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MPC Industries, located in Irvine CA ,

MPC Industries, located in Irvine CA , Established in 1952, MPC Industries is backed by over 50 years experience in polishing much of the world's finest-quality sheet for the aerospace industry and precision grinding of all alloys.

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MPC Industries, located in Irvine CA ,

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  1. MPC Industries, located in Irvine CA, • Established in 1952, MPC Industries is backed by over 50 years experience in polishing much of the world's finest-quality sheet for the aerospace industry and precision grinding of all alloys. • MPC's beginnings are rooted in the requirements of the aircraft industry. Our earliest work, involved preparation of skins for the then-new generation aircraft. And, over the years, our precision grinding capability has expanded to where we now can grind any alloy to meet the requirements for any industry.

  2. Premier grinding and polishing company serving the international aerospace, medical and various other industries whose customers demand high precision, quality products. • ISO 9001:2008 and AS9100 Certified, We provide first quality flat sheet and plate precision grinding and flat sheet and formed parts polishing on time – every time.

  3. 3.1.2 6S Visual Workplace Process The purpose of the 6S visual workplace process is to place ongoing and continuous focus on workplace organization and effectiveness. 6S VISUAL WORKPLACE PROCESS PPT report Preparation Implement Setup Audit Feedback Develop Annual 6S Implementation Plan and schedule Communicate 6S plan 6S Audit results Create incentive program Repeat annually Train all work areas in the 6S process Provide coaching and assistance Establish 6S scorecards in each work area Repeat regularly Work areas schedule and implement 6S in a series of scheduled work events Monthly audit results go on the work area scorecard Collect feedback and improve process Areas Addressed 3.1.2 6S Visual Workplace Process – How does your organization ensure effective deployment of 6S Visual Workplace strategies for workplace organization? How are the process flow, production status, employee training status and continuous improvement effort clearly displayed and visible in the office and factory floor? How does your organization ensure that work areas are kept consistently free of dirt and clutter? How are improvements reviewed and recognized?

  4. 3.1.2 Process Worksheet

  5. 3.1.2 Work Instructions

  6. 1.1.1 Training Record

  7. The 6S’s • Sort • Set In Order • Shine • Standardize • Sustain • Safety

  8. Sort: When in Doubt Get it Out! • Set in Order: Place in the work area only materials and tools necessary to do the job. • Shine: Clean, Paint, Make it look new! • Standardize: A Place for everything and everything in it’s place. Make it obvious when something is not in it’s proper location.

  9. Sustain • In all my experience in this activity the sustain is above all the most difficult. • Key Learnings: • Managers can be measured but the operators must sustain their work area. • Use a scorecard

  10. Score Key 0 - No evidence found, Corrective action required 1 - Approx 1/5 th of the area is in compliance, Corrective action required 2 - Approx 2/5 th of the area is in compliance, Corrective action required 3 - Approx 3/5 th of the area is in compliance 4- Approx 4/5 th of the area is in compliance 5- Complete, (100%) no exceptions Total Area Points Total Points Final Area 5S Score Number items audited

  11. First Scorecard Subjective Unsustainable Confusing Knowledge Intensive Selective

  12. So Lets Look At This Again.. 3.1.2 6S Visual Workplace Process – How does your organization ensure effective deployment of 6S Visual Workplace strategies for workplace organization? How are the process flow, production status, employee training status and continuous improvement effort clearly displayed and visible in the office and factory floor? How does your organization ensure that work areas are kept consistently free of dirt and clutter? How are improvements reviewed and recognized? Hello!!! I think we need to get more VISUAL

  13. Key Learnings • Keep • Improving • Sustainability • Simple

  14. Assigned To: Time Clock no longer being used. Recommend removing. START DATE: COMPLETION DATE:

  15. Time clock was removed and area was given fresh paint as well as 6S Board. Before After

  16. Nonconformance # 2 Assigned To: ND IDENTIFY Need proper storage for broom. Metal needs to be identified or removed. Area needs taping. Rolls impede access to fire Extinguisher. START DATE: COMPLETION DATE:

  17. Roll, broom and other materials have been removed. Before After

  18. Nonconformance # 3 Assigned To: Area needs re-painting. Roll of paper should be stored properly. Items should be removed from a red -painted area. START DATE: COMPLETION DATE:

  19. Items have been removed from red-painted area. Floor tape has been laid down to establish an area for rolls of paper. Before After

  20. Communication Boards • Information posted Include: • Work Hours • Quality Scores • Delivery Scores All Scorecards and Picture action plans are posted on Departmental Message Boards.

  21. Sample Business Plan Monthly Scores are recorded on Manager’s Business Plan

  22. As Scores are recorded the information is automatically Graphed in Preparation for Quarterly report

  23. Safety • Safety Team Organization: • Safety Program Owner: Member of Staff • Safety Team Leader: Production Supervisor • Safety Team Members: Department Lead-persons or Volunteers. • All Team Members have been cross-trained in 6s • A team member assists with every 6s audit. Although they do not audit their own area.

  24. Safety Communication Chain • The Friday staff meetings at MPC are Topical: • 1st week: Quality System Review • 2nd week: Safety Steering Committee • 3rd week: Project Calendar Review • 4th week: Sales, Customers, Marketing Update • 5th week: Management Review

  25. Safety Communication Chain Each Topic Has a Standardized Agenda, for Safety it is: • Week 2, Safety Steering Committee, ( ) = SEA Criteria • Review Action Item List • Safety • Safety Team Report Luis • General Report • Safety Suggestion Report (Luis) • Safety AIM (Maintenance Report) • Safety Topic of the Month • (3.1.2) 6s visual workplace process • General Update • Review Scorecard Status by Department • Rewards and Recognition (Safety and 6s) • Business Plan • Review “Safety” and “6s” under “Quality, Delivery and Operational Excellence” section • Review new action items

  26. Safety Communication Chain • The following week the Safety Team Meets. During this meeting a similar agenda is followed. • The next day the Safety Team Members, at their Daily Start of Shift Meeting, communicate to their teams: • General Update • Scorecard Status • Safety Topic of the Month, with handout.

  27. Questions, Requests for Further Information or Copies of Templates, Contact: Cameron Tabbert, Continuous Improvement Coordinator Cameron@MPCIndustries.com Or, Ken Trevino, Dir. Tech. Services Ken@MPCIndustries.com

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