Presenter: Mike Elsholz Company: Steelcase Inc. History: 25 years experience Engineering Project Management Test Lab

1. Managing Projects and Work Flow • Presenter: Mike Elsholz • Company: Steelcase Inc. • History: 25 years experience • Engineering • Project Management • Test Lab Supervisor • Model Shop Manager • Outside interests: • family, golf, football, wood working.

2. Victor Steelcase's history of innovation and sustainability began 100 years ago with Victor, a metal wastebasket designed to reduce fires caused by ashes in wicker wastebaskets.

3. Presentation Outline • based on my recent Model Shop transformation/move • Business Strategy and Objective • Shop Layout • Strategy • Workflow • Project Tracking • Use of a database • Procedures and Safety Questions are welcome

4. Identify your business: • What do you do • Who are your customers • What is your focus • What is your core competencies (areas of strength) • What is your work environment • Functional model vs. soft visual models

5. Steelcase CDC Opportunity for Reinvention

6. Opportunity for Reinvention Steelcase CDC

7. Opportunity for Reinvention • We were planning to move out of CDC • Should the model shop move • Disband, move as is, move and modify • Shop size (sq. footage) • Evaluated who we are • What we wanted to be • Determined our strengths

8. Who we are • An internal shop of a large Corporation • Support New Product Development • Our Customers are • Engineers/Designers • Show rooms • Mock-ups for customers • Facilities • Sales • Other • Philosophy on Modeling • Build to learn • Build it, see it, touch it • Repetitive model builds • Visual and factual • Hands on modeling (design and engineering)

9. We Focused on our Capabilities • core competencies • Sheet metal • Upholstery • Wood • Painting • Welding • Assembly • other areas • Machining • CNC milling • 3D printing

10. Outsourced Capabilities • CNC milling • 3D printing • Casting • Molding; vacuum, injection, …

11. Model Shop Reinvention Mission statement: An integral component of New Product Development that is a collaborating part of Design and Engineering thinking. Making design ideas tangible and assessable through quality modeling and providing hands on learning. A part of the building of intelligence in new product development. Designing and modeling on the edge of solvability. Objectives: • Build models collaboratively • Providing input and feedback on product designs • A source of knowledge • Continuously improving turnaround time of prototypes, Excel • Can do attitude (not limited) • Easy to work with • Problem solvers • Versatile team with large skill set and experience • Agile/Flexible

12. Principles Modeling makes Design thinking tangible and assessable. A part of the building of intelligence in new product development. Modeling as method for hands on learning is integral to New Product Development and the collaboration between Design and Engineering thinking. Modeling is a means to defining the edge of solvability. Modeling is a tool, as drawing is a tool, and requires immediate and dynamic accessibility.

14. RECOMMENDATION: It is critical for New Product Development to have a Model Shop located in close proximity to PD&L where product development is being controlled and design decisions are being reviewed and made. The new Model Shop will have the appropriate capabilities and capacity to adequately support new product development. It needs to be staffed with talented, creative, forward thinking Model Makers that can work in a professional and collaborative environment that fosters creativity. These individuals must be able to interact and share ideas with co-workers, Designers and Engineers. The Environment needs to be conducive to creativity , learning and support a collaborative work space. BENEFITS: • Improves PD&L development time lines through faster turnaround on prototyping builds. • Improves cycle time on learning cycles which improves PD&L intelligence. • Control of our design confidentiality and intellectual property • Improves the collaboration between the development teams and the Model Makers which provides better designs from increase learning . • Control over Priorities (i.e. “HOT” emergency jobs) NEGATIVES: • Larger move cost (relative to a Basic Shop). • Larger utility and overhead cost (relative to a Basic Shop). NOTES; Recommendation is based on analysis of our experiences of outsourcing and discussions with leaders with in PD&L (Engineering and Design Directors).

