Kaizen binder by Kelvin Sanders

THE Gi KAIZEN METHOD HOW YOU CAN TRANSFORM MORE DONATIONS INTO SALEABLE MERCHANDISE QUICKLY AT NO EXPENSE AND SIMULTANEOUSLY IMPROVE MORALE AND SAFETY AMONG YOUR STAFF By John Miller, Chief Executive Officer Vickie Volpano, Senior Vice President – Retail Operations John Poole, Vice President – Commercial Services Goodwill Industries of Southeastern Wisconsin and Metropolitan Chicago, Inc.

Over the past eight months, the process of turning donations into saleable merchandise in this Goodwill has been transformed. We have completely changed our approach, and in doing so, we have dramatically increased sales, found added work space in crowded quarters, improved employee morale and enthusiasm, and improved safety conditions. Best of all, the new approach did not cost hundreds of thousands of dollars in consultant fees, new equipment, or remodeling. The biggest investment was time – setting aside a few days at each store to make the transition. We are so impressed with the success of this new approach that we want to share it with you. This method works anywhere, in any type of business or occupation. It is particularly applicable to Goodwill’s unique task of collecting and reselling donated goods to the retail public.

What is Gi Kaizen ? Loosely translated, the word, “kaizen” is Japanese for “continuous improvement.” The word, “Gi” is Japanese for Goodwill. The kaizen method was developed in Japan in recent years and first used in the automobile manufacturing industry. It is catching on in America because it involves a simple, practical approach to the goal of “process improvement.” Its two major components are:  

Five S Workplace Organization (Sort, Straighten, Sweep, Standardize, and Sustain) Cellular Production (Creating standardized, streamlined work cells that concentrate on activities that add value to the job at hand and eliminate activities that do not)

Like many organizations, we have been committed to process improvement for several years. However, previous consultants and exploration of other approaches resulted in suggestions that would be far more costly, complicated, and difficult to maintain over the long term. We have found the kaizen method to produce rapid, sustainable improvement in donated goods processing.

How did we apply the Gi Kaizen approach to Goodwill stores? Each of our 15 store/donation centers held two or more “Gi Kaizen events.” A Gi Kaizen event takes three to four days. Each event gathered a team of 10 to 20 people. About half of the team were store managers and employees; half were non-retail Goodwill staff, who were able to offer an outside perspective. Selection of this type of cross-functional team is important, and differs from traditional “best practices” or “benchmarking” team selection processes.  

In the morning of Day 1, the team learns Gi Kaizen principles and applications of 5S Workplace Organization and Cellular Production. During the afternoon of Day 1, the team begins the 5S Workplace Organization process by Sorting, Straightening, and Sweeping. Sorting is segregating and discarding all unnecessary items from the production environment. “When in doubt, throw it out!” or “Sell It!” Straightening is arranging remaining items and identifying their proper location. “A place for everything and everything in its place.” Sweeping is cleaning the workplace of debris.



On Day 2 ,the team maps and measures its current donation processing methods in terms of both time and distance. This process identifies waste and allows the team to redesign the process focusing on activities that add value to the operation, while eliminating actions that waste time.



On Day 3, the team continues the 5S Workplace Organization by Standardizing and Sustaining the reorganization of the workplace that was accomplished the day before. Standardizing means frequently revisiting the sorting, straightening, and sweeping to generate new improvements. Sustaining is developing visual performance measurement tools that will promote adherence. Additionally, the team maps and measures the new standard work process for improvement in preparation for a team presentation.



On Day 4, the team prepares, practices, and presents a team presentation outlining their activities from the previous three days and communicating the measurable results of these activities. Store and donations staff who did not participate in the process attend the presentation, as do managers and leadership from throughout the Goodwill organization. The presentation develops the team’s confidence in communicating the merits of the Gi Kaizen process, and helps build an organization-wide culture of continuous improvement.

What were the results? We now have less cluttered, cleaner, more rational workplaces at all of our stores, which has resulted in improved morale, higher productivity and more efficient use of space. Year-to-date, our 33-year-old Plant Store has produced 11% more sales than it did in the first seven months of 1999. Transactions are only up 1.3%, but sales per transaction are up 9.5%. Gi Kaizen has impacted both sales and margins. Through July 2000, Retail Operations performance is improved over 1999 with revenues up $1.8 M and margins increased by $936,000. Donations employees report that they are able to work faster and no longer have to break away from their tasks to move carts of clothing out of the way, etc. One employee, who uses a cane due to a disability, commented that she is glad the floor is now clear of clutter.

Can these results really be sustained?

Yes. Case in point: On Saturday, January 22, 2000, the back of our Plant Store was its usual beehive of activity. About 20 store processing personnel, the store manager, and the assistant manager were getting the store ready to open at 9 a.m. The back room was so crowded that in many areas you needed to turn sideways to move around. We seemed to be flooded with donations. Material handling equipment was stacked everywhere, and the adjacent dock area was similarly crowded. During the following week, the first Gi Kaizen event was held, focusing on the donation-to-rack process. Afterward, management took a tour of the store’s back room. We were astounded by the vast amounts of open space and the transformation of the processing effort. There was, however, considerable skepticism that the changes were sustainable. We agreed that we would all meet on February 29 to take the same tour. The next day, we met with Cora Stellpflug and Judy Dykstra, the manager and assistant manager of our Plant Store. As we stood in the neatly organized, clearly labeled, orderly, quiet processing area, looking at more open than occupied space, Cora, who has worked for us for more than 15 years, and Judy who has more than 20 years of service, commented that “there seemed to have been a big slowdown in donations” over the past week. In fact, they themselves had brought about the dramatic changes in the workplace by streamlining operations. Our initial skepticism proved to be unfounded. The positive changes in our Plant Store were sustained. We have been through peaks in our donation cycle on Memorial Day and July 4, and every time we visit that back room it still works. There has been another Gi Kaizen event at this store, and there will be more in the future, because this is about continuous, not just one-time improvement.

Gi Kaizen from three individual perspectives: We would like to discuss Gi Kaizen from the perspectives of the executive charged with process improvement, the executive responsible for the donated goods operation and the chief executive. These perspectives are important because Gi Kaizen requires both leadership and commitment. It creates changes in operations that cannot be imposed on workers but which they can and will adopt for themselves if they see that the commitment of management at all levels is sincere. In addition, management must provide the tools that workers and supervisors require to improve their workplace and productivity. Finally, management must lead by example.

A CEO’s perspective By John L. Miller

Goodwill Industries of Southeastern Wisconsin and Metropolitan Chicago, Inc. has been collecting and selling donated goods for 81 years. In the late 1980s, we shifted from central to on-site processing and adopted the store/donation center model. But like most Goodwills that went through this transition, our stores lacked the docks, back room space and other characteristics of a true store/donation center. Typically, the processing centers (which occupied about one-third of the space in each unit) were run as each individual manager saw fit. The Gi Kaizen process has brought to light the difference between retailing and manufacturing. Goodwills often seek out store managers and donated goods executives who have considerable experience in retailing. These individuals generally come to Goodwill with a blind spot. They assume that material in the back room of the store is saleable! This assumption arises from the simple reality that in a department store, a chain discount store, or any supermarket there is a back room with merchandise waiting to be displayed, all of which is saleable. Some of it has to be ticketed, but decisions as to its salability have been made elsewhere. This is not true in most contemporary Goodwill stores. An insight we gleaned from our experiences with Gi Kaizen is that the preparation of materials for sale in our stores is a manufacturing process and must be managed as such. The principles of Gi Kaizen are not only useful, but in fact, critical to successful extraction of value from our donations. In the past, our management has solicited proposals from consulting firms to lead a process improvement effort in our donated goods system. The proposals we received were not particularly compelling and very expensive, ranging up to $250,000 for a 9-month effort. Not liking the alternatives we had seen, we made a decision in November 1999 to hire an individual, John Poole, who had never worked in a retail setting in his life and who had no responsibility other than to improve processes in the organization, beginning in the Retail Division. No management effort we have made in Goodwill has ever produced as much positive change as rapidly as this one. Based on our familiarity with other Goodwills, we believe these principles can be applied immediately and at no cost to any Goodwill anywhere and will effect an immediate improvement in operations. They will look better, be more organized, cleaner and produce measurable financial improvement. The best thing about Gi Kaizen is that it is free. It is a set of ideas, and hence transferable at the speed of thought. We have already introduced these concepts to colleagues from Goodwill Industries of Central Indiana, North Central Wisconsin, and Portland, Oregon, and have no doubt that they can and should spread throughout all Goodwills. Of course, this applies not just to the back rooms of our stores, but to all our processes. We experimented with using the Gi Kaizen method in our Human Resources department. We focused on one task: completion of a personnel file for each new employee that meets regulatory compliance. Throughout my tenure, this process has taken about four weeks to complete. When we analyzed the steps involved with a Gi Kaizen team, we found it actually should require just three days. We have set a target of having the entire file for each new hire completed in four days, and have made great progress toward that. We are now at seven days on average, and declining.

