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Author: Bell, Matthew, D

Title: Paint Line Efficiency

The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial

completion of the requirements for the

Graduate Degree/ Major: MS Technology Management

Research Adviser: James Keyes, Ph.D.

Submission Term/Year: Spring, 2012

Number of Pages: 48

Style Manual Used: American Psychological Association, 6th

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I attest that the research report is my original work (that any copyrightable materials have been

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laws, rules, and regulations of the U.S. Copyright Office.

My research adviser has approved the content and quality of this paper.

STUDENT:

NAME Matthew Bell DATE: May 10, 2012

ADVISER: (Committee Chair if MS Plan A or EdS Thesis or Field Project/Problem):

NAME Dr. James P. Keyes DATE: May 10, 2012

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Bell, Matthew D. Paint line Efficiency

Abstract

The paint system of Company X was slowing the product flow within the production

system. Due to current line design and the lack of visual measures, current throughput was

limited and current flow was not meeting the needs of the production system. Therefore a

solution needed to be identified in order to effectively lay out the production line and design

visual measures that would allow for increased flow as well as increased efficiency. Through

the use of time studies the line design was changed in a way that would maximize the flow of

products through this cell allowing for greater volumes of products to be shipped. The primary

purpose of this project was to increase the number of products being shipped on a daily basis.

The second was the labor resources that were opened up due to the fact that items will hung on

the line in a more efficient and effective manner. Through freeing up these resources it allowed

for focus on other areas of the production system that were bottle necking.

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Acknowledgments

I would like to thank everyone who guided me through my continued education, because

of them this is possible. I can’t thank my wife, Jennifer enough for her continued support and

patience with me over the course of the paper. I would also like to thank my research advisor,

Dr. James Keyes, for the persistence and guidance through this process.

Thank You.

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Table of Contents

.................................................................................................................................................... Page

Abstract ............................................................................................................................................2

List of Tables ...................................................................................................................................6

List of Figures ..................................................................................................................................7

Chapter I: Introduction ....................................................................................................................8

Statement of the Problem .....................................................................................................8

Purpose of the Study ............................................................................................................9

Assumptions of the Study ....................................................................................................9

Definition of Terms..............................................................................................................9

Limitations of the Study.....................................................................................................10

Summary ............................................................................................................................11

Chapter II: Literature Review ........................................................................................................12

Management Styles ...........................................................................................................13

Effects of Lean Manufacturing .........................................................................................14

Value ......................................................................................................................15

Standardization ......................................................................................................15

Employee Empowerment .......................................................................................15

Toyota Production System .................................................................................................16

Equipment…………………………… ..............................................................................17

Total Quality Management ................................................................................................18

Employee Empowerment ...................................................................................................19

Culture change ...................................................................................................................19

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Summary ............................................................................................................................20

Chapter III: Methodology ..............................................................................................................22

ERP Software .....................................................................................................................22

Data Collection Procedures ................................................................................................25

Methods..................................................................................................................26

Measure ..................................................................................................................27

Quality....................................................................................................................28

Summary ............................................................................................................................29

Chapter IV: Results ........................................................................................................................30

Results of the Define Phase ..............................................................................................30

Results of the Measure Phase ...........................................................................................31

Results of the Analyze Phase ............................................................................................33

Summary ..........................................................................................................................35

Chapter V: Discussion ...................................................................................................................36

Limitations ........................................................................................................................37

Results ..............................................................................................................................38

Recommendations for Further Research ...........................................................................39

Conclusions ......................................................................................................................40

References ......................................................................................................................................42

Appendix A: ...................................................................................................................................44

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List of Tables

Table 1: Inventory List...................................................................................................................35

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List of Figures

Figure 1: ERP System ....................................................................................................................24

Figure 2: Scatter Diagram ..............................................................................................................26

Figure 3: Data Table ......................................................................................................................26

Figure 4: Data Collection Board ....................................................................................................27

Figure 5: Current State Process Map .............................................................................................28

Figure 6: Value Stream Map ..........................................................................................................30

Figure 7: Hour by Hour Board .......................................................................................................32

Figure 8: Finished Product Board ..................................................................................................32

Figure 9: Floor Layout ...................................................................................................................33

Figure 10: Standard Work Documentation ....................................................................................34

Figure 11: Quality Tag ...................................................................................................................36

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Chapter I: Introduction

Company X is a small custom metal fabrication shop that specializes in steel furniture.

Over the past 40 years Company X has remained a sole proprietorship. They have kept their

market share due to the company’s high quality and unique designs. Just as any other company,

Company X has gone through many changes in product mix. Currently, Company X has one

main customer (Customer X) and focuses almost solely on catering to the needs of this

organization. During this time period, Company X has had continued success due to the

substantial growth of Customer X, which is currently Company X’s largest customer. During the

past five years Company X has grown at a rate of 485%. Due to this continued growth, the

production system could not handle the added production. The largest constraint existed within

the paint system.

