Detail

Although Lean concepts and disciplines have long been associated with dramatic improvements in the manufacturing arena including waste elimination, throughput improvements, line changeover cycle time reductions and substantial quality improvements, supply chains today face enormous pressures linked to competitive forces, ever-exacting customer demands and “non-Lean” practices: Simply put, Lean supply chains are those where end-customer demand permits the smooth, synchronized flow of materials, information and physical assets (up or down) based on period-specific demand requirements.

Far too often, supply chain management programs focus on the optimization of intra-supply chain components such as inventory management, warehousing operations or production scheduling. In the Lean environment, such producers of waste are eliminated in favor of a universal supply chain mechanism that rapidly self-adjusts to the pull of end-customer demand through the use of three Lean supply chain concepts:

* Demand-Driven Operations Planning
* Lean Strategic Sourcing & Supplier Integration
* Lean Distribution Operations

Fact-based demand signals are required to plan supply chain capacity, Lean suppliers must provide the global capacity and high-quality goods and services required to execute, and distribution operations must provide profit center-quality capabilities in order to maximize margin capture. Without all three, the Lean supply chain cannot be realized.

Demand-Driven Operations Planning: Translating Demand into Capacity Deployment

Supply chain planning can begin with the optimization of your internal assets and functional silos, or it can begin with the fact-based confirmation of end-customer demand. Considered by many as the gateway to Lean supply chain planning and execution, effective demand planning must incorporate a seamless approach to both demand confirmation and pull-based production scheduling:

* Sales & Operations Planning: Organizations must possess a rapid, repeatable process to match end customer demand at both the macro and product-family level.
* Level-Pull Scheduling: Once demand is ascertained, customer demand must be translated into a capacity deployment plan based on margin expectation, contractual service levels and global supply chain capacity constraints.

Based on our experience, Lean manufacturing organizations are most successful by combining the core practices of S&OP and DDLP into a single program known as Demand-Driven Level Pull (DDOP) in which the end goal is a supply chain deployment plan based on maximizing margin capture through a highly accurate match between end-customer service requirements and global supply chain capabilities including internal physical assets, third-party transportation components and upstream suppliers:

While traditional S&OP concepts perform a highly valuable service in confirming customer demand as the foundation for capacity planning, the addition of DDLP principles incorporate a host of critical Lean tools that transform capacity planning into true margin management capabilities. Through the use of key Lean manufacturing tools, DDLP provides a dynamic planning process through which inherent production variability (triggered by wasteful practices) is eliminated and replaced by level-pull production flows custom-matched to end-customer demand:

* Manufacturing “pacemakers” are identified which establish the pace, or cadence, of each manufacturing line flow.
* Demand-based inventory levels are established for all three parameters including cycle, safety and buffer stock.
* Kanban-based materials flow systems are extended upstream in the supplier community to balance global supply chain capacity; incremental capacity enhancements (e.g. overtime, added shifts) are immediately costed for margin impact.
* Global development of production TAKT time integrates all supply chain components including inbound material flows, production execution and outbound logistics and warehousing operations

By combining S&OP concepts with DDLP production-floor disciplines, senior executives can gain access to a near real-time toolkit that evaluates end-customer demand, available capacity, and incremental capacity costs in order to determine the most appropriate capacity deployment plan for any given demand period. As a direct result, DDOP provides not just a tool for capacity and service performance management, but also provides the right vehicle for maximizing margin capture across each product family and strategic customer segment.

Are Your Suppliers Just Suppliers Or Powerful Lean Differentiators?

Supplier performance management is no doubt an integral component of any successful supply chain execution strategy. Beyond question, tactical enablers such as strategic sourcing, fact-based negotiations strategies, proactive supplier performance management and vendor-managed inventory programs are as necessary as ever to ensuring timely (and repeatable) customer service delivery.