A Retail Executive’s Perspective By Vickie Volpano “A place for everything and everything in its place.” - Mother “Change is good!” – Mother Nature As a 14-year Goodwill associate, allow me to share my perspective on how Gi Kaizen can assist in our shared interest to have Goodwill Industries, and specifically our donated goods programs, thrive. It was mid-1986 when I came to Goodwill from a national retailer. Store sales have since grown six times from $2.8M to over $17M this year and store presentation is greatly improved. However, our donated goods production improvement efforts were neither complete nor comprehensive. In retrospect, there was well-veiled opportunity in the deplorably low salvage prices of 1998 and 1999. We have since gained some appreciation for lessons learned and for opportunities that emerged (at least in part) from those difficult times. During this period of intense “character building,” we were compelled to focus on the margins our store operations were—or were not—generating. Our donated goods operations simply were not as efficient as they could and needed to be. We made progress, but never reached a level of proficiency in the production of donated goods that translated to improved bottom-line performance—until now.

In the last eight months we have certainly not gained every insight needed to run a successful donated goods program. But we have clearly benefited greatly from applying Gi Kaizen, 5-S Workplace Organization, and Cellular Production principles in the workplace.

In addition to improving bottom line performance, Gi Kaizen improves operations in other fundamental ways. First, Gi Kaizen is a true workforce development tool. Its implementation is not a one-time shot through operations with “best practices” prescribed and mandated by management. Rather, Gi Kaizen, 5-S Workplace Organization, and Cellular Production are tools and philosophies. And in the true spirit of Goodwill and workforce development, it is the participants and employees whom we serve and work alongside with who discovered and implemented real solutions to the challenges of operations.

Secondly, Gi Kaizen encourages creativity before capital. As mentioned earlier, implementation does not take significant resources—it is essentially free. What is required is a more precious commodity, the investment of time. As with any process improvement initiative, Gi Kaizen does require a significant investment of people and the commitment of management.

To remain relevant in an increasingly competitive donation and retail market, we must ceaselessly improve our operations. To increase funds to support the mission and good work of Goodwill, we must ceaselessly improve the productivity of our operations. And Gi Kaizen can help.

The Process Improvement Executive’s Perspective By John Poole The Gi Kaizen event is conducted with an understanding of the following two axioms:

1. Bias for action. 2. Creativity before capital. Having a sense of urgency drives change in an organization by identifying, addressing, and taking immediate action at all levels to make improvements. Previously described dissatisfaction with Retail Operations performance and the need to overcome the drop in salvage prices provided the sense of urgency to motivate Goodwill to improve its donations processing activities, so as to more quickly turn donated items into saleable merchandise. This provided the “bias for action.” Because the process of reselling donated items is inherently wasteful, we must look for improvements using existing resources. A focus on waste reduction generates capacity and may resolve any need for capital spending. In this case, we were able to improve use of space in the areas of stores dedicated to donations processing, which eliminates the need for expensive renovation or expansion. This illustrates “creativity before capital the future of Gi Kaizen in Goodwill’s retail operations will be the integration of product and information throughout the entire Value Delivery System, continuously improving quality, cost, and response.

GI Kaizen  What is Kaizen? – Has its roots in Japanese automotive – Is a big initial change, followed by smaller, constant, incremental changes – Kaizen focuses on One Piece Production versus Big Batch or Big Lot Production • Examples of One Piece Production: – Burger King “Have it Your Way” – Subway

• Examples of Big Batch / Big Lot Production: – McDonalds – Goodwills

– Gi means “Goodwill”

Kaizen Philosophy  Focus on “Improvement” and the results will happen  Harness the intellectual capital and practical expertise of the “Kaizen Team” to improve the process  Define standards  Remember “Creativity before Capital”

Continuous Improvement The reason a lot of organizations adopt the latest â&#x20AC;&#x153;program-of-the-monthâ&#x20AC;? is because they are unwilling to follow through on the basics.

Typical Responses “We won’t have to Change enough

hours for our clients!”

“Are you saying that we’re doing it wrong now?”

“We won’t be as flexible ”

“We tried that before and it didn’t work”

“It’s too radical a change! ”

“We don’t do thing s that way here”

What is Kaizen/Lean? Lean is….

“Traditional” is...

• Continuous Improvement

• Continuing the “way we always have”

• About working smarter

• About working harder

• Job security and opportunity

• About eliminating jobs and opportunities

• About working safely and making safety a standard • Quality built into the process

• Putting productivity before safety • End-of-line inspection

Keys to Success…  Leadership buy-in  Follow through on maintenance system – Work Instructions – Cell layouts – Audits

What Does Kaizen Affect     

Employee Turnover Production Revenue Expense Ratios Supply Costs

Before

After

Kaizen Video

Kaizen Resources  Books – “Gemba Kaizen, A commonsense, Low-cost Approach to Management” by Masaaki Ima – “ Kaizen, the Key to Japan’s Competitive Success, Masaaki Imai

Kaizen Resources  Internet – Kaizen Institute – Introduction to Kaizen: A concise definition of Kaizen. www.kaizeninstitute.com/kzn-htm – Kaizen Institute – Insemination of Kaizen into the Organization www.kaizenkaizen.com/kzn/a.htm – Lean Enterprise Institute- www.lean.org

Gi Kaizen Cellular Production 5s-Workplace Organization

What Iâ&#x20AC;&#x2122;d like to learn at this event: 1. 2. 3. 4.

Event Rules 1. 2. 3. 4. 5. 6.

All cell phones are turned off or placed on pager mode. There is no rank among team members. One person, one vote. Keep an open mind to change. Change is good. More change is better. Maintain a positive attitude. Nobody blames anyone for anything.

Event Rules (cont.) 7. 8. 9.

Respect each other. There is no such thing as a dumb question. Plans are good only if they can be implemented. Plans succeed only if gains are sustained. 10. There is no substitute for hard work. 11. Just do it!

What Is Cellular Production? ď Ź A production approach that helps organizations produce a variety of products for their customers with as little waste as possible. ď Ź Equipment and workstations are arranged in a sequence that supports a smooth flow of product through the process, with minimal transport or delay.

Production Cell  Consists of people and equipment or workstations required for performing the steps in a process, arranged in the processing sequence. – One-piece flow. – High-variety of production.

One-Piece Flow ď Ź The state that exists when products move through a production process one unit at a time. (Opposite of large-lot production)

One-Piece Flow vs. LargeLot Production  Large-lot production – Length of production time – Requires labor, energy and space to store and transport product – Increases the chance of product damage

 One-piece flow production – Reduces production delay – Reduces resources required for storage or transport – Reduces product damage – Exposes problems

Benefits of Cellular Production  Cuts costly transport and delay from the production process.  Shortens production time.  Saves space that can be used for other valueadding purposes.  Promotes continuous improvement by exposing problems hidden in inventory.

Operating in a U-Shaped Cell ď Ź In a production cell, the equipment and workstations are arranged close together in the sequence of the processing steps. ď Ź The production cell is U-shaped to bring the end point of the process close to the beginning point, minimizing the distance the operator has to travel to begin the next cycle.

Becoming Multi-Skilled Operators ď Ź The simple change of arranging equipment in a process-flow means operators may need to learn how to perform different operations or use different equipment. ď Ź Cross-training enables employees to perform different operations within a process and lets teams take full responsibility for their processes.

Kaizen

15 Minute Break

Working in Teams ď Ź Cellular production combines several different operations in sequence.The primary job of people working together in the cell is to maintain a smooth flow through all the operations. ď Ź A group of operations and people have more creative potential and energy than any person working on a problem alone.

Cellular Production Exercise  Multicolored balls  Participants gather in a circle for a demonstration of what cellular production is and what the advantages of cellular production are……Or……..  Lego exercise

Gi Kaizen

15 minute Break

Area Maps Purpose: • Show the flow of people using arrows • Document distance traveled by and work sequence of each operator • Document the workplace before making improvements (before picture) • Assist in problem identification • Assist in making improvements

Area Map Department:

Operation: Gizmo attachment

Widgets

Date:01 / 01/ 2000

Material flow

W.S.

24 7

Steps: Distance: 12’ 1. get widget

6 8

2. bring to w.s. 3. get gizmo

12’ 7’

4. attach to part 5. get gizmo cover

7’

6. get rag/cleaner 7. assemble/clean

6’

8. move

8’

6’ 6’

9. 10. Total: Observer:

I.B. Watching

64’

Understanding the Current Conditions  Determine Product Mix – Calculate Product Type/Quantity(PQ) ratios  Document Current Layout and Flow – Overall square footage utilized – Area Mapping • # of people in the process • Distance traveled by the people

Understanding the Current Conditions Work Center Time Complete a â&#x20AC;&#x153;beforeâ&#x20AC;? area map in the department

Area Map

Department:

Operation:

Date:

Steps: 1. 2. 3. 4. 5.

