Introduction:Throughout history and especially

in today’s global economy, companies and agencies are constantly looking for ways to do more and more with less and less.

Lean: • A shortened name for Lean/Flow

Technology. Lean is a tool that management utilizes to decrease time between customer order and shipment of product.

Why would the UW-Stout Physical Plant be a good candidate for Lean?

Lean can be used anywhere, any company, any agency.

It gives the opportunity to owners and employees, managers and customers a chance to evaluate their processes and the tools to make changes / improvements.

Yes. Lean is perfect for the UW-Stout Physical Plant

To begin the process of gaining efficiencies you must first define your product. Meaning what are your customers willing to pay for.• Materials, labor and expertise involved in

changing and maintaining campus.• It was determined that the Work Order

Process was the best place to begin.• Remember to involve customers and

employees.

Value Stream Mapping - Before

Value Stream Mapping – After

What did we gain? L/T Lead Time, P/T Production Time

Administration Support for Skilled Trades Past State L/T: 2.15 days P/T: 27 minutes

Current State L/T: .5 days P/T: 18 minutes

Data Collection and Charge Backs Past State L/T: 23.56 days P/T: 17.7 minutes

Current State L/T: 7.56 days P/T: 8.5 minutes

Electronic handheld devices used to provide information to the employee.• Equipment history• Daily labor sheets• Work orders• Area maps• Part inventories

Electronic ordering in process• Paperless systems• Better tracking and information retention

The 5S approach is a relatively simple, but powerful, method for shop floor improvement.

The 5S’s• Sort• Set in Order• Shine• Standardize• Sustain

Removal of everything that is not directly needed to do a job.• Defective or excess quantities of small parts

and inventory• Outdated or broken tools and gear• Old rags and other cleaning supplies• Electrical equipment with broken cords• Outdated memos, notices, and schedules

Everything needed at the operation is arranged and labeled so that objects can be found as well as put away. • Most people understand this but it is a time

consuming step that is often rushed.

Concentrates on keeping things clean and tidy. • People enjoy working in a clean

environment and are more efficient.• Management must understand the

importance on supporting “clean up time”.

This S concentrates on the processes of the first 3 S’s • Assign personnel the job responsibilities of

the first three areas.• Integrate these new job responsibilities into

the daily work routine.• Audit the previous two steps.

It means to make a habit of properly maintaining correct procedures over time.

Sustain is the most difficult step for most groups. They have the drive for the first 4 steps but over time they grow uninterested.

If Sustain is successful, the company is much more able to implement changes.

Current Project• North storage

Future Projects• Craft workers shop area• Mechanical rooms • Vehicles

AfterAfter

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Working with Grainger Industries to accomplish inventory reduction.• We are not experts in these systems so we

are working with someone who is.• We hope to reduce inventories of unneeded

parts and replace them with long lead time items that are critical to the function of campus.

Action Item Lists• We meet weekly and go over the current

state of projects we are working on. Lean thinking expanding into other

areas of the department. • Employees more able and willing to change,

if it is for the better. Continuous Improvement is a mind

set that must exist in everyone if you are to succeed.