A3 JKK Scrap PLAN: Strategy A3

Strategy Scope Last update

Establish the pillars and foundations of scrap control
Develop and implement an efficient scrap control system that allows taking root cause actions and reducing waste from each production
7/19/2021
process as well as management in the operation.
Owner A3 Executive Support
Arturo Nunez Eloy Orquiz

Goals, Performance and Opportunities of the previous period with Root Cause Paretos Action plan Responsible Week 3 August Week 4 of August Week

Organization and Discipline in

Currently, it is not documented between processes and by
system.
processes
Edith Romero
cut of each one, for this reason the opportunity to Generate documentation files
detection. Edith Romero
Train staff in the use of files
Generate standard work for operator, coordinator and supervisor Documentation of runs by Griselda Avila
Decision making between shrink and waste
Scrap is considered income vs. sale Manufacturing Order
Lack of measurement by machine Documentation system standardization
There are no cuts between processes per system baggers Griselda Avila
Documentation by purchase order and/or part #
Soma/Balloon Griselda Avila

General Inventory Controls Slitters/ Benders/Laminators Griselda Avila

Definition of BOM Control system development

Metho MDI Bagging
We do dnot have the %
scrap between processes Machines
defined.
Lack of material control in
the process Weekly
planning to prevent
MDI Soma/Globe
opportunities during the run
Product releases prior to,
during and at the end of the
run MDI Cutting/Bending/Laminating Machines
Process to follow when
detecting opportunity and
construction, 'take care of
waste' Measurement of
DPMs to have recurrence Generation of customs and scrap ballot
data in process.
Null process specification.
Standard in polyolefin cuts -Scrap
(Measurement differences)
We do not have a
We need awareness scrap measurement SMED development
about the costs of control.
Arrives with a supplier production and its Lack of hr x hr.
defect (Miscalibre, Defined quality Separation of internal and external activities Agustin R.
Badly printed, Badly impact. Training criteria.
wound) process Certifications
by process
Organize external activities. Agustin R.

Convert the internal into external. Agustin R.

Materi Labour Measur Reduce internal activity times. Agustin R.

al ement
Reflection on the strategic initiatives of the previous period Inventory optimization
Strategic Initiative / tactics Rating Lessons learned / Results / Problems Material flow chart Lorena A.

Generation of hourly records per machine Daily Definition of the delivery and reception process of materials Lorena A.

waste measurement per machine Process Definition of standard work for warehouse / shipping operations Lorena A.
specification Cycle counting period Lorena A.
SMED Weekly inventories by the warehouse team Lorena A.

■■ ■ ■■■■
Definition of the waste process
Finance
Scrap customs generation
HR x HR audits vs stationery package Ingrid H.

n
Inventory control
Weekly status review Ingrid H.

Strategic Initiatives of the current period Unresolved problems or questions from this year's strategy Who
Organization and Discipline in processes
Awareness / Sensitization of waste cost
Scrap control system development
Inventory control system development
Standardization of hr x hr registration system

Objectives, Metrics and

Goalsreduction
Scrap 10%
Production adhesion 90%
Inventory Truthfulness 90%

Physical sign-off by A3 Owner, Executive Sponsor and all Major Stakeholders

Major stakeh
A3 Owner: A3 Executive Sponsor: Major stakeholder #1:

Major stakeh
Major stakeholder #3: Major stakeholder #4: Major stakeholder #5: