Company Confidential

1
E-Z-GO Shingo Prize Case Study
Westy Bowen
Vice President of Quality and Six Sigma
October 15, 2009

E-Z-GOs Beginning State
A plaque outside the E-Z-GO weld shop shows the transformation of the facility and
commemorates the shops embarking on a journey of continuous improvement.
It reads, In 2007 the weld-shop team began a journey of continuous improvement.
This ongoing journey will transform the shop into a benchmark of premier fabrication
performance. This spot has intentionally been left unimproved, not as a look
backward, but as a constant reminder of the importance of moving forward.
History of Autocratic
Leadership
Top down - do as you are told
Firefighting Heroes
2001 Strategy to Outsource
Dungeon Facilities
Aging Equipment
State of the Business
E-Z-GO was Losing Market Share and Less Profitable
than Main Competitor in an Oligopoly Market
1999 2000 2001 2002 2003 2004 2005 2006 2007F
Brand X Sales E-Z-GO Sales
1999 2000 2001 2002 2003 2004 2005 2006 2007F
Brand X NOP E-Z-GO NOP
Textron Vision
To be the premier multi-industry company recognized for
our network of powerful brands, world-class enterprise
processes and talented people
E-Z-GO Mission
To be the premier provider of light transportation vehicles
achieving global recognition as the benchmark for
customer satisfaction and financial results
E-Z-GO Values Statement
To fulfill these goals, E-Z-GO will exemplify
Textrons values of integrity, trust, respect and the pursuit
of excellence which will enable us to become the employer
of choice in the industry
Strategic Direction: Premier
What is the Enterprise Shingo Prize?
Shingo Prize for Operational Excellence:
Established 1988;
Enterprise Level Prize Established 2008
Shingo Prize for Operational Excellence is named for
Japanese industrial engineer Shigeo Shingo
Business Week stated that the Shingo Prize is the
Nobel prize of manufacturing
The Shingo Model Provides Engine for Lean
Transformation
E-Z-GO Shingo Prize Video
Textron Business System Assessment
Section 1:
Cultural
Enablers
(20%)
Section 2:
Business
Operating
System
(45%)
Section 3:
Enterprise
Thinking
(10%)
Section 4: Business
Results
(25%)
1.1 Leadership
and Ethics
1.2 People
Development
1.3 Empowerment
and Involvement
1.4 Environmental,
Health & Safety
2.1 Business
Management and Lean
Principles
2.2 Customer
Management
2.3 Product/Service
Development
2.4 Operations
2.5 Supply
Management

3.1 Lean
Enterprise Culture
3.2 Policy
Deployment

4.1 People
Development
4.2 Quality
4.3 Delivery
4.4 Cost
4.5 Financial Impact
4.6 Competitive
Impact
TBSA Aligned with Shingo Prize Criteria
Goal set in 2004: Shingo Gold in 08
Leadership Right People in Right Place
100% Turnover in Sr. Leadership Team (2002-2004)
Vision Established for Operational Excellence
Textron Challenge to Go for Gold
Textron Business System Assessment
Accelerator Pilot
Developed Roadmap
Lean Maturity Roadmap
Action Plans for Manufacturing and Functional Areas

Key is to Just Get Started and Include Everyone
Implementation Evolution
2004-2005: Cell Improvement
Single Point Kaizen Events
Big Impact Kaizen Events
2005-2007: Value Stream Improvement
Material Flow; Process Flow
Information Flow; Communication
Cultures, Mindsets and Behaviors (CMB)
2007-2008: Business Level Improvements
Goal Deployment (GDP/Hoshin)
Performance Management
Project Leader Name M
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Project 1 Hegel
Eliminate schedule dispersion and
create pull process from Pedal Box
(accelerator only) Back Shops
John
Thomann
Debbie
Burton,
Tommy
Garner Ann Tate
Barry
Lenart Lori Daly
Mary
Hampton,
Barry
Austin
Rick
Schieberl,
(1) TBD TBD
Project 2 Stern Powertrain Rebalance/Layout/5S TBD
Ricky
Criss
James
Gonella
Raju
Janardhan
Kim
Schleiff
Spanky,
Marvin
(Lee)
Sims
John
Whitehea
d
Donna
Glascock,
Shane
Holley,
Reco Grant
Project 3 Corradino
Feasibility study of moving line
over to Bldg 3
Gary
Toole
Don
Bingham Janie Burnsed
Russell
Watts
Herbert
Fryer
TBD
(Backshop)
(Least 2)
Steve
Franks;
David
Jones
Project 4 Kendinger Develop Material Plan for MPT line
Jeff
Wall
Krystal
Mottel
John
Schmidt
Jason
Muterspaugh
Orlando
Mays
Mike
Smith
TBD
(Backshop)
(Least 2)
Safety/Maintenance/Operation
Svcs/ Forklift Operator as Floater
with exception of Powertrain
changes. Will need dedicated
Maintenance person involved.
Shingijutsu Led Kaizen Event
Cross Functional Teams
Initial TBSA February 2005
2006 High Level Lean Maturity Road Map
What is an Accelerator ?
How to build:
A lean Operating System
Supporting Infrastructure
Aligned mindset and capabilities
Skilled practitioners
Team of ~ 20 full-time; 10 part-time
Proven in multiple environments
Standard, but tailored to a specific
situation
On what matters most, as
identified by the TBSA
Relevant
knowledge
Skilled
people
Proven
process
Focus
Reach out
continuous
improvement
mindset
2-5x faster
A proven process to achieve customer satisfaction, operational and
financial improvement in a significantly accelerated sustainable way

A capability engine that builds the skills of management, supervisors and
front line workers so they will be able to drive continuous improvement
Accelerator Composed of 4 Teams
Process Flow
Physical Layout; Line Balancing
Material Flow
Line Side Inventory; Warehouse Mgt.
Right Part at Right Place at Right Time
Information Flow
Systems (MIS); MRP; Production Control
Cultures/Mindsets/Behaviors
Operator Involvement; Training

Order of Physical Activity and Changes
Reverse Order of Impact to Sustain Improvements

Meeting Cadence
Working
teams
update
Content of meeting
Impact
review with
ALT
Staff
updates
Required
participation Frequency Duration
Accomplishments of day
Progress Value Stream. plan
milestones
All Team Leaders
Full time team
members & Process
Owners (as often
as possible)
Daily at
4:30
30 min
Impact and Progress
Future milestones
Countermeasures
Weekly 4-Blocker Review
ALT members
Project Manager
All Process Owners
Weekly on
Thursdays
at 1PM
60 min
Impact to date
Barriers/roadblocks
Roll-out plan to other value streams
ELT
Project Manager
Monthly on
specific Staff
meetings
15 min
Impact to date
Lessons learned
Learn from Cessna and Bell
Project Managers Weekly 30 min
Working
teams
update
Content of meeting
Impact
review with
ALT
Staff
updates
Required
participation Frequency Duration
Accomplishments of day
Progress Value Stream. plan
milestones
All Team Leaders
Full time team
members & Process
Owners (as often
as possible)
Daily at
4:30
30 min
Impact and Progress
Future milestones
Countermeasures
Weekly 4-Blocker Review
ALT members
Project Manager
All Process Owners
Weekly on
Thursdays
at 1PM
60 min
Impact to date
Barriers/roadblocks
Roll-out plan to other value streams
ELT
Project Manager
Monthly on
specific Staff
meetings
15 min
Impact to date
Lessons learned
Learn from Cessna and Bell
Project Managers Weekly 30 min

Daily, weekly, monthly touch points Established

Current State Value Stream Map
30% productivity loss
Due to imbalanced line
70% of FTQ issues are
From material shortage issues
50% of parts have a lead time
Greater than the order visibility; parts
are ordered from forecast
Excess inventory
in the yard
Future State Value Stream Map
Customer
Ship
Assembly
(Paced)
Custom Cars
SMRs
Include Reconfigs
OE with
TFC Tie
SIOP
Scheduling
MPS, Traffic,
Sales, Load Seq
MRP
Suppliers
Receiving
Internal
Fabrication
Cars
Accy
Internal
& Purchased
Internal
Common
Parts
Drop-off
Warehouse
E-Z-GO
3PL

RBW

Trailers
Raw Materials
FIFO
ECR/ECN
FIFO
Crate Cars
Line balanced across
models
Order and forecasting
Closely linked
Standard work
For incoming
Material flow
Match orders with
FG inventory
Themes
Impact
FTQ
Inventory
accuracy
High impact
Med impact
Visual management
Practical problem solving
Strong performance dialogs
Shared leadership vision
Leadership standard work

Culture, Mind-
sets, Behaviors
Performance
management
Process flow
Low impact
Production scheduling automated and streamlined
Orders and quotations integrated material
Effective control procedures that ensure accurate inventory parameters
Information
Flow
Balance line to takt and build capability
Redesign line layout
Design and document safer, more ergonomic and more efficient operations
Execution of PFEP across all MML parts
Improvement of material flow via sequencing
Standard work for all conveyance and material management
Material flow
Keys to driving
sustained impact
across Mixed
Model value
stream and E-Z-
GO
Productivity
Design Principles - Metrics
Future state manning
requirements are
~30% less:
Total work content per
2+2G* = 2 hr 15 min
Cars per day = 85
Work content per day
= 191 hr 15 min
Number of operators
required** = 21
(current = 31)
Some stations very close or over takt (when
walking time included) limiting production
capacity and causing waiting elsewhere
Red = walking
Orange = sub-assemblies
Yellow = variation
Green/blue = 2+2G work elements
On average, station cycle time is
30% lower than takt to meet 85
vehicles/day there is significant
opportunity to rebalance to fewer
stations Takt = 85
vehicles/day
Process Flow: Manage to Takt
Business Level Metrics Cascaded throughout
Organization
Safety, Quality, Delivery, Cost (SQDC)
COUNTER MEASURES COUNTER MEASURES COUNTER MEASURES COUNTER MEASURES
ISSUE ACTION WHO DUE STATUS ISSUE ACTION WHO DUE STATUS ISSUE ACTION WHO DUE STATUS ISSUE (P/N) ACTION WHO DUE STATUS
# of Safety/Ergo Improvements Implemented TSS Survey Results # Projects Closed $ Cash Improvement

DELIVERY
Key Performance Indicators - Textron Six Sigma
Close TSS Projects that generate Cash $ (reduced inventory, used cars,
receivables; increase NOP)
Number of distinct safety and ergonomic improvements implemented in all
Black Belt and Green Belt projects closed during the month
Satisfaction Survey of overall experience with TSS from participants
(Process Owners, Champions, Team members) on BB project. Number of Green Belt and Black Belt projects closed during the month
COST/ PRODUCTIVITY 5s / SAFETY QUALITY
0
1
2
3
4
5
6
7
8
9
10
0
1
2
3
4
5
6
7
0
2
4
6
8
10
12
14
16
18
20
0.0
100,000.0
200,000.0
300,000.0
400,000.0
500,000.0
0
200
400
600
800
1,000
1,200
1,400
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J F M A M J S A J O N D J F M A M J S A J O N D J F M A M J S A J O N D J F M A M J S A J O N D
Monthly Objective Achived
Montlhy Objective Not Achived
Monthly Objective Achived
Montlhy Objective Not Achived
Monthly Objective Achived
Montlhy Objective Not Achived
Monthly Objective Achived
Montlhy Objective Not Achived
Monthly Objective Montlhy Actual Monthly Objective Montlhy Actual Monthly Objective Montlhy Actual Monthly Objective Montlhy Actual
S
0
50
100
150
200
250
300
350
400
450
500
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Monthly Objective Montlhy Actual
Material Flow: Sequence Center to Assembly
Page: 1 of 1
Process
- REASON (Why) -
Control Block
Past Dues
Operation/Op. No. Buyer Planner
Process/Part Name: Buyer Planner Process
Notifies system of which parts orders to capture in
the past due report print out
SEQ - STEP (What) -
2
On Option line of main screen, Type in
the part number, buyer number, the
warehouse, and the delivery date
Only Fill in the "To" column for the warehouse and
delivery date (the next business working day). See
AS-400 "Screen Shot" #2 above
SYM - KEY POINT (How) -
To generate a past due report for review
Used to notify suppliers of past due items and get an
update on action to remedy the situation
3 Type "F-8" to update See AS-400 "Screen Shot" #3 above
Issues to consider:
1) Supplier transit time
2) Assembly line loading time (normally 24 hrs
prior)
Send e-mail or call applicable supplier
to determine shipping schedule

4
To allow you to start process & review Past Due
Order Actions
1
Log onto the 36/PMR session on AS400
system.
User ID and Password required on AS 400 system
(See Item #1)
A Textron Company

1
2 3
Improvements Made
Short-Term MPS Tool
Expanded MRP visibility to
configured quotes
Reduced PAR volume
SIOP impact tool for what-
if analysis
Standard work for
Buyer/Planners
Standard work for Change
Notice Implementations
Piloting A2 Kanban process
for windshields
Information Flow: Scheduling
The work has been very hard but
in the end has been very
rewarding.
We know that there are still some
things that need to be checked
and worked out
You can move
around the areas
a lot easier
With the new way
the line moves, it
give me more time
to get done what I
need to do
Parts are
stocked up all of
the time now
Now we run by
the schedule,
unless we
happen to be
out of a
particular part
Now it is not as
cluttered and
things are well
organized, so
we have plenty
of room
Before the changes on the assembly many
people were weary of it and didnt think
actually that it would work.
So far it has worked out extremely well.
I think the process has been beneficial to
everyone on the line as well as to E-Z-GO.
Parts
presentation
is a MAJOR
change
The big difference
I see is how the
line runs now it
looks like the line
is running slower
Communication
boards help us
know what is
going on and what
we have to face
for the day
Now it is a lot
SAFER to
work
CMB Team: Employee Engagement
Cultures Mindsets and Behaviors
Most Important Link
Begin to See Shift in Lean Capabilities


John Ward Lean Team Video
Evolution to Business Level Improvement
Goal Deployment Process (Hoshin Planning)
Targets to Improve (TTIs)
Key Process Improvement Metrics (KPIVs)
Rigorous Reviews with Countermeasures