But is it enough? In-the-four-walls Lean, where internal waste is methodically identified, prosecuted and eliminated cannot provide a complete Lean strategic advantage. Moving beyond identification, selection and on-boarding of a new supplier, Lean concepts and disciplines must be deployed as a marketplace differentiator to the supplier community:

* Lean journeys are never complete via in-the-four-walls thinking; savvy buyers must align themselves with suppliers willing and able to negotiate their own personal Lean journey.
* Lean concepts, disciplines and required practices must become equal partners with other selection criteria (service levels, innovative solutions, economic principles, etc.) when evaluating potential supplier candidates
* Customers are not willing to pay for waste; total delivered value is based on waste elimination across the entire supply chain (including suppliers) and not just on the end seller.

Moving beyond price, progressive manufacturers must migrate to total delivered life-cycle costing models where the buyer-supplier relationship is built on an aggressive process that mandates year-over-year total delivered cost reductions mutually shared by the buyer and the supplier. Forming the basis for the eventual relationship, Lean supplier integration and performance management always begins with the supplier selection process:

By clearly stating the buyer’s Lean journey progress, waste removal successes and Lean supplier requirements, smart buyers can effectively level the playing field with a go-to-market supplier strategy grounded in the mutual acceptance of responsibility to serve end customers through a global Lean supply chain.

Beyond the go-to-market strategy and the supplier selection criteria, the Lean supplier integration process depends on the mutual acceptance of three core responsibilities:

* Buyer-supplier integration processes and mutual value stream enhancements
* Buyer-supplier total delivered cost year-over-year reduction responsibilities
* Mandatory application of key Lean tools to regulate the relationship and ensure consistent end-customer service performance

During the supplier selection process, all short-listed suppliers should be subjected to a comprehensive on-site Lean manufacturing process evaluation in which core production processes, staffing levels and quality functions are assessed against pre-defined Lean analysis criteria. Upon completion of the assessment, buyers can then confirm the accuracy level of proposed supplier pricing formulas (based on total delivered cost and waste removal potential), the complexity of the potential integration process and the degree to which the buyer’s Lean values match the supplier’s Lean commitment.

Where does it all lead? Successfully completed, the supplier selection process should yield five quantitative deliverables that all combine to deliver predictably superior customer service performance:

* Written long-term supply contracts outlining key terms, conditions and required performance levels
* Supplier integration program including adoption of buyer-based lean tools upstream to the supplier (e.g. DDOP)
* Mutual buyer-supplier multi-year total delivered cost reduction responsibility program
* Creation of a buyer-supplier integration value stream map governing the relationship
* Targeted “both sides of the fence” kaizen events focusing on process waste removal, performance enhancements and service level improvements

Lean mandates waste-free operations, and suppliers cannot be exempted. The choice of the Lean buyer is a simple one; either you can create an environment grounded on the translation of Lean disciplines upstream to the supplier community, or you can hope for the best with in-the-four-walls Lean applications.

Lean Distribution Operations: Cost Center Design or Profit Center Enablement?

Long consigned to the role of cost center in the overall supply chain production, distribution operations are one of the last vestiges of waste demanding the application of Lean practices and disciplines. More often than not, warehousing practices and distribution operations (including product staging, transportation and inventory deployment algorithms) suffer from a number of ailments fatal to Lean customer service performance:

* One-size-fits-all distribution formulas default to single-mode service capabilities
* Distribution operations are not synchronized with customer or production pull
* Space management increasingly monopolizes supply chain planning regimens
* Physical asset network growth (e.g. warehousing) increases cost and complexity
* Lean concepts are often confined purely to manufacturing and are not deemed “of value” to the distribution function

In order to avoid these service and margin-reducing impacts, progressive manufacturers are encouraged to deploy Lean concepts, disciplines and practices to the logistics and distribution arena in order to avoid the “manufacturing only” Lean journey trap. Although the deployment of key Lean tools and practices inevitably vary from manufacturer to manufacturer, the core requirements remain the same: Manufacturing TAKT time must coordinate with distribution center operations in order to successfully align with end-customer pull:

In the Lean distribution center environment, forward-thinking (and waste-free) manufacturers are able to achieve superior customer service performance via a number of highly focused Lean transformation programs including:

(A) Global TAKT Time Establishment: Relying on the inputs of DDOP, organizations can generate global TAKT times that effectively synchronize non-manufacturing supply chain components including distribution center materials flows, warehousing picking & stacking regimens, transportation activities coordination and staffing profiles based on end-customer demand.

(B) Lean Transloading Capabilities: Based on a highly integrated flow model, Lean disciplines can enable organizations (through the extension of DDOP principles into the distribution environment) to execute effective transloading programs whereby entire containers (or truckloads) can be pre-planned at the time of origination for loading architecture, unloading timing & resource requirements and transfer to full-container delivery to the end customer synchronized to fact-based demand signals.

(C) Lean Toolkit Integration: Heijunka board scheduling, Kanban materials flow management and visual management concepts are all hallmarks of an effective, waste-free Lean environment. Distribution centers are no different; each Lean tool can be effectively implemented to control distribution center daily operations, throughput, picking logic and staffing planning.

In order to avoid these service and margin-reducing impacts, progressive manufacturers are encouraged to deploy Lean concepts, disciplines and practices to the logistics and distribution arena in order to avoid the “manufacturing only” Lean journey trap. Although the deployment of key Lean tools and practices inevitably vary from manufacturer to manufacturer, the core requirements remain the same: Manufacturing TAKT time must coordinate with distribution center operations in order to successfully align with end-customer pull:

As an example, organizations can reap substantial benefits just by altering the picking and staging profiles of their DC’s through the use of basic Lean techniques:

Where does it all lead? Through the elimination of intra-DC waste via the application of basic Lean disciplines, one-size distribution models are cast aside as customer-specific or product family-specific service models are created within any given DC. Known as the “warehouse within a warehouse” model, the elimination of the one-size constraint permits the segregation of each DC into zones governed by customer requirements and pick complexity. With DDOP principles driving customer-centric (or product family-centric) service performance, once-complex DC’s are transformed into intra-connected sectors catering to the service level requirements of each strategic customer or family.

You can decide. Your DC’s can dictate service level performance for all of your customers, or Lean disciplines can transform your distribution operations into segmented service delivery engines focused on strategic customer service management and higher-margin growth.

The Lean Performance Advantage

Lean disciplines, without question, promote the elimination of waste for lower-cost, predictable customer service performance. Through the application of Lean supply chain practices and policies, progressive manufacturers have an opportunity to achieve a number of quantifiable benefits as a result of a comprehensive Lean supply chain improvement program:

* Align the organization with Lean suppliers further maximizing waste elimination
* Transform DC operations into customer-centric performance and margin drivers
* Translate fact-based demand into an appropriate capacity deployment plan that optimizes both service performance and margin capture

By undertaking a comprehensive Lean manufacturing, supplier development and supply chain transformation program, progressive manufacturing organizations can reap a number of benefits across multiple functions including:

Lean supply chains. They can be discovered, they can be enhanced, and they can become drivers of superior customer service performance and increased margin capture. For organizations willing to extend their Lean journeys beyond the four walls of manufacturing, Lean supply chain programs are the next logical step.

Books

	Accounting for World Class Operations by Jerry Solomon & Rosemary Fullerton
	Creating Level Pull by Art Smalley
	Getting the Right Things Done by Pascal Dennis
	Implementing World Class Manufacturing, 2nd Edition by Larry Rubich and Mattie Watson
	The Lean Design Guidebook by Ronald Mascitelli

Training Presentations

• Lean Overview
• Lean Enterprise / Lean Manufacturing Assessment
• 3P Production Preparation Process
• 5S Workplace Organization
• Jidoka
• Kaizen
• Value Streams
• Visual Factory
• Pull - Just in Time
• Quick Changeover / SMED
• Cellular Manufacturing
• Standard Work
• TWI Training Within Industry
• TOC Theory of Constraints
• Total Productive Maintenance
• Lean Office
• Lean Accounting
• Lean Design
• Lean Project Management
• Lean Sales & Marketing
• Lean Supply Chain
• Hoshing Planning
• SPC Statistical Process Control
• Root Cause Analysis
• Six Sigma
• FMEA Failure Modes & Effects Analysis
• ISO 9001
• Mistake Proofing - Poka Yoke
• Balanced Scorecard
• Design for Lean & Six Sigma
• Cost Accounting
• Capital Budgeting
• Competitive Intelligence
• Knowledge Management
• Job Design
• Outsourcing Strategy
• Supply Chain Strategy
• Strategic Management
• Project Management

Tools

• Lean Enterprise / Lean Manufacturing Assessment

There are over 500 forms, procedure templates, and other tools in the Member's Toolbox. The following is a partial list.

Finance Toolkit
Average Cost of Capital Calculator
Buyout Evaluation
Capital Budgeting Spreadsheet
Capital Structure Spreadsheet
Cash Flow Matrix
Cash Flow Model
Cash Gap Calculator
Cash Sensitivity Calculator
Comparable Performance Spreadsheet
Cost of Debt Calculator
Effective Rates Calculator
Financial Forecasting Model
Financial Projections Model
Free Cash Calculator
Inventory Policy Spreadsheet
IPO Timeline
Leverage Effects Calculator
Limited Buyout Valuation
Lockbox Location Strategy
NPV & IRR Calculator
Proforma Financial Example
Ratio Analysis Calculators
Synergy Measure
Time Value of Money Calculator
Valuation Model
Working Capital Calculator

Quality Toolkit
CAPA Procedure
Change Control Process
Control of Documents
Control of Non-Conforming Product (flowcharted)
Control of Records
Corrective & Preventive Action (Flowchartted)
Corrective Action Procedure
Discrepant Material Report Procedure
Document Control Procedure - 2
External Document Control
First Article Approval Procedure
First Article Inspection Procedure
Incoming Inspection (Flowchartted)
Inspection Procedure
Inspection Test Status Procedure
Internal Audit Procedure
Internal Audits Procedure - 2
Internal Corrective Action Request
Preventive Action Procedure
Product Traceability Procedure
Quality Audit Procedure
Quality Manual (ISO-9001 2000)
Quality Manual (Medical)
Statistical Process Control Procedure
Supplier Qualification Procedure
Supplier Qualification Procedure - 2
Supplier Qualification Procedure - 3
CAPA Form
Implementing ISO-9001:2000 for the first time
Introduction to SPC
ISO Demystified
NPI Material Movement and Inspection
Quality System Waiver Procedure
Quality System Waiver
Non-Conforming Material Report Form
Supplier Qualification Record
Control of Non-Conforming Product
Control of Records (visio)
Training Procedure
Supplier Monitoring Process #2
First Article Inspection Form
Certificate of Compliance
Workmanship Standard - Soldering
Calibration Process
Manufacturing QA Process
Non-Conforming Material Report Form
Corrective and Preventive Action Request
Statistical Process Control Procedure
ISO 9001:2000 Presentation

Materials Toolkit
Export Guidelines
Handling and Storage Procedure
Manufacturing Routings
Material Review Board - 2
Material Review Board Procedure (flowchartted)
Material Traceability Procedure
Procurement Procedure
Product Traceability Procedure
Production Planning Procedure 1
Purchasing Procedure
Purchasing Process (Flowchartted)
Receiving and Shipping Procedure
Receiving Procedure
Receiving Procedure (Flowchartted)
Repair Sales Order Tracking
Safety Controlled Part Procedure
Shipping Process (Flowchartted)
Sub Contract Design Procedure
Sub Contract Work Orders Procedure
Supplier Bid Acceptance
Supplier Corrective Action Request
Supplier Qualification Procedure
Supplier Qualification Procedure - 2
Supplier Qualification Procedure - 3
Traffic Procedure
Waste Manifest
Cost Reduction Atlas
Cost Reduction Fishbone
Cost Reduction Tracking Sheet
Economic Order Quantity Worksheet
Material Move Ticket
Material Substitution Request
Request to Outsource
Supplier Application
Supplier Qualification Record
Supply Request Form
Control of Non-Conforming Product
Production Planning Procedure 2
Cell Capacity Planning Worksheet
Capacity Model Worksheet
MRP Numbering Format Procedure
Exempt Use Certificate (Resale)
Supplier Questionnaire
Supplier Monitoring Process #2
Certificate of Compliance
Servicing of Customer Product
Materials ID, Traceability and Handling Procedure
Customer Owned Property Log

HR Toolkit
90 Day Review Form
Annual Review Form
Ergonomics Training
Leadership Training
Office Safety Training
HR Policy
Performance Review Procedure
Personnel Guidelines for Supervisors
Training Procedure
Writing Job Descriptions
OSHA Injury and Illness Forms
Employee Review Input Form
Ergonomics Assessment Form
Leader Selection Worksheet
Leadership Continuum Chart
OSHA Recordkeeping Requirements
Telephone Etiquette
Rules of Communication
Performance Based Wage Worksheet
Succession Planning Worksheet
Team Survey Worksheet
Gain Sharing Worksheet
Training Procedure
Ergonomic Program
Early Return to Work Program (Worker's Comp)
First Aid Report
Ergonomic Program
Office Ergonomics Evaluation Form

Safety Toolkit
Basic Safety Training
Confined Space Training
Chemical Shipping Training
Ergonomics Training
Electrical Safety Training
Effective Safety Training
Hazard Communication Training
Kaizen Training
Leadership Training
Lean Enterprise Training
Lockout / Tagout Training
Machine Guarding Training
Office Safety Training
One Piece Flow Presentation
OSHA Recordkeeping Highlights
OSHA Recordkeeping Presentation
Product Safety Compliance
Safety Controlled Part Procedure
Chemical Safety
Electrical Safety Program
Emergency Response Plan
Evacuation Program -2
Forklift Daily Check
Hazard Communication Procedure
Injury Illness Prevention Program
Laser Safety Program
Lift Truck Safety Program
Lockout Audit Form
Lockout Tagout Program - 2
OSHA Injury and Illness Forms
Personal Protective Equipment Procedure
Report of Unsafe Condition
Safety Inspection Worksheet
Six Sigma in Safety Metrics
Waste Manifest
Ergonomics Assessment Form
OSHA Recordkeeping Requirements
Chemical Safety Procedure
Electrical Safety Procedure
Emergency Response Plan
Ergonomic Program
Safety Inspection Checklist
Lockout-Tagout Program
First Aid Report
Confined Space Program
Confined Space Access Permit
Asbestos Operations and Maintenance Program
Chemical Safety (incl. Chem. Hygiene Plan)
Bloodborne Pathogens
Chemical Spill Response
Confined Space Program
Construction Safety
Electrical Safety Program (with checklists)
General Electrical Safety
Emergency Eyewashes and Deluge Showers
Ergonomic Program
General Fire/Life Safety
Fume Hood Certification
Hazardous Waste Disposal
Hearing Safety Program
Industrial, Maintenance and Construction Safety
Laser Safety Program
Lead Hazard Control Program
Machine Shop Safety Program
Machine Shop Checklist
Personal Protective Clothing
Pesticide Safety
Regulated Medical Waste
Respiratory Protection Program
Respiratory Protection Program
Safety Requirements for Contractors and Subcontractors
General Shop Safety
General Vehicle Safety
General Office Safety
General Safety
Personal Protective Equipment
Office Ergonomics Evaluation Form
Evacuation Program
First Aid Policy

Procedures Toolkit
Calibration Procedure
Calibration Procedure (2)
CAPA Procedure
Change Control Process
Contract Review
Control of Customer Property (Flowchartted)
Control of Documents
Control of Non-Conforming Product (flowcharted)
Control of Records
Corrective & Preventive Action (Flowchartted)
Corrective Action Procedure
Custom Products Contract Review
Customer Contract Acceptance
Customer Order Acceptance
Customer Service Call Handling
Customer Training Procedure
Data and Documentation Security (Flowchartted)
Design Process Procedure
Design Quality Plans
Design Review Handbook
Design Reviews Procedure
Design Standards Procedure
Discrepant Material Report Procedure
Document Control Procedure - 2
Drafting Standards Procedure
ECN Procedure
Electrical Design Standards Procedure
Engineering Change Orders Procedure
Engineering Notebook Procedure w/ Invention Disclosure Form
ESD Procedure
Export Guidelines
External Document Control
Financial and Accounting Policies
Firmware Vaulting
First Article Approval Procedure
First Article Inspection Procedure
Foreign Visitors Procedure
Handling and Storage Procedure
HR Policy
Incoming Inspection (Flowchartted)
Inspection Procedure
Inspection Test Status Procedure
Interchangeability Rules and Document Control
Internal Audit Procedure
Internal Audits Procedure - 2
Internal Corrective Action Request
Lean and Agile Enterprise Guideline
Manufacturing Routings
Material Review Board - 2
Material Review Board Procedure (flowchartted)
Material Traceability Procedure
Mechanical Design Standards Procedure
New Production Introduction Process
NPI Document & Data Control
On Site Field Service Procedure
Optical Design Standards Procedure
Part Numbering & Configuration
Performance Review Procedure
Personnel Guidelines for Supervisors
Planning BOM Management
Preventive Action Procedure
Price List Control
Process Control Procedure
Procurement Procedure
Product Calibration Procedure
Product Development Process
Product Safety Compliance
Product Traceability Procedure
Production Planning Procedure 1
Production Stop Procedure
Proposal, Order, Invoicing
Purchasing Procedure
Purchasing Process (Flowchartted)
Quality Audit Procedure
Quality Manual (ISO-9001 2000)
Quality Manual (Medical)
Receiving and Shipping Procedure
Receiving Procedure
Receiving Procedure (Flowchartted)
Repair Sales Order Tracking
Safety Controlled Part Procedure
Service Parts Pricing Procedure
Servicing of Customer Equipment
Shipping Process (Flowchartted)
Software Configuration Management
Software Control System Procedure
Software Vaulting and Retrieval
Statistical Process Control Procedure
Sub Contract Design Procedure
Sub Contract Work Orders Procedure
Supplier Bid Acceptance
Supplier Corrective Action Request
Supplier Qualification Procedure
Supplier Qualification Procedure - 2
Supplier Qualification Procedure - 3
Traffic Procedure
Training Procedure
Travel & Expense Policy
Travel Expense Policy
Visual Basic Coding Standards
Visual C++ Coding Standards
Work Instructions and Forms Control
Workmanship Standards
Writing Job Descriptions
Production Planning Procedure 2
Control of Records (visio)
Training Procedure
Preventative Maintenance Process
Chemical Safety Procedure
Electrical Safety Procedure
Ermergency Response Plan
Ergonomic Program
Safety Inspection Checklist
Lockout-Tagout Procedure
5-S Process
MRP Numbering Format Procedure
Supplier Monitoring Process #2
Servicing of Customer Product
Workmanship Standard - Soldering
Materials ID, Traceability and Handling Procedure
Calibration Process
Manufacturing QA Process
Statistical Process Control Procedure
Early Return to Work Program (Worker's Comp)
Confined Space Program
Chemical Spill Response
Laser Safety Program
Safety Requirements for Contractors and Subcontractors
General Shop Safety
General Office Safety
General Safety
Evacuation Program
NPI Process Procedure

Engineering Toolkit
Design Process Procedure
Design Quality Plans
Design Review Handbook
Design Reviews Procedure
Design Standards Procedure
Drafting Standards Procedure
ECN Procedure
Electrical Design Standards Procedure
Engineering Change Orders Procedure
Engineering Notebook Procedure w/ Invention Disclosure Form
Firmware Vaulting
Interchangeability Rules and Document Control
Mechanical Design Standards Procedure
New Production Introduction Process
NPI Document & Data Control
Optical Design Standards Procedure
Planning BOM Management
Product Development Process
Software Configuration Management
Software Control System Procedure
Software Vaulting and Retrieval
Sub Contract Design Procedure
Visual Basic Coding Standards
Visual C++ Coding Standards
Design Review Template
DFMA Analysis Worksheet
Engineering Work Request Form
NPI Material Movement and Inspection
Phase Checkoff Form
Risk Probability Analysis Example
Beam Profile Calculator
NPI Process Procedure
NPI -Gate Deliverables Form