Distance:

What Is Waste? Anything other than the minimum amount of equipment, tools, product, space, and worker’s time, which are “absolutely essential” to add value to the product. Any operation in the production process that adds cost without adding value to the product.

Seven Deadly Wastes +1 u u u u u u u u

Over Production (Pre-Sort) Product/Equipment defects Excess inventory Excess process Transportation Excess motion Waiting/Delay Under-utilizing people

Typically in the Retail environment, these wastes are evidentâ&#x20AC;Ś.

Waste of Over Production (Pre-Sort) What to Look For:

• Multiple category sorts (i.e. toys, books, electrical, etc.) • Excessive work in process (WIP) • Production based on perceived need

Eliminate by:

• One piece flow • Donor driven staffing

Waste of Product/Equipment Defects What to Look For: • Any scrap in the general area • Defects created by improper handling • Broken wheels, pallets etc.

Eliminate by: • • • •

Training Standardized work Reduced handling Creating flow/defining aisle-ways

Waste of Excess Inventories • Excessive storage of donated goods • Excessive work in process (wip)

What to Look For: • Excess bins or skids of donated goods • Piles of unfinished product • Dusty, dirty or rusty parts

Eliminate by: • Smaller lot sizes • Dispose of obsolete material • Line balancing

Waste of Transportation • Double or triple handling • Moving donated goods or tools long distances

What to Look For: • Excessive walking back and forth to get tools, goods or information. • Moving donated goods to a separate holding or storage area

Eliminate by: • Point of use storage • Combining jobs

Waste of Excess Motion • Excessive bending, lifting, stretching, turning, or reaching. • Movement that takes the operator away from the value-added part of the job

What to Look For: • Product or tools that are more than a few inches away • Walking back and forth • Movement that does not add value to the product

Eliminate By: • Point of use storage for product and tools

Waste of Waiting • Employee waiting for equipment, tools, product, maintenance, supervisor, etc. • Equipment waiting for maintenance, operator, product, tooling, etc.

What to Look For: • Doing “busy work” just to keep busy • Waiting for fork-lifts

Eliminate by: • Preventive maintenance • Point of use storage • Line balancing

A Process Improvement Tool PROCESS FLOW CHART FORM

Question Each Detail

PRESENT DETAILS OF METHOD PROPOSED 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Revision:

Process/Job:

Date:

Chart begins:

Page:

Chart ends:

Charted by:

Of:

Possibilities / Changes QUANTITY DISTANCE

TIME

ELIMINATE COMBINE SEQUENCE PLACE PERSON IMPROVE

How?

Who?

When?

Where?

What?

Why?

TRANSFORM TRANSPORT STORE

Analysis

NOTES

WASTE THERE ARE THREE ELEMENTS IN THE PRODUCTION SYSTEM Transform:transformation, change in quality, assembly (value-added), work Transport:change of location, moving, transporting, walking Storage:waiting, only time passes without processing, inspecting or handling

Store 67%

Transform (add value) 8%

Transport 25%

ONLY PROCESSING ADDS VALUE in the eyes of the CUSTOMER

WASTE LEADTIME REDUCTION

STORAGE - 67%

TRANSPORT - 25%

TRANSFORMATION (ADD VALUE) - 8%

Waste of Overproduction Waste of Waiting Waste of Inventory Waste of Transportation Waste of Motion

Waste of Over Processing Waste of Making Defects

DOCUMENTING THE PROCESS PROCESS FLOW CHART FORM

Question Each Detail

DETAILS OF

PRESENT METHOD PROPOSED

Revision:

Process/Job:

Date:

Chart begins:

Page:

Chart ends:

Charted by:

Of:

Possibilities / Changes QUANTITY DISTANCE

TIME

ELIMINATE COMBINE SEQUENCE PLACE PERSON IMPROVE

How?

Who?

When?

Where?

What?

Why?

TRANSFORM TRANSPORT STORE

Analysis

NOTES

1. 2. 3.

List 4. 5. Process Steps6. 7. 8. 9. 10.

Categorize Each Step

Document Time and/or Distance

Identify Possible Improvements/ Changes

Understanding the Current Conditions Work Center Time Create a Process Flow Chart.

 Follow an item of clothing/wares from the point of donation through the processing stations until it arrives on the sales floor.  On the Process Flow Chart, document the steps: – Transformation – Transport – Storage

Understanding the Current Conditions  Calculate Process Performance – Time the process • Document time on the process flow chart for each operation. – Calculate the Value-Added Ratio • “Process” time divided by total time. • “Process” steps divided by total steps.

Understanding the Current Conditions  Using colored pencils/markers, color code the process on the process flow charts: – Transport = Yellow – Storage = Red – Transformation = Green

Conversion Table

Documenting the Process  What are the parameters?  Distances – Be exact when you can – If multiple stations, use average distance

 Time – the time it takes for one product to flow through the process – Can’t literally follow one item out of thousands – If necessary, use average times, for example: • If it takes 34 seconds to fill a cart of textiles • The average textile stays in the cart for 17 seconds during this step

EXERCISE Understanding Current Conditions

1. Document the process

PROCESS FLOW CHART FORM

Question Each Detail

DETAILS OF

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

PRESENT METHOD PROPOSED

Revision:

Process/Job:

Date:

Chart begins:

Page:

Chart ends:

Charted by:

Of:

Possibilities / Changes QUANTITY DISTANCE

TIME

ELIMINATE COMBINE SEQUENCE PLACE PERSON IMPROVE

How?

Who?

When?

Where?

What?

Why?

TRANSFORM TRANSPORT STORE

Analysis

NOTES

Using Large Sheets of Paper and Sticky Notes • Transfer the process

steps from the process flow form to the paper. • Transport = Yellow • Storage = Pink • Transform (VA) = Green • Denote time and distance where appropriate • Total times/distances/steps • Determine Value Added Ratio • Value added steps divided by total steps • Value added time divided by total time

Determining Lead Time  Clearly define the process – Where does it start and end?

 Note distance and time for each step  Use average times for storage/inventory  How long does it take to – Empty that Gaylord or – Fill that cart or – Fill that z-rack?

Brainstorm Improvement Ideas At Gemba Target storage and transport steps Consider up and downstream impact Everyone provides input All ideas are good ideas Take good notes

Create a Future State Value Stream Map

5s Workplace Organization 5s is the foundation of any lean process!

–Sort –Scrub –Straighten –Standardize –Sustain

5s-Workplace Organization  Establishing basic workplace conditions is an essential first step in creating cellular production.

 The 5s System – Sort – Scrub – Straighten – Standardize – Sustain

5s-Workplace Organization Work Center Time Break into 2-3 teams and Complete the 5-S checklist in the department

CHECKLIST Department/Area: Date:

5-S Category Sort

  

Organization When in doubt, move it out Distinguish between what is needed and not needed

Auditor: Rank A: perfect score Rank B: 1-2 problems Rank C: 3 or more problems

Rank A B C

Comments

Step 1: Sort  Remove all items that are not product or needed for production. “When in doubt, put it out” “Separate items into two categories: those necessary to do the job and those that are not”

Step 1: Sort Production Area - Cabinets/shelves with excess supplies, tools, “stuff” - Extra components or work-in-process (onepiece flow) - Excess paperwork - Unused or seldom-used equipment/tools/etc. - Pencils, pens, gloves, rags, etc. - Tables/work surfaces that are too big

Work Center Time Start “Sorting” your area(s) in the department

Step 2: Scrub “The purpose of cleaning is to get rid of all dust and dirt and keep the workplace spotless” “Treat tools and other equipment as family treasures”

“Keep your tools clean and you’ll always know what condition they are in!” “ A clean workplace enhances quality, safety and pride.”

Step 2: Scrub Work Center Time Start “Scrubbing” your area(s) in the department • Thoroughly and completely clean the department •Ceiling •Windows •Walls •Floor •Equipment and supplies

• Clean the quarantine area • Write down everything you clean for future work instructions (daily, weekly, monthly?)

Step 3: Straighten ď Ź Arrange needed items so that they are easy to find, use, and put away.

Rubber

Tach-its

Bands Rubber Bands

Tickets

Tach-its

Everything has a place!

Step 3: Straighten “Anyone should be able to easily understand proper arrangement and abnormalities.”

“A place for everything and everything in its place” “Everything should be in order with only the necessary tools, equipment and product in the area”

Step 3: Straighten Examples:

• Locate product and tools at point of use • Make tools, equipment, etc. easily identifiable • Easy to obtain • Workplace organization • Footprinting for moveable items (tools, supplies, equipment, etc.) • Silhouetting • Color coding • Label containers and visually indicate storage amount

Step 3: Straighten  Review data from the current process flow charts and area maps.  Focusing on waste elimination, take out as many non-value adding steps as possible  Prepare your new proposed layout (2 teams)  Teams present their new layouts to the full Kaizen team  Guidelines: – Lay out in the process sequence – the basic principle – Operations are placed close together, with room for only a minimum quantity of WIP (remember the Lego training!) – The layout curves in a U-shape, with the last operation near the first, counterclockwise flow

Step 3: Straighten Work Center Time Start “Straightening” your area(s) in the department •

The team talks in advance with the people involved in production, maintenance, transport, engineering and housekeeping, and coordinates the transformation activities with their daily work.

•

Implement the new layout.

• •

Straighten everything in the department Make sure there is point-of-use available for all needed items (including cleaning items)

Step 4: Standardize  Revisit the area frequently to help generate new improvement ideas and reinforce existing gains.  Maintain the first three steps: – Sort, Scrub and Straighten.

Sort

Straighten Scrub

Step 4: Standardize • Contain at source • Prevent backsliding • Continue to improve • Drive for root causes • Reduce cleanup/organization time • Three NO Principles - NO unnecessary items - NO mess - NO dirt

Step 4: Standardize Work Center Time

Start “Standardizing” the cleaning of the department • Develop new standard work for cleaning based off of Scrub - This should include items to be cleaned daily, weekly and monthly • Be sure each operator has some cleaning to do and that it takes no longer than the 5 minute drill, including setting up the department for the next shift/day. • Fill out 5 minute drill form • Update Standard Operating Procedures based on changes

Expectations & Controls

Step 5: Sustain  Making a habit of maintaining 5/S workplace organization.  Audit weekly!  Communication at all levels!

Step 5: Sustain “Self discipline and management involvement!” “Stick to the rules and make cleaning a habit!”

“Measure improvements and consistently audit/check the area.”

Step 5: Sustain

Leadership is the key

• Top site management to set expectation level • Management at all levels must be committed • Work team leaders must ensure that the area meets 5-S principles at the end of each shift • Create weekly measurement system that work team leaders, managers, and site directors will use to monitor the area’s adherence • Required 5-S Audit Rotation •

Work team leaders 1/week

•

Area Managers 1/month

•

Site Directors 1/quarter

Step 5: Sustain

Work Center Time • Reevaluate the department by completing a new 5-S checklist • Complete an “after” area map in the department, along with a new process flow chart. • As a team, document the 30 day punch list. PROCESS FLOW CHART FORM

Analysis

Who?

How?

When?

What?

Where?

Why?

Question Each Detail

Process/Job:

Revision: Date:

Chart begins:

Page:

Chart ends:

Of:

Charted by:

PRESENT PROPOSED

METHOD

QUANTITY DISTANCE

TIME

ELIMINATE COMBINE SEQUENCE PLACE PERSON IMPROVE

DETAILS OF

PROCESS INSPECT HANDLE STORE

Possibilities / Changes NOTES

1. 2. 3. 4.

Area Map

5. 6. 7. 8. 9.

Department:

10.

Department/Area: Date:

5-S Category Sort

  

Organization When in doubt, move it out Distinguish between what is needed and not needed

Operation:

Date:

CHECKLIST Auditor:

Rank A: perfect score Rank B: 1-2 problems Rank C: 3 or more problems

Rank B C

Comments

Steps: 1. 2. 3. 4. 5.

Distance:

Step 5: Sustain • Calculate the improvement in each of these areas • Document results on flip charts (before and after). • Overall square footage improvement. (area map) • Distance traveled by operator. (area map, Process flow chart) • Value added ratio. (Process flow chart) • 5s score (5s audit form)

5-S Program Accomplishments • Makes waste easy to identify and eliminate. • Standardizes the cleaning process - daily, weekly, monthly. • Improves ergonomics and point-of-use storage. • Places high value on safety. • Creates visual control and supervisor/management involvement. • Promotes employee pride and satisfaction. • Creates efficiencies and available floor space.

Report Out • • • • • • • • •

5-S description Pre-audit results Post-audit results Area maps (before) Area maps (after) Value add ratios (before) Value add ratios (after) Punch list (30 day list) Tour

Report out Presentation

A Process Improvement Tool PROCESS FLOW CHART FORM

Question Each Detail

PRESENT DETAILS OF METHOD PROPOSED 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Revision:

Process/Job:

Date:

Chart begins:

Page:

Chart ends:

Charted by:

Of:

Possibilities / Changes QUANTITY DISTANCE

TIME

ELIMINATE COMBINE SEQUENCE PLACE PERSON IMPROVE

How?

Who?

When?

Where?

What?

Why?

TRANSFORM TRANSPORT STORE

Analysis

NOTES

THERE ARE THREE ELEMENTS IN THE PRODUCTION SYSTEM Transform: transformation, change in quality, assembly (value-added), work Transport: change of location, moving, transporting, walking Storage: waiting, only time passes without processing, inspecting or handling

Transform (add value) 8%

Store 67%

Transport 25%

DOCUMENTING THE PROCESS PROCESS FLOW CHART FORM

Question Each Detail

DETAILS OF

PRESENT METHOD PROPOSED

Revision:

Process/Job:

Date:

Chart begins:

Page:

Chart ends:

Charted by:

Of:

Possibilities / Changes QUANTITY DISTANCE

TIME

ELIMINATE COMBINE SEQUENCE PLACE PERSON IMPROVE

How?

Who?

When?

Where?

What?

Why?

TRANSFORM TRANSPORT STORE

Analysis

NOTES

1. 2. 3.

Identify Possible Improvements/ Changes

List 4. 5. Process Steps6. 7. 8. 9. 10.

Categorize Each Step

Document Time and/or Distance

Documenting the Process • What are the parameters? • Distances – Be exact when you can – If multiple stations, use average distance

• Time – the time it takes for one product to flow through the process – Can’t literally follow one item out of thousands – If necessary, use average times, for example: • If it takes 34 seconds to fill a cart of textiles • The average textile stays in the cart for 17 seconds during this step

EXERCISE Understanding Current Conditions Document the process

PROCESS FLOW CHART FORM

Question Each Detail

DETAILS OF

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

PRESENT METHOD PROPOSED

Revision:

Process/Job:

Date:

Chart begins:

Page:

Chart ends:

Charted by:

Of:

Possibilities / Changes QUANTITY DISTANCE

TIME

ELIMINATE COMBINE SEQUENCE PLACE PERSON IMPROVE

How?

Who?

When?

Where?

Why?

TRANSFORM TRANSPORT STORE

Analysis

What?

NOTES

Using Large Sheets of Paper and Sticky Notes • Transfer the process steps from the process flow form to the paper. • Transport = Yellow • Storage = Pink • Transform (VA) = Green • Denote time and distance where appropriate • Total times/distances/steps • Determine Value Added Ratio • Value added steps divided by total steps • Value added time divided by total time

Determining Lead Time • Clearly define the process – Where does it start and end?

• Note distance and time for each step • Use average times for storage/inventory • How long does it take to – Empty that Gaylord or – Fill that cart or – Fill that z-rack?

Brainstorm Improvement Ideas • • • • • •

At Gemba Target storage and transport steps Consider up and downstream impact Everyone provides input All ideas are good ideas Take good notes

Create a Future State Value Stream Map

5s Workplace Organization 5s is the foundation of any lean process!

–Sort –Scrub –Straighten –Standardize –Sustain

5-MINUTE DRILL -- SOFTLINES This 5-minute drill must be completed at the beginning and end of each shift. 

Keep only the tools needed to work in the softlines cell. This includes the following items:             

1 incoming container of Softlines – when getting incoming softlines from staging area, take the oldest date. Remember FIFO. 1 roll of tags for softlines 1 box fasteners and 1 tach-it gun 1 pair of gloves 1 bottle of air freshener 1 box of shirt hangers 1 box of pant hangers 1 blue tote under table for hardlines, taken to the hardlines department when full. Softlines tote is brought back from hardlines department to be sorted. 1 empty trash can 2 pens for pricing 1 hanging rack 1 salvage gaylord 1 hanging rack for finished product

  

Replenish supplies as needed Make sure that all equipment, supplies, and products are in their proper place Sweep and clean the production cell and surrounding area



SORTING GUIDELINES – THE FOLLOWING WILL BE SALVAGED:    



Any softline item with a broken zipper Any softline item with missing buttons Any softline item with holes Any softline item soiled or stained

PLACE THE FOLLOWING SOFTLINE ITEMS IN THE TRASH:   

Any WET softline item Any MILDEWED softline item Any ODOROUS softline item

5-MINUTE DRILL FORMAT (LIST AREA HERE) To be completed at the beginning and end of each shift 

List what needs to be cleaned and organized before the station is ready for use: 1. 2. 3. 4.



List what employee needs to have for tools and uniform/dress to start work: 1. 2. 3. 4.



List what specific items/containers need to be set in place for the station set up: 5. 6. 7. 8. 9.