The prior production system was a batch system, which creates small quantities of

products traveling through the facility. This system allows for items to make it out the door in

less time. Although items can be processed faster it does add cost in the handling process due to

the small quantities of products. The cost of handling the small batch sizes is proportional to the

batch sizes. The constant product change puts extreme pressure on the paint system, which has

the task of painting the products but also washing and hanging these products in an efficient

manner. The batch system that was currently in place was not allowing for maximum efficiency

throughout this cell. With the use of time studies as well as visual tools, the efficiency of this

cell was increased substantially.

Statement of the Problem

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Due to increased business level there was a need to improve the volume of products

processed through the paint system. The material flow was not meeting the needs of the

production system set by the sales volume.

Purpose of the Study

The purpose of this study was to examine the paint system inefficiencies within the

production system of Company X, and effectively laying out the production line and designing

visual measurements that will allow for increased flow as well as increased efficiency. As a

result of no current line design and the lack of visible measurements, current throughput was

limited. Through the use of time studies the line design was analyzed so that changes were made

to maximize the flow of products through this cell, allowing for increased volumes of products

processed through the plant by 25%. The expected outcome was to increase the number of

products being shipped on a daily basis by 40%. The secondary goal of the project was to

increase labor resource utilization which opened up due to the fact that items were hung on the

line in a more efficient and effective manner. Freeing up these resources allowed for focus on

other areas that were bottle necking the production system.

Assumptions of the Study

This study assumed that the current paint line design of Company X was out of the scope

of the project. This project focused on the constraints that were inherent to the current line

design. It also assumed that the management team of Company X would not remove necessary

resources from the operation.

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Definition of Terms

Lean. “A manufacturing or management philosophy that shortens the lead time between

customer orders and shipment of the parts or service ordered through the elimination of

all forms of waste” (Alukal & Manos, 2006).

Kaizen. “A Japanese term for continuous improvement and the process of making

incremental improvements, no matter how small, and achieving results” (Liker 2004).

Takt Time. “A German word for musical meter. n lean production, it is the rate of sales

in a marketplace, or the drum beat of consumption” (Henderson & Larco, 2003).

Kanban. “A method of inventory control, originally developed in Japanese automobile

factories, that keeps inventories low by scheduling needed goods and equipment to arrive

a short time before a production run begins” (Flinchbaugh 2005).

Procedure. “A written description of work to be done at a specified operation. Written

in a manner that all operators perform a given operation in the same manner (Flinchbaugh

2005).

Maximum Line Design. “The number of finished goods that a manufacturing assembly

line is capable of in an eight hour period with a standard schedule” (Lee 2004).

End of Line Yield. “A quality number used to determine the number of rejects

compared to the number of units produced”(Barthomew 1999).

Limitations of the Study

This project was limited to the production system of Company X. This project was done

on the basis that the current equipment was used and no other significant changes were made to

the structure of the building. There was no study done into specific product sizes, and worked on

the assumption that the product mix is stable. The employee buy-in to the project did ultimately

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affect the results of the project. The project is covering only one cell of the production facility,

so problems that exist in other parts of the facility will not be covered within this project.

Summary

Chapter one discussed the objective of this project. It went into the basic format on the

needs of Company X. It discussed many of the assumptions that went into the project. It also

took into consideration many of the built in biases that existed in the production system. Chapter

two will discuss the tools that were used to conduct the study. Many of these tools were

management styles, the effects of lean manufacturing, and many other tools that will be used to

increase the number of painted parts that were painted by Company X.

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Chapter II: Literature Review

Company X’s sales have continued to grow faster than the production system can sustain.

To counter this imbalance, this project looked into lean principles that improved the product flow

within the facility. This project took a single piece flow approach to creating a more efficient

flow of parts through the paint line at Company X. This literature review will explore lean

management styles, Lean tools, Toyota Production System Tools, and concepts to improve line

efficiency through a facility.

Management styles

The greatest area for gain is in the organization as a system. Often times in business

today, we are looking for quick fixes to problems, when actually we are just compounding the

problem. Juran (2000) states that only 20% of the problems in a business are worker related,

where as 80% are due to the process. This is why Juran emphasizes pushing for deep fixes, and

not blaming the employee but the process. Juran was an author and known for his deep quality

roots and not just looking at the surface of issues. Brian Joiner emphasizes in Fourth Generation

Management the thoughts of Edward Deming that 4% of a company’s issues are related to

employees and 96% of the issues are due to the process. This is why Brian Joiner encourages his

readers to recognize that rapid learning leads to rapid improvement. The cornerstone of this

concept is the Plan-Do-Check-Act model (Joiner, 1994). Although this concept is simple, it has

taken him over a decade to truly come to grasp all of the concepts.

Staying customer focused is a key in being successful in today’s market. Joiner (1994)

shares many stories of companies who felt that they had taken positive steps for bringing a better

product to the customer, but without customer input, it leads to customer dissatisfaction and