The SPIN Zone!

Specific Process Improvement Needed (SPIN). These are the ideas that our associates have while working on the job. Ideas that improve safety, reduce cycle time, improve accuracy, or drive cost out of our operation. Some SPIN ideas make improvements but demonstrate no measureable dollar savings. Other ideas generate deep savings.

SPIN ideas are submitted to our four location LEAN Captains. They meet once a week to review all new ideas and to follow up on the progress of projects underway. Interestingly, the management team does not participate in this process, except to provide some meeting facilitation support and to provide resources as needed. The LEAN Captains decide the priority, based on the impact to the location.

The SPIN Zone was created to explain the SPIN process to all associates. People can also obtain a status update anytime by visiting the detail on the board. Every SPIN idea is recorded and tracked through the SPIN system, with weekly updates posted on the SPIN board. Completed SPIN ideas are printed and posted in a binder that contains all ideas are completion and the 30-day review. Our goal is 120 ideas in 2009. We are a bit behind that pace currently, but we are tracking to process nearly 100 ideas. Improvements have been significant and associates are beginning to feel empowered!

Lego Fun for All !

Phoenix conducted "Lego Training" for all associates last week. This 4-hour training exercise was conducted in three different sessions to allow all associates an opportunity to participate. This training simulates order fulfillment in our warehouse environment. Each group had an opportunity to run the same simulation three times, but were allowed to make improvements between simulations. As expected, every group dramatically improved their performance in each simulation. The improvement from the baseline simulation to the final was dramatic!

Trainees learned about process mapping and practical ways to apply Lean Thinking in their work areas. They used spaghetti diagrams to identify and reduce motion. They applied 5S in their work areas. They applied visual controls. They redesigned work areas and operational floor layouts. Between simulations, they received instructions on some new tools, then had the chance to apply those tools, and others they already knew, on the simulated work floor. They had limits and time constraints, just like real life! They discussed ideas and found ways to implement the ideas with greatest impact.

In the end, most associates found the training to be helpful in understanding Lean Thinking. But more importantly, they learned new ways of how to apply Lean in their work areas. In addition, it became obvious that Lean becomes much more impactful in the work place when associates share their good ideas and understanding of our functions with each other and their leaders. What may be obvious to them is sometimes overlooked by those who don't work that job every single day!