5-MINUTE DRILL -- TEXTILES Complete at beginning and end of shift  Sweep and clean area  Remove all items that do not belong and take them to the appropriate locations  Check cell layout setup according to plan-o-gram: 

Place four wire bins or plastic boxes under table:  One labeled “Ladies Bin”  One labeled “Men’s Bin”  One labeled “Children’s Bin”  One labeled “Domestics and Linens Bin”



One big blue bin used for Bale



One hanger rack filled with appropriate hangers



One rolling rack against window for specials



One Z rack



One container of Raw Textiles

5-MINUTE DRILL -- WARES Complete at beginning and end of shift  Sweep and clean area  Remove all items that do not belong and take them to the appropriate locations  Check cell layout for all needed containers: 

One container of raw, unprocessed hardlines for each hardline cell



Five empty baskets. If full, take to appropriate location and bring back empty bins.  One labeled “Belts”  One labeled “Ties”  Two labeled “Handbags”



One plastic box labeled “HHW”, one box labeled “SEAM”



Two trashcans placed according to layout



One empty 3-tier cart for finished product



On table:  

Five pricing guns (four set at appropriate prices and one for miscellaneous prices) One box of rubber bands

 One basket on table with the following supplies:  One scissors  One magnifying glass  Four rolls of pricing labels

(LIST AREA HERE) STATION PROCEDURE FORMAT Station Preparation Set Up List everything here that an employee would need to know so they could set this station up from the beginning: 1. 2. 3. 4.

Start Work List everything here that an employee is expected to do throughout their shift. If a new employee worked in this area, list enough information here, as they might need: 1. 2. 3. 4.

Note: After the employee works through the 5-minute drill they will be reviewing this procedure to know what is expected of them each shift. Did you put all the information here that they will need?

Area Map Department:

Operation:

Observer: Date:

Steps: 1. 2. 3. 4. 5. 6. 7. 8.

9. 10. Total:

Distance:

CHECKLIST Department/Area: Date:

5-S Category Sort

 Organization  When in doubt, move it out  Distinguish between what is needed and not needed

Straighten  Orderliness  A place for everything and everything in its place  Point-of-use

Scrub  Cleanliness  Eliminate “mess” creators  Look for ways to keep area clean and organized

Standardize

 Adherence  Prevent backsliding  Maintenance of the first three S’s

Sustain  Self discipline & management involvement  Stick to the rules  Measure improvement

Auditor: Rank A: perfect score Rank B: 1-2 problems Rank C: 3 or more problems

Item Have all unnecessary items (stock, materials, parts, etc.) or work-in-process been removed? Are all tools/equipment (hand tools, machines, jigs, etc.) in regular use? Are all remaining items neatly arranged and stored in an appropriate place? Are all items (parts, tools, etc.) neatly arranged and can they be distinguished at a glance? Are obsolete items routinely purged & is there a process to remove unneeded items? Is there a place for everything (tools, parts, etc.) and are locations clearly labeled? Is everything in its place & presented to the operator at point-of-use/frequency-of-use? Are all shelves & items in storage clearly labeled with p/n, min/max quantities, etc.? Is it easy to see what needs to be where and are things put away after use? Are all documents/bulletins orderly, up-todate & labeled with revision/responsibility? Are work areas clean – including floors, table tops, conveyors, etc.? Are machines/equipment/tools kept clean and painted? Are cleaning guidelines/schedules/rotations easily visible, up-to-date and followed? Are cleaning materials (brooms, dustpans, rags, cleaners, etc.) easily accessible? Is cleaning, sweeping, wiping, etc. regarded as a “habitual” activity? Are the first three categories (sort, straighten & scrub) being maintained and monitored? Is all necessary information (standards, checklists, etc.) known, visible & recognizable? Are all operators aware of standards, checklists, cleaning schedules, etc.? Does the layout/equipment/tools support the avoidance of dirt/waste accumulation? Is the air clean and odorless and is the lighting angle/intensity appropriate? Are 5-S audits/checklists conducted regularly (spvsr.-1/wk., mgr.-1/mo., director-1/qtr.) Are all previously completed 5-S audits/checklists posted in the area? Does everyone observe the standard cleaning procedures, schedules, etc.? Do all employees continuously and consistently follow all 5-S categories? Are personal belongings stored neatly and orderly

Total number of A’s, B’s and C’s Multiply Total

Rank A B C

Comments

= 5-S Score

Process Flow Chart Form Revision:

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. Totals:

Page:

Chart ends:

Charted by:

Of:

Possibilities / Changes QUANTITY DISTANCE

TIME

ELIMINATE COMBINE SEQUENCE PLACE PERSON IMPROVE

METHOD

Date:

Chart begins:

TRANSFORM TRANSPORT STORAGE

DETAILS OF

Process/Job:

NOTES

CONVERSION TO SECONDS Minutes to Seconds 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

= = = = = = = = = = = = = = = = = = = = = = = = = = = = = =

60 120 180 240 300 360 420 480 540 600 660 720 780 840 900 960 1020 1080 1140 1200 1260 1320 1380 1440 1500 1560 1620 1680 1740 1800

31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60

= = = = = = = = = = = = = = = = = = = = = = = = = = = = = =

1860 1920 1980 2040 2100 2160 2220 2280 2340 2400 2460 2520 2580 2640 2700 2760 2820 2880 2940 3000 3060 3120 3180 3240 3300 3360 3420 3480 3540 3600

Hours to Seconds 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5 6.0 6.5 7.0 7.5 8.0 8.5 9.0 9.5 10.0 10.5 11.0 11.5 12.0 12.5 13.0 13.5 14.0 14.5 15.0 15.5

= = = = = = = = = = = = = = = = = = = = = = = = = = = = = =

3,600 5,400 7,200 9,000 10,800 12,600 14,400 16,200 18,000 19,800 21,600 23,400 25,200 27,000 28,800 30,600 32,400 34,200 36,000 37,800 39,600 41,400 43,200 45,000 46,800 48,600 50,400 52,200 54,000 55,800

16.0 16.5 17.0 17.5 18.0 18.5 19.0 20.0 20.5 21.0 21.5 22.0 22.5 23.0 23.5 24.0

Days to Seconds = = = = = = = = = = = = = = = =

82,800 59,400 61,200 63,000 64,800 66,600 68,400 72,000 73,800 75,600 77,400 79,200 81,000 82,800 84,600 86,400

1 2 3 4 5 6 7 8 9 10 11 12 13 14

= = = = = = = = = = = = = =

86,400 172,800 259,200 345,600 432,000 518,400 604,800 691,200 777,600 864,000 950,400 1,036,800 1,123,200 1,209,600

Process Flow Chart Form Revision:

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. Totals:

Page:

Chart ends: Sales Floor

Charted by:

Of:

Possibilities / Changes QUANTITY DISTANCE

TIME

ELIMINATE COMBINE SEQUENCE PLACE PERSON IMPROVE

METHOD

Date:

Chart begins:Donation Center

TRANSFORM TRANSPORT STORAGE

DETAILS OF

Process/Job:

NOTES

WARES / HARD-GOODS / ELECTRONICS PROCESSING WORK INSTRUCTIONS Follow these procedures when working at this HARD-GOODS processing station: 1. Make sure the cell you are working in has incoming hard-goods product. When necessary, incoming hard-goods product is brought from the hardgoods staging area when directly-incoming donations are not there. Use a pallet jack and move 1 gaylord of hard-goods product into your work station to produce product from. 2. Before you begin processing, first check to ensure that all tools and equipment from your inventory control list are present. If you are missing any tool or necessary equipment, inform your supervisor. Once all needed tools have been verified, begin processing. 3. Pick up a hard-good item from the processing belt or gaylord of product. Inspect the item to determine if sellable. Item must bring a value greater than $.99 in order to pass inspection and process to sales floor. IMPORTANT NOTE* refer to your safety board in your processing station for CPSC RECALLS and updates. *NO TOYS WITH ANY PLASTIC WILL PASS INSPECTION! ALL TOYS ARE TO BE SENT INTO YOUR TRASH BIN. 4. If item passes inspection wipe down the item and clean. Use spray cleaner for all kitchen and glassware items. 5. Review the item and look for special insignias. If you see any type of number or unusual name or marking, refer to your antique guide for further reference or set into the tote labeled ‘shopgoodwill.com’ for your supervisor to view later. Your teammates are also good references for this! 6. Next determine a price. Pull a sticker from your price-tag dispenser and place onto the hard-good item. Important to refer to your training guide for placement of these stickers on the item. 7. Once you have placed a price sticker on the item, place into your wares cart and then repeat steps 3 through 6. When your cart is full, move it to the staging area to be placed on the sales floor. Be sure and track your cart production count on your team’s production board.

Hard-line Processing

STEP 1.

STEP 2.

STEP 3.

Inspect item & determine if it is sellable.

Clean item if it is dirty.

Determine price and place sticker on item.

STEP 4.

ELECTRONICS

Place item in rolling cart to send to sales floor. Repeat steps 1 - 4 until cart is full of merchandise to sell.

Place all PRICED electronics onto wire cart behind workstation. Continue to fill until full, then wrap wire cart with shrink film and stage

on item.

t behind workstation. t with shrink film and stage.