l Operations - Key Operational Improvements
l l l
2L l m l m m l
l Growth - Develop and Execute Growth Agenda
l 2L m u m m m m m l m
l Customer - Develop and Execute Action Plans
l l l 2L l u l m
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l l World Class Customer Satisfaction
l l Engaged Employees u
l l Achieve Shingo Prize for Enterprise Level l
l l Grow Business m Enabling Resource
Action Plan Owner
Primary IP Owner
Top Level
Priorities/Actions
2009 Annual
Premier Objectives
4 Year Premier
Objectives
Targets to
Improve
KPI Owner 2008 JOP
2009 YTD
ACT
JUN JUL AUG SEP OCT NOV DEC Full Year
Talent
0.90 KPI Stretch 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90
1.35 Act. / Fore. 1.15 1.26 1.09 0.97 0.99 0.90 0.85 0.85
30.1% KPI Stretch 30.1% 30.1% 30.1% 30.1% 30.1% 30.1% 30.1% 30.1%
32.6% Act. / Fore. 32.6% 32.6% 32.6% 32.6% 32.6% 32.6% 32.6% 32.6%
0.9% KPI Stretch 1.1% 1.2% 1.4% 1.5% 1.7% 1.8% 2.0% 2.0%
0.6% Act. / Fore. 0.6% 0.6% 0.6% 0.6% 0.6% 0.6% 0.6% 0.6%
Cash
11,375 $ KPI Stretch 11,325 $ 11,275 $ 11,225 $ 11,175 $ 11,125 $ 11,075 $ 11,075 $ 11,075 $
$10,754 Act. / Fore. $11,200 $10,600 $10,200 $9,800 $9,500 $9,000 $9,000 9,000 $
9,188 $ KPI Stretch 8,267 $ 7,992 $ 8,128 $ 8,324 $ 8,332 $ 8,002 $ 7,786 $ 7,786 $
$8,118 Act. / Fore. $7,500 $9,300 $8,726 $8,274 $8,786 $8,823 $7,586 7,586 $
2,400 $ KPI Stretch 2,600 $ 2,600 $ 2,100 $ 2,000 $ 1,900 $ 1,800 $ 1,700 $ 1,700 $
2,521 $ Act. / Fore. 1,715 $ 1,635 $ 1,555 $ 1,475 $ 1,395 $ 1,315 $ 1,300 $ 1,300 $
1,629 KPI Stretch 233 300 638 500 700 700 700 5,400
1,865 Act. / Fore. 233 225 130 403 306 419 460 4,041
2,399 $ KPI Stretch 2,356 $ 2,313 $ 2,269 $ 2,226 $ 2,183 $ 2,139 $ 2,096 $ 2,096 $
7,135 $ Act. / Fore. 3,584 $ 4,244 $ 4,803 $ 5,103 $ 7,003 $ 4,149 $ 2,095 $ 2,095 $
23,809 KPI Stretch 5,753 3,060 5,451 5,559 8,502 5,858 4,677 65,223
24,139 Act. / Fore. 5,004 3,060 5,451 5,559 8,502 5,858 4,677 62,250
8,396 KPI Stretch 1,599 1,679 2,162 1,819 2,349 1,981 1,453 24,700
8,038 Act. / Fore. 2,000 1,679 2,162 1,835 2,535 1,981 1,453 21,683
19,205 KPI Stretch 6,424 6,240 6,240 6,240 6,224 6,214 6,214 63,000
24,113 Act. / Fore. 4,800 5,860 5,860 5,860 5,900 5,900 5,907 64,200
31,930 $ KPI Stretch 30,954 $ 29,853 $ 28,942 $ 27,774 $ 26,952 $ 25,995 $ 25,559 $ 25,559 $
32,225 $ Act. / Fore. 33,255 $ 29,559 $ 28,635 $ 27,972 $ 31,723 $ 31,410 $ 29,759 $ 29,171 $
40,358 $ KPI Stretch 39,450 $ 38,542 $ 37,633 $ 36,725 $ 35,817 $ 34,908 $ 34,000 $ 34,000 $
34,800 $ Act. / Fore. 39,450 $ 38,542 $ 37,633 $ 36,725 $ 35,817 $ 34,908 $ 34,000 $ 34,000 $
5,167 $ KPI Stretch 5,000 $ 4,833 $ 4,667 $ 4,500 $ 4,333 $ 4,167 $ 4,000 $ 4,000 $
4,859 $ Act. / Fore. 3,639 $ 3,840 $ 3,622 $ 3,750 $ 3,421 $ 3,053 $ 2,644 $ 2,644 $
NOP
$56,286 KPI Stretch 10,493 $ 12,346 $ 12,787 $ 12,052 $ 11,503 $ 11,399 $ 7,880 $ 134,748 $
$43,218 Act. / Fore. $9,668 $9,071 $11,589 $9,894 $13,489 $10,486 $7,888 115,302 $
16,622 $ KPI Stretch 3,397 $ 4,921 $ 3,910 $ 2,860 $ 4,749 $ 2,403 $ 1,181 $ 40,043 $
14,357 $ Act. / Fore. 2,792 $ 4,520 $ 4,123 $ 3,758 $ 4,362 $ 2,770 $ 1,177 $ 37,859 $
3,807 $ KPI Stretch 497 $ 693 $ 516 $ 476 $ 525 $ 671 $ 1,071 $ 8,256 $
4,753 $ Act. / Fore. 497 $ 693 $ 516 $ 476 $ 508 $ 577 $ 821 $ 8,842 $
(1,053) $ KPI Stretch 266 $ 931 $ (270) $ (538) $ (505) $ (607) $ 298 $ (1,479) $
(2,511) $ Act. / Fore. 574 $ 1,060 $ (211) $ (904) $ (1,138) $ (184) $ 1,148 $ (2,167) $
9.0 KPI Stretch 9.3 10.7 7.1 7.6 7.5 7.5 7.4 8.4
7.2 Act. / Fore. 9.3 10.7 7.1 7.6 7.5 7.5 7.4 8.4
Process
98% KPI Stretch 98% 98% 98% 98% 98% 98% 98% 98%
98% Act. / Fore. 98% 98% 98% 98% 99% 99% 99% 98%
157 KPI Stretch 147 138 128 119 109 100 90 90
145 Act. / Fore. 147 138 128 119 109 100 90 90
$8.9M
Collins $12.3M
Collins
Moinikunta
$9.3M
$38.8M
141
Specialty SIOP demand forecast accuracy of 95% Miller
Total Net Warranty from $9.3M to $8.3M by 12/31/09 Younger
60,958
Decrease Branch Stock Specialty inv by $1.3M by
12/31/09 ($5.3M to $4M / Units - 1,511 to 1,000)
5.3M
Miller
Miller
Reduce Specialty floorplan from $44.9m to $34m
by 12/31/09 (Units 8,600 to 6,515)
Miller
Decrease Used Car Inventory by $5.8M (to 17,379
units) by 12/31/09 ($1,473 per unit)
Jhant/Miller $2.6M
Decrease Branch Parts Inventory from $2.2M to
$1.7M by 12/31/09
Jhant $2.2M
Sell 5,400 additional used golf cars to fleet channel
by 12/31/09
Jhant 0
Exceed AOP targets for Raw/WIP inventory by
$1.3m by 12/31/09
Reduce Labor Hours Per Vehicle from 8.9 to 8.4 for
2009
Decrease Augusta Finished Goods Inventory from
$2.6M to $2.1 by 12/31/09
Miller
Achieve Used car sales of 63,000 by 12/31/09
(includes used cars to the fleet channel)
Fleet SIOP demand forecast accuracy of 95% Jhant
Decrease Parts inventory by $3.3M by 12/31/09
Achieve AOP Specialty sales of $134.7M
Improve FTQ from 96% to 98% by 12/31//09
Miller
Achieve AOP Parts sales of $40M Kopay
Neely
Safety - Achieve TRIR of .90 by 12/31/09 Johnson
Reduce Regretted Turnover from 4% to 2%by
12/31/09
Improve CR/CN Cycle Time from 141 days to 90
days by 12/31/09
K. Reeves
Sustain Inclusive Workforce at 30.1% by 12/31/09 K. Reeves
Achieve AOP targets for total manufacturing
variances
Draper
Heffline
30.1%
0.69
$3.5M
134.7M
$44.9M
$31M
NA
4.0%
NA
8.9 est
96%
Driving CI Responsibility to Operator
Developed Curriculum and Schedule to Train 80%
Workforce in Lean Techniques
Attend 24 Hours of Training
Complete 2 projects (team or individual) in 12 Month Period
Certify as an E-Z-GO Lean Technician
Promotes Kaizen as Way of Life: Everyone Empowered
Session Course Location Instuctor
Time
allotment in
minutes
Session 1
Material Movement Kanban Simulation Bldg III T/Room Deb Smith/Eric Ethington 110
What is World Class Bldg III Plant Renee Stern 55
Finance Bldg III Plant Jason Alford 55
Session 3 Standard Work Bldg III Plant Rick McCoy / Allen Evans 110
Visual Management Bldg III Plant Scott Seigler 55
Poka Yoke Bldg III Plant Chris Furman 55
Session 5 5S Bldg III Plant Eric Safford 110
Question & Answer with Plant Manager QA T/Room Darryl Heffline 45
Team Building QA T/Room Vito Corradino 65
Session 7 7 Wastes Bldg II plant Jay Johnson/Mike Rouse 110
Quality Bldg II plant Vivek Moinikunta 55
Supply Chain Bldg II plant John Collins 55
Intro to Rack Building Bldg II plant Shawn Flanagan/Marlon Bray 55
Total Productive Maintenance (TPM) Bldg II plant Mark Thrasher 55
Session 10
One Piece Flow (Lego race cars) Lean
Simulation
Bldg I T/Room Goran Rajkovic/Poppie Blue 110
Practical Problem Solving (PPS-5
whys/
Bldg II plant Brad Hanson 55
SQDC - Metrics (Safety, Quality,
Delivery, Cost)
Bldg II plant John Thomann 55
"Jeopardy" Reinforcement Questions This will be conducted in the last
class of the day by all instructors
All Instructors 55
Session 2
Session 4
Session 6
Session 8
Session 11
Session 9
Pay for Performance Metric Driven
Started at Plant Wide Level Quarterly Payout
Currently at Zone Performance Level - Quarterly

