lift from area JDI Tonja 4/11/2014 4 Weeks 2 Remove some of the carts and organize area JDI Don H. 4/12/2014 4 Weeks 3 Defrost the freezers and leave unplugged until needed. Investigate new methods of cooling operators JDI Don H./Janet B. 3/13/2014 1 Week 4 Organize and eliminate trash cans. Investigate Hand dryers. JDI Mitch/ Tonja 5/12/2014 9 Weeks 5 Remove excess spacer boards. JDI Dave H. 3/13/2014 1 Week 6 Return ACME set-up bar. JDI Dave H./Chris B. 3/31/2014 3 Weeks 7 Installing cabinet for towels. JDI Steve/Don 9/1/2014 25 Weeks 8 Talk to operators about uniforms. JDI Don 3/13/2014 1 Week 9 Investigate moisture wicking sleeves. JDI Mike S. 3/31/2014 3 Weeks 10 Remove fan blowing across deep tank. JDI Dave H. 3/13/2014 1 Week 11 Review the tools and toolboards. JDI Steve/Don/Chris 4/12/2014 5 Weeks 12 Reorganize and standardize process of connectors. JDI Don/Chad 6/1/2014 12 Weeks 13 Fix broken handle on the freezer. JDI Mitch 3/20/2014 2 Weeks 14 Implement 5S on piping. JDI Dave/Mitch 5/1/2014 8 Weeks 15 Add lockout tag placard board in mezzanine. JDI Jacob 3/21/2014 2 Weeks 16 Work Order to have insulation on water lines replaced. JDI Mitch 3/13/2014 1 Week 17 Work Order to have roof leaks repaired. JDI Mitch 3/13/2014 1 Week 18 Implement new style cleaning wands. JDI Janet 3/14/2014 1 Week 19 Install visuals on gauges. JDI Steve 7/1/2014 17 Weeks 20 Install new stripping on the steps. JDI Don 3/21/2014 2 Weeks

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Many Safety & Ecologic controls are incorporated into Operator Standard Work

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Operator sign-off when pm is complete TPM: Operator & Maintenance PM’s

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  • 1. Leader Standard Work
  • 2. Daily Accountability Process
  • 3. Visual Controls
  • 4. Discipline

Plant Mgr Group Ldr Prod Mgr Mfg Supv

4 Principles Elements of Lean Management System

Operator Standard Work

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  • A structured process which allows employee teams to

communicate improvement ideas, participate in the evaluation and implementation of those ideas, and receive recognition as a team for their achievements

  • It also incorporates the involvement of employees to

reach targets for Safety, Ecologic, Quality, Delivery, Cost, Operational Excellence and/or site specific measurements

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Guidelines: Each month the following categories will be evaluated and points will be awarded for each completed item. When the Plant reaches 250 Points, 1 sticker is pulled off the Momentum Recognition Board. APR MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MAR 10 PTS 1 Month without a recordable injury 10 PTS Reporting a Near Miss 10 PTS Meet Monthly SafeSteps Goals 10 PTS Meet Monthly Safety Audit Goals 25 PTS 100% Stretch Participation 200 PTS Safety Improvement completed across Crown 10 PTS Under Scrap and ReWork Goal for Month 10 PTS Monthly ISO Audit - No major findings 10 PTS Monthly layered - No major findings 10 PTS 4 Line Interruptions to Plant 4, KNC, GNC, & Euro 20 PTS 3 Line Interruptions to Plant 4, KNC, GNC, & Euro 30 PTS 2 Line Interruptions to Plant 4, KNC, GNC, & Euro 50 PTS 1 Line Interruptions to Plant 4, KNC, GNC, & Euro 75 PTS 0 Line Interruptions to Plant 4, KNC, GNC, & Euro 10 PTS Maintain Zero Landfill Certification 10 PTS Utilities savings and/or reduction 10 PTS Eliminate or Replace harsh chemicals 10 PTS Improve Environmental Conditions (odor, noise, etc.) 50 PTS Meet ISO 14001 Environmental Goals and Objectives 250 PTS Implement Ecologic Improvement Across Crown 10 PTS 40 or Less 5S Audit Findings 20 PTS 30 or Less 5S Audit Findings 30 PTS 20 or Less 5S Audit Findings 50 PTS Completed Kaizen Event Total Ops Excellence Points 10 PTS Safety Improvement completed within NKO 10 PTS $0 - $599 25 PTS $600 - $999 50 PTS $1000 - $2499 100 PTS $2500 - $6249 250 PTS $6250 - and above Total Points Awarded Carry Over from Previous Month Points Towards Award Total CI Points Ecologic Total Safety Points Total Quality Points Quality Safety Total Monthly Points Operational Excellence CI Savings per Idea Plant TBD Crown Challenge Recognition Sheet Total Ecologic Points
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Lessons Learned

  • Cross-functional teams are key.
  • Effort-Benefit Analysis
  • Take pictures during the waste walk, to help explain what

item may be of discussion.

  • While completing the waste walk, have the experts of the

area available to help answer questions or explain how the process works.

  • Add someone to each event from each shift.
  • Provide flip charts in work area for employee feedback.

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