Accessories Goods Station Standard Work Authorized Items List Hats

Barbs Gloves Small Plastic Bags Rubberbands Lint Roller Sharpie Tape Tagging Gun Barb Tagging Gun Scissors Water Bottle Personal Item

Belts

Work Table

Scarves

Hangars Across Top of Table Ties are underneath the work table

Raw Crate Recycle Process Steps

5 Minute Drill

1. Move Items to Table

1. Sweep the workstation area

2. Sort / Quality Check Hats Belts Scarves Hanging Items

2. Fill Hanger

3. Pickup Wood Hangers to Refill Racks

5. Empty trash

4. Hang by Price 5. Signal Cards for Removal (bail & trash) 6. Empty trash & remove bail 7. Tag Rack 8. Complete Log

3. Take Bail 4. Clean workstation surface

Books Production Authorized Items Computer Keyboard Scanner Mouse Mouse Pad Clip Board Price Gun Wide Clear Tape Sharpies Pens Scissors Water Bottles Personal Item(s)

Rec E Disc com

Scanner

Price Tub Crate Recyc Tub

Crate Raw

Book Production Process

5 Minute Drill

1. Pick up raw books

1. Sweep the workstation/work area

2. Evaluate - Sale or Cull?

2. Verify that all Book Work Station Inventory is in place

3. Scan the books

3. Empty trash

4. Place in Crate

4. Request raw if needed

5. Apply Price

5. Wipe/Clean Computer

6. Complete Production Log 7. Take to Floor

Mechanical Work Station wall organizer rag container extension cord gorilla glue mechanical clipboard drill charger power drill power strip WD-40 rubber mallet hammer lint shaver trash can flat head screw driver tag gun tape gun furniture tape gun mechanical drill bit set screw and nail organizer razor scraper paint scraper wire brush bolt cutter window cleaner dust pan wood glue

1 10 to 20 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

fabric freshener leather/vinyl cleaner goo gone wood cleaner 150 mm allen wrench 20 mm allen wrench 10mm allen wrench multi cleaner 1 box of fbric softner sheets 3 pocket desk organizer 1 pen organizer 1 1/2 inch staples 1 3/8 staples box of knobs/handles extra long screw driver heavy duty stapler socket set socket handle tape measure stapler wire cutter wrench set vise grips crowbar siphon safety pins for tickets

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Dolly

Trash

Work Station

Raw Mech

Mechanical Processing

Charging station

Mechanical Production Process 1. Select Mechanical item 2. Evaluate item - Sale, Cull or Salvage? 3. If Cull or Salvage, place in appropriate gaylord/bin 4. If Sale, minor repair and clean as needed 5. Place in bin/cart 6. Log production 7. Take bin/cart to floor Five Minute Drill 1. Sweep work area 2. Enough raw product for morning 3. Empty trash. 4. Mis-sorts to ADC

Proficiency Standards for First Sort Stores The proficiency standards are targets for each team member to reach. At first they might seem difficult to reach, but together with leaders, we can determine what is preventing you from being able to reach that target and help remove those barriers. Please connect with your production leader if you have questions.

Sorting Includes unstacking gaylords and setting up station Apparel Wares/Seasonal Domestics Books Glass Shoes Electrical (Sort & Ticket)

Min per CONTAINER 30-45 minutes per gaylord 30-45 minutes per gaylord 30-45 minutes per gaylord 30-40 minutes per gaylord 40-50 minutes per gaylord 15-30 minutes per gaylord 30-45 minutes per gaylord

Containers per HOUR 1.25-2 gaylords 1.25-2 gaylords 1.25-2 gaylords 1.25-2 gaylords 1-1.25 gaylords 2-4 gaylords 1.25-2 gaylords

Ticketing/Hanging Includes setting up station Apparel (Hang) Apparel (Ticket) Wares/Seasonal Domestics (Hang & Ticket) Books Glass Shoes

Min per CONTAINER 30 minutes per z-rack 15-25 minutes per z-rack 30-40 minutes per cart 45-60 minutes per z-rack /cart 10-15 minutes per cart 30 minutes per cart 20 minutes per cart

Containers per HOUR 2 z-racks 2-4 z-racks 2-2.25 carts 1-1.25 z-racks/carts 4-5 carts 2 carts 3 carts

Merchandising Includes traveling between backroom and sales floor Min per CONTAINER Apparel Wares/Seasonal Domestics Books Glass Shoes Electrical

15-25 minutes per z-rack 30-45 minutes per cart 15-25 minutes per z-rack /cart 10-20 minutes per cart 20-35 minutes per cart 15-30 minutes per cart 15-30 minutes per cart

Containers per HOUR 2-4 z-racks 2-5 carts 2-4 z-racks /carts 3-5 carts 2-3 carts 2-4 carts 2-4 carts

Pull Includes traveling between backroom and sales floor / sorting through items to clearance or salvage Min per CONTAINER Apparel Wares/Seasonal Domestics Books Glass Shoes Electrical

40 minutes per z-rack 30 minutes per cart 20 minutes per z-rack /cart 12 minutes per cart 60 minutes per cart 10 minutes per cart 15-30 minutes per cart

Containers per HOUR 1.25-2 z-racks 2 carts 3 z-racks /carts 4 carts 1 cart 5 carts 2-4 carts

Proficiency Standards for Quality Sort Stores The proficiency standards are targets for each team member to reach. At first they might seem difficult to reach, but together with leaders, we can determine what is preventing you from being able to reach that target and help remove those barriers. Please connect with your production leader if you have questions.

Quality Sorting Includes unstacking gaylords and setting up work area Raw Donations

Min per CONTAINER 20-40 minutes per rolling bin

Containers per HOUR 1.25 danduxâ&#x20AC;&#x2122;s (laundry type bin)

Apparel Hanging Includes setting up station Apparel (Hang)

Min per CONTAINER 30-40 minutes per z-rack

Containers per HOUR 1.25-2 z-racks

Pricing Includes setting up station Apparel Wares/Seasonal Domestics (Hang & Ticket) Books Glass Shoes Electrical

30-40 minutes per z-rack 45-60 minutes per dandux 30 minutes per dandux 30-35 minutes per dandux 60 minutes per dandux 45 minutes per dandux 45 minutes per dandux

1.25-2 z-racks .75-1 dandux 2 danduxes 2 danduxes 1 danduxes 1.25 danduxes 1.25 danduxes

Merchandising Includes traveling between backroom and sales floor Min per CONTAINER Apparel Wares/Seasonal Domestics Books Glass Shoes Electrical

15-25 minutes per z-rack 30-45 minutes per z-rack 15-25 minutes per z-rack/cart 10-20 minutes per cart 20-35 minutes per cart 15-30 minutes per cart 60 minutes per cart

Containers per HOUR

2-4 z-racks 2-5 z-racks 2-4 z-racks/carts 3-5 carts 2-3 carts 2-4 carts 1 cart

Pull Includes traveling between backroom and sales floor / sorting through items to clearance or salvage Min per CONTAINER Apparel Wares/Seasonal Domestics Books Glass Shoes Electrical

40 minutes per z-rack 30 minutes per z-rack 20 minutes per z-rack/cart 12 minutes per cart 60 minutes per cart 10 minutes per cart 15-30 minutes per cart

Containers per HOUR 1.25-2 z-racks 2 z-racks 3 z-racks /carts 4 carts 1 cart 5 carts 2-4 carts

Shoes Production Standard Stations Gloves Scissors Tagging gun Shoe polish Cleaning Supplies Shoe brushes Rubber bands Spray bottle Deoderizer Goggles Clipboard Pen Rags Tag Scraper Personal Item

Mens

Pricing Pen (Sharpie)

Bin G Hallow

Sorting Cubes Under the Cubicles Luggage, Wallets & Supplies Raw Crate Trash

Used for Moving/Staging Unp. Purs.

Unpriced Purses

Shoes Production Process

5 Minute Drill

1. Sort & Quality Check 2. Price Right Shoe (in writing) 3. Place in Cubicle 4. Applies Price Tag 5. Sort to Shopping Cart 6. Complete Log 7. Move to Floor

1. 2. 3.

Sweep Clean off counter Empty Trash

Textiles Tagging Standard Work Station Authorized Items List Tagging Guns (4) Barbs Tags Needles for Tagging Guns Covered Water Bottles Clipboard Pen Personal Item Scissors Grabber Tool Sharpie Flashlight

Sm Sup S u p p l Sm Sup

A I S L E

Hangers Hangers Hangers Hangers Hangers Hangers Hangers

Process Steps

5 Minute Drill

1. Move Z Rack to Tag Station

1. Sweep the workstation area

2. Size & Tag w/Quality Check

2. Remove items that don't belong

3. Transport to Staging Area

3. Clean workstation surface

4. Record Production

4. Empty trash

Textiles Station Approved Items Stapler, 1 Sharpies, 3 Pens, 3 Color markers, set of 5 Tagging gun, 3 Tape gun, 2 Scissors, 2 Rags Polly bags (XS, S, M, L) Calendar Glass cleaner, 2 All purpose cleaner, 2 Clipboard, 3 Flashlight, 1 Magic Eraser, 1 Straight blade with holder, 2 Personal item, 1 each Goggles, 1 each Long reach grabbers, 1 each Multi Tool

Bale

Raw Raw

Wares Process 1. 2. 3. 4. 5. 6.