15. Work Flow • Let’s look at our work flow order machining assembly 3D wood Completion $$$

16. Restructuring Work Flow & Layout What is your work environment? How do you work? Individually/independently Collaborative Creative Hands on Teams

17. The process we used Analyze your current layout Involve your Team Analyze by area What works well What does not well Wish list Pros/Cons Prioritize Requirements how

18. Work Flow and Shop LayoutSteelcase new Our focus was on collaboration and interaction (high to low) High Office Benches and assembly area Sheet metal Upholstery Wood Low welding painting Machining Rapid Prototyping

19. Engineering Design marketing

20. Welcome to our new home Jan. 2014

22. Repurposed an old plant

33. Concept Shop Rapid learnings Hands on modeling Designer and Engineering

34. Project Tracking • How do you track your projects? • Use of work requests – mini form • Spread sheets • Electronic vs. paper • What information do you want to track? • Cost • Timing • Status of projects • Work flow • Completion • Reports

35. Database • Use of a database can help track work requests, cost, status of work, communication with customer and reports. • Assign work request to team leads or model makers

36. DatabaseSteelcase • We currently are using MS Access as our data base • Readily available • But has limitations • Need some training • We are in the process of changing to SAP • It our company standard • It’s powerful • But can be more than you need • Need training

37. Current Database Back office

38. Current request form

39. Current Database

40. New Database Criteria Improve target areas: • Visibility • communication • Tracking • Through put • Ease of filling out request, adding tasks, split orders

41. New Database Criteria adding tasks and split orders request Sheet metal Model maker Model maker 2 outsource

42. New Database Criteria Work Order/ Request • Generate unique number per work order • Our work instructions • Require: Name, Phone and email • Date Needed • Cost Center#, WBS# • Cost Center Owner • Back up Person and Phone# • Cost Estimate requested (auto email back to requester) • Work Instructions (similar to current) • Wood • Sheet Metal (s/m) • 3D Printing • General Model Making • Drawings/Prints, Data files linked to WO to include Rev. level • Easy work request creation (Auto Population) of new WO and for add on • i.e. Button on original WO that uses pertinent information (use of an extension or new request number) • Auto Message (email) as to which Model Maker was assigned • Auto Message (email) when Work Order completed • Bar code generated and assigned to each W.O. for tracking purposes

43. New Database Criteria Database Requirements • Houses Work Order • IP Protection • Storage (Data, Prints) 5 years • Attach and store prints and pictures • Scanned PDF • Legacy Data Base • Keep? • How long? • Where? • Or convert to our New Database Cross Charge/Finance Team (SAP) • Track labor hours and cross charge each month to Cost Center & WBS • Track material costs and cross charge each month to Cost Center &WBS • Track outsourced costs and cross charge each month to Cost Center & WBS

44. New Database Criteria Tracking: Through Shop/Process/Department • What do we Track, (outsource, split order, Process Paint, Weld, Laser, % completed, who is currently working on it) • Auto email sent to requester each time the status is updated. • % complete is updated each day • How do we track it (Scan Bar?) scanner throughout the shop • Model Maker notes and activity of project captured on Work Order(story) • Who sees it (Transparency, Process, on Touch Screen) i.e.. Requester, Model Maker, Cost Center owner • Tie Purchase Orders to Work Orders • Time/hours work on each job (similar to today) • Need to output to Finance

45. New Database Criteria Reports • Cost by Requester , Person, Cost Center, WBS#, Supplier, In-house, Outsource, and Project Name (Same as Today) • We Want Monthly Reports on (General Performance) • Number or requests • On Time • Outsourced • Cost to (Requester/Model Shop/Hours) • Quality • Jobs on the Floor • Projects • Is every WBS# and Cost Center in SAP? • Controlling Data/Reports vs. open to all?

47. Procedures and Safety • Set safety procedure and policy • Overall shop • Each machine • Consequences for not following • JSA • Safe machine operation

48. JSA – Job Safety Analysis

49. Safe use policy