240 $
Final Q1 Payout
0
0
40
40
60
100
$
$
$
Quarterly
Payout ($)
Safety
400 $
Potential Q1 Payout
$ 30% 1% Attendance
Team Performance
$ 10%
Achieve TRIR Goal
% Safe
TRIR
$ 10% 7.0 Hrs LHPV
15% 98% Delivery
25% 98% FTQ
Lean
10% 100% AOP NOP Plan
Financial
Performance
Weight Plant Goal Category
240 $
Final Q1 Payout
0
0
40
40
60
100
$
$
$
Quarterly
Payout ($)
Safety
400 $
Potential Q1 Payout
$ 30% 1% Attendance
Team Performance
$ 10%
Achieve TRIR Goal
% Safe
TRIR
$ 10% 7.0 Hrs LHPV
15% 98% Delivery
25% 98% FTQ
Lean
10% 100% AOP NOP Plan
Financial
Performance
Weight Plant Goal Category
Dont be Calling
in Sick.youre
taking money out
of my pocket
Accelerator is Results Driven:
Metric Before After
Operator Load Efficiency 54% 98%
First Time Quality 51% 98%
Inventory Accuracy 82% 97%
Schedule Adherence 62% 95%

Be Patient: Likely to Get Worse Before
Improvement is Realized

What is Next?
Sustain is more important than ever
Continuous improvement is part of everyones job
Other recognition for best in class (Industry Week)
Benchmarking tours
Pushing Continuous Improvement to Suppliers and
Customers
The Journey Continues