Get supplies and paperwork at start of shift Pull product from raw gaylord and evaluate Place in salvage or pricing table Price sellable Product Clean product if needed Place product in cart to go to floor

Five Minute Drill Remove items that don't belong Take mis-sorts to ADC Clean work station Sweep work area

Wares Station Approved Items for each Clicker, 1 Sharpies, 1 purple 1 black Pens, 2 Rubber bands, 1 full container Small zip ties, 1 bag Packing Tape gun, 1 Scissors, 1 Rags, 1 Polly bags (S, M, L) Post it note pad, 1 Masking tape w/ dispenser, 1 Straight blade with holder, 2 Long reach grabbers, 1 Clipboard w/ production sheet, 1 Flashlight, 1 Personal item, 1 each

Wares Process 1. Refill price ticket clips 2. Verify all approved items are at table 3. Pull product from raw gaylord and evaluate 4. Place in salvage or pricing table 5. Price sellable Product 6. Clean product if needed 7. Place product in cart to go to floor

Five Minute Drill Remove items that don't belong Take mis-sorts to correct dept.'s Put items into Shopgoodwill wire Put approved items back into tray Clean work station Sweep work area Empty trash



Can these results really be sustained?

A CEO’s perspective By John L. Miller

The Process Improvement Executive’s Perspective By John Poole The Gi Kaizen event is conducted with an understanding of the following two axioms:

DATE: LOCATION: MANAGER: Auditor: Region:

Back Room 6 - S Audit Sort & Straighten

Hardlines Production Areas

Sweep 1 5-min drill posted

Employee has shirt & name tag on it

1 Wares Coding System in place

Items on sheet found easily

2 Completes 5-min drill at end of each shift

Employee knows daily prod. goals

1 Employee knows where to find MSDS info

Designated locations-silohets/labels

1 Horizontals clean up to 8 feet

Wares are properly tagged

1 Emp. Knows emergency procedures

No extra/unnecessary tools/equip

1 No food in area

Employee knows/can explain mission

1 Needles sanitized each shift

Items returned to proper place

Community Service in Dress Code/Apron

1 Area taped off

Sweep 1 5-min drill posted

Employee has shirt & name tag on

1 Needles sanitized each shift

Items on sheet found easily

2 Completes 5-min drill at end of each shift

Employee knows daily prod. goals

1 Employee knows where to find MSDS info

Designated locations-silohets/labels

1 Horizontals clean up to 8 feet

Employee hs gone thru an Audit w/30 days

1 Emp. Knows emergency procedures

No extra/unnecessary tools/equip

1 No food in area

Employee knows/can explain mission

1 Area is clutter free

Items returned to proper place

Textiles barbed/tagged correctly

1 Area taped off

Sweep

Inventory control sheet posted

1 All boxes/totes have Dates/Labels/Store #

Employee has shirt & name tag on

1 Employee knows where to find MSDS info

Items on sheet found easily

1 Textile & Wares separated from each other

Greet every donor quickly & courteously

1 Emp. Knows emergency procedures & Robbery

Items used have designated locations

1 Horizontals clean up to 8 feet

Store Quick Sort/process effectively in place

1 Proper lifting techniques practiced

No extra or unnecessary tool & equip

1 All unprocessed go through FIFO area

Employee knows/can explain mission

1 Emp. wears gloves as required

Items always returned to proper place

1 Donation drive clean and free of clutter

Quick sort warehouse guidelines used

1 No observed saleable merchandise in trash

Sweep

Standardize & Sustain

Personal belongings safe & secure

1 Break table clean

5-min drill posted

1 Proper use of any extension cords

No unattended open food

1 Microwave and Fridge clean

Completes 5-min drill at end of each shift

1 Breaker boxes clear 3ft.

No sellable merchandise present

1 Horizontals clean up to 8 feet

Minor posting-posted?

1 No hazards (i.e. housekeeping-good/no spills)

1 Soda machine area clean

Kaizen Boards complete and up-to-date

1 Safety information posted and current

1 Floor swept, mopped, well maintained

All EEOC/OSHA & policy info posted

1 Handbags/backpacks secured in office

Standardize & Sustain

Safety & Security

Sweep

Safety & Security

Sort & Straighten

Supply Shelves & Closets

Standardize & Sustain

Safety & Security

Inventory control sheet posted (tote)

Sort & Straighten

Break Area

Standardize & Sustain

Sort & Straighten

Donation Area

Safety & Security

Inventory control sheet posted (tote)