Marketing Toolkit
Contract Review
Custom Products Contract Review
Customer Contract Acceptance
Customer Order Acceptance
Customer Service Call Handling
Customer Training Procedure
On Site Field Service Procedure
Price List Control
Proposal, Order, Invoicing
Service Parts Pricing Procedure
Servicing of Customer Equipment
Professional Services Agreement
Proposal and Quotation
Non-Disclosure Agreement
Product Sales Release Form

Six Sigma Toolkit
Cause-Effect Matrix
Control Plan
Critical to Quality Characteristics
Data Collection Plan
Design FMEA Template
Detection Matrix
DOE 2x2 Design
DOE 2x3 Design
DPMO Calculator
DPMO - Sigma - CpK Conversion
Failure Occurence Matrix
Failure Severity Matrix
Fishbone Diagram
Five Forces Model Analysis
FMEA Information
Function Deployment Matrix
Gage Control Plan
Economic Order Quantity Worksheet
House of Quality Form
PPM Calculator
Process Analysis Worksheet
Process Output Variable Capability Sheet
Process-Product FMEA Form
Project Action Plan
Risk Assessment Form
Rolled Throughput Yield Calculator
Root Cause Analysis Timeline
Root Cause Brainstorm Form
Sigma Level Calculator
SIPOC Worksheet
Sigma PM Plan
Six Sigma Process Control Plan
Six Sigma Project Template
Six Sigma Project Timeline
Solution Evaluation Form
X-Y Measure Relationships
Z Table

ESD Toolkit
ESD Control Program for Protection of Electrical and Electronic Parts, Assemblies, and Equipment
ESD Control Handbook for Protection of Electrical and Electronic Parts, Assemblies, and Equipment
Workstation, ESD Control
Marking for Shipment and Storage
Protection of Electrical and Electronic Parts, Assemblies and Equipment
Requirements for Wrist Strap, Electrostatic Discharge
ESD Control Program
Reporting Results of ESD Sensitivity Tests
Handling Procedures for ESD Sensitive Items
Monthly ESD Checklist
Introduction ESD Control Program
ESD Standards and Specifications
Conducting ESD Audits
Controlling ESD in Flooring
ESD Basics
ESD Facility Survey
ESD Glossary
ESD Overview
ESD Protected Area
Graphics Folder

Biosafety Toolkit
Chemical Safety Checklist
Biosafety Level 2 Safety Checklist
Biosafety Level 3 Safety Checklist
Biological and Radiological Safety Checklist
Bloodborne Pathogens Exposure Incident Report
Biological Spill Inside Biological Safety Cabinet
Biological Spill Inside Lab and Outside Biological Safety Cabinet
Biological Spill Outside Lab, During Transportation
Biological Spill Inside Centrifuge
Spill of Corrosive Materials
Spill of Flammable Solvents
Spill of Toxic Material
First Aid Report
Hazardous Materials Exposure Report
Hazardous Waste Label (sample)
Regulated Waste Management Tree
Radioactive Nonreportable Spill
Radioactive Reportable Minor Spill
Radioactive Reportable Major Spill
Shipper's Declaration (sample)
Training Documentation Form
Biosafety for Laboratory Workers
Chemical Spill
Hazardous Waste
Pesticide Safety
Regulated Medical Waste

Videos

• Life in a Workcell
• Batchin'
• What is Lean?
• The Lean System
• 5S Workplace Organization
• Visual Controls
• Lean Accounting
• Quick and Easy Kaizen
• Human Side of Manufacturing
• Shigeo Shingo