Sort & Straighten

Textiles Production Areas

Standardize & Sustain

Safety & Security

Inventory control sheet posted

1 All items on floor are assigned a location

Approved supplies being used

1 Floor or isles clear and easy to move around

All items on shelves listed on sheet

1 No items (brooms, mops, etc.) sitting on floor

Each self is labeled for a particular item

2 All chemicals are labled

No unauthorized chemicals being used

1 Horizontals clean up to 8 feet

Supplies within MIN & MAX's

1 All chemicals noted in MSDS book

1 Floor and mop basin clean

Wares Label area organized and maintained

1 CSPC/Lead toy binder/Poster utiilzed

1 Items organized?

Sort & Straighten

Office

Updated 1/1/06, EWP

Sweep

Standardize & Sustain

Safety & Security

All merch. Labled & inventoried

2 No clutter on desk

Minor log posted and up to date

1 Emerg. phone numbers posted (current only)

All shopgoodwill merch inventoried

1 Shelves organized and dusted

Clip board/s information are all current

1 Check first aid kit on weekly basis

No unnecessary items stored in office

1 Floor clean/recently mopped (past 2 weeks)

Employee file cabinet is locked

1 Panic button location known

Previous weeks PNG order in on time

1 Computer clean and dusted

Safe locked - NO DAY LOCK

1 OSHA 300 complete & posted thru Apr 30th

Electronic office system in place

1 DVR-Camera work well & positions checked

Sales Floor 6 - S Audit 1/0/1900 Sort & Straighten Register

Sweep

Standardize & Sustain

Safety & Security

Inventory control sheet posted

1 Floor clean

5-min drill posted & completed each shift

1 Knows emergency procedures (fire/tornado)

Items on sheet found easily

1 Counter clean from stickers/clutter

Bags are properly displayed

1 Employee knows where to find MSDS info

Items used have designated locations

1 No dust on shelves or behind equipment

Employee has shirt & name tag on

1 Emp. Knows the "no-bartering policy"

Only tools listed on Inv. Control Sheet

1 No sellable merchandise waiting under cash wrap

Newspaper is available for breakables

1 Knows how to handle robbery/use panic button

Items always returned to proper place

1 Power supply free from debris

Employee knows/can explain mission

1 Wet floor signs accessible/used properly

Sort & Straighten

Sweep

Standardize & Sustain

Smile and great every customer

1 Front entrance clean and organized

50% off sign posted and in good repair

1 Floor free from debris & no slip hazards

Service

Call for back up if more than 3 in line

1 No trash on grounds coming into the store

Refund policy posted and in good repair

1 All carts have safety straps

Handles cust. Issues appropriately

1 Trash outside has recently been emptied

Thanks every customer for shopping

1 Front entrance free from obstructions (snow)

Knows key Retail policies

1 No shopping carts in parking lot unattended

Display case neat/organized/has signage

1 Emerg. lighting working properly - test

New Approved Signage being used

1 No unnecessary signs or taped signs in window

Floor employees know/explain mission

1 Emergency exits clear and operable

Sweep

Standardize & Sustain

Restrooms have men & women signs

1 No stickers, flyers, or trash

Air freshener available

1 No bleaches or chemicals present

Rooms

Soap and tissue dispenser full

2 Floors clean and recently mopped

Mirror clean

2 No hazards (i.e slips/falls)

Area clean and uncluttered

1 Trash recently emptied

Wash hands sign is posted

1 Wet floor sign available and used

No extra bathroom tissues or supplies

1 Toilet/sink clean & walls up to 8 ft

Fixtures in good repair

1 Wash hands sign in restroom

Sweep

Standardize & Sustain

Structure in good repair

1 No hangers or clothes

5 minute drills completed

1 Doors and locks working properly

Rooms

Mirrors secure from falling

1 No stickers or trash on floor

Returns worked as frequently as needed

2 Bench/seat/chair in good repair

No painting needed - good repair

1 No barbs on floor

New approved signage being used

2 No hazards (i.e slips/falls)

Wall hooks present in each room

1 Top of fitting rooms clean

Mirrors/bench/signage cauked

1 Mirrors clean?

Sweep

Standardize & Sustain

Merchandised vertically

1 No dirty glasses & no Ads on mugs/dishes

No sold furniture-past day purchases

1 No broken furniture or hazardous fixtures

Section

Colorized

1 Shelving clean & free from stickers

Aisles ADA standard

1 All E&M cords rubber banded or tied

Wares categorized into each isle

1 All product quality met

No display shelves

1 No heavy items placed on top shelf

New Approved Signage being used

1 All end caps full of merchandise

PnG Flexed/Readjusted and balanced

1 No broken wares & area free from spills

Empl understands purge color system

1 All PNG items displayed & signed correctly

Dept 1000 defaced correctly

1 Base decks tied down

Sweep

Standardize & Sustain

No short sleeve shirts w/ long sleeve

1 Hangers straight and in place

All mens pants suites/jeans have sizes

1 No un-safe H-racks

Section

Empl understands purge color system

1 No dust under racks

H Racks lined up

2 No broken hangers on floor

All areas colorized

1 Racks clean

Floor more than 90% full

1 Aisles ADA Standard

New Approved Signage being used

1 Sweep & Spot mop completed

Two signs per row, opposite sides & ends

1 Area free from spills

Seasonal set complete

1 Air intake ducts & lamps cleaned 0

Sort & Straighten-Score 0

Total Avg. Store Score 0 0%

Updated 1/1/06, EWP

Sweep-Score

90 and above exceed expectation 80-89 achieved expectation 70-79 below expectation 69 and below immediate action plan

Standardize & Sustain-Score 0 60 0%

Safety & Security

Textile

Combined Score: Possible Pts: Percent:

Safety & Security

Wares

Sort & Straighten

Safety & Security

Fitting

Sort & Straighten

Safety & Security

Rest

Sort & Straighten

Safety & Security

Customer

Sort & Straighten

Safety & Security-Score 0 60 0%

COMMENTS:

OK Area Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Hardlines Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Updated 1/1/06, EWPTextile Backroom

Problem Noted Inventory control sheet posted (tote) Items on sheet found easily Designated locations-silohets/labels No extra/unnecessary tools/equip Items returned to proper place 5-min drill posted Completes 5-min drill at end of each shift Horizontals clean up to 8 feet No food in area Employee has shirt & name tag on it Employee knows daily prod. goals Wares are properly tagged Employee knows/can explain mission Community Service in Dress Code/Apron Wares Coding System in place Employee knows where to find MSDS info Emp. Knows emergency procedures Needles sanitized each shift Area taped off Inventory control sheet posted (tote) Items on sheet found easily Designated locations-silohets/labels No extra/unnecessary tools/equip Items returned to proper place 5-min drill posted Completes 5-min drill at end of each shift Horizontals clean up to 8 feet No food in area Employee has shirt & name tag on Employee knows daily prod. goals

Corrective Action

Employee

Date

Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Textile Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Donation Backroom Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Break Area Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Supply & Closet Not Ok Office Not Ok Updated 1/1/06, EWPOffice

Employee hs gone thru an Audit w/30 days Employee knows/can explain mission Textiles barbed/tagged correctly Needles sanitized each shift Employee knows where to find MSDS info Emp. Knows emergency procedures Area is clutter free Area taped off Inventory control sheet posted Items on sheet found easily Items used have designated locations No extra or unnecessary tool & equip Items always returned to proper place All boxes/totes have Dates/Labels/Store # Textile & Wares separated from each other Horizontals clean up to 8 feet All unprocessed go through FIFO area Donation drive clean and free of clutter Employee has shirt & name tag on Greet every donor quickly & courteously Store Quick Sort/process effectively in place Employee knows/can explain mission Quick sort warehouse guidelines used Employee knows where to find MSDS info Emp. Knows emergency procedures & Robbery Proper lifting techniques practiced Emp. wears gloves as required Personal belongings safe & secure No unattended open food No sellable merchandise present Break table clean Microwave and Fridge clean Horizontals clean up to 8 feet Soda machine area clean Floor swept, mopped, well maintained 5-min drill posted Completes 5-min drill at end of each shift Minor posting-posted? Kaizen Boards complete and up-to-date All EEOC/OSHA & policy info posted Proper use of any extension cords Breaker boxes clear 3ft. No hazards (i.e. housekeeping-good/no spills) Safety information posted and current Handbags/backpacks secured in office Inventory control sheet posted All items on shelves listed on sheet No unauthorized chemicals being used All items on floor are assigned a location No items (brooms, mops, etc.) sitting on floor Horizontals clean up to 8 feet Floor and mop basin clean Items organized? Approved supplies being used Each self is labeled for a particular item Supplies within MIN & MAX's Floor or isles clear and easy to move around All chemicals are labled All chemicals noted in MSDS book CSPC/Lead toy binder/Poster utiilzed All merch. Labled & inventoried All shopgoodwill merch inventoried

Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Office Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Register-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Customer Service-Sales Floor Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Updated 1/1/06, EWPRestrooms

No unnecessary items stored in office Previous weeks PNG order in on time No clutter on desk Shelves organized and dusted Floor clean/recently mopped (past 2 weeks) Computer clean and dusted Minor log posted and up to date Clip board/s information are all current Employee file cabinet is locked Safe locked - NO DAY LOCK Electronic office system in place Emerg. phone numbers posted (current only) Check first aid kit on weekly basis Panic button location known OSHA 300 complete & posted thru Apr 30th DVR-Camera work well & positions checked Inventory control sheet posted Items on sheet found easily Items used have designated locations Only tools listed on Inv. Control Sheet Items always returned to proper place Floor clean Counter clean from stickers/clutter No dust on shelves or behind equipment No sellable merchandise waiting under cash Power supply free from debris 5-min drill posted & completed each shift Bags are properly displayed Employee has shirt & name tag on Newspaper is available for breakables Employee knows/can explain mission Knows emergency procedures (fire/tornado) Employee knows where to find MSDS info Emp. Knows the "no-bartering policy" Knows how to handle robbery/use panic button Wet floor signs accessible/used properly Smile and great every customer Call for back up if more than 3 in line Handles cust. Issues appropriately Knows key Retail policies New Approved Signage being used Front entrance clean and organized No trash on grounds coming into the store Trash outside has recently been emptied No shopping carts in parking lot unattended No unnecessary signs or taped signs in window 50% off sign posted and in good repair Refund policy posted and in good repair Thanks every customer for shopping Display case neat/organized/has signage Floor employees know/explain mission Floor free from debris & no slip hazards All carts have safety straps Front entrance free from obstructions (snow) Emerg. lighting working properly - test Emergency exits clear and operable Restrooms have men & women signs Soap and tissue dispenser full Area clean and uncluttered No extra bathroom tissues or supplies No stickers, flyers, or trash Floors clean and recently mopped

Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Restrooms Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Fitting Rooms-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Wares-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Textile-Sales Floor Not Ok Updated 1/1/06, EWPTextile-Sales Floor

Trash recently emptied Toilet/sink clean & walls up to 8 ft Air freshener available Mirror clean Wash hands sign is posted Fixtures in good repair No bleaches or chemicals present No hazards (i.e slips/falls) Wet floor sign available and used Wash hands sign in restroom Structure in good repair Mirrors secure from falling No painting needed - good repair Wall hooks present in each room Mirrors/bench/signage cauked No hangers or clothes No stickers or trash on floor No barbs on floor Top of fitting rooms clean Mirrors clean? 5 minute drills completed Returns worked as frequently as needed New approved signage being used Doors and locks working properly Bench/seat/chair in good repair No hazards (i.e slips/falls) Merchandised vertically Colorized Wares categorized into each isle New Approved Signage being used Empl understands purge color system No dirty glasses & no Ads on mugs/dishes Shelving clean & free from stickers All product quality met All end caps full of merchandise All PNG items displayed & signed correctly No sold furniture-past day purchases Aisles ADA standard No display shelves PnG Flexed/Readjusted and balanced Dept 1000 defaced correctly No broken furniture or hazardous fixtures All E&M cords rubber banded or tied No heavy items placed on top shelf No broken wares & area free from spills Base decks tied down No short sleeve shirts w/ long sleeve Empl understands purge color system All areas colorized New Approved Signage being used Seasonal set complete Hangers straight and in place No dust under racks Racks clean Sweep & Spot mop completed Air intake ducts & lamps cleaned All mens pants suites/jeans have sizes H Racks lined up Floor more than 90% full Two signs per row, opposite sides & ends 0 No un-safe H-racks

Not Ok Not Ok Not Ok

Textile-Sales Floor Textile-Sales Floor Textile-Sales Floor

Updated 1/1/06, EWP

No broken hangers on floor Aisles ADA Standard Area free from spills



Can these results really be sustained?

A CEO’s perspective By John L. Miller

The Process Improvement Executive’s Perspective By John Poole The Gi Kaizen event is conducted with an understanding of the following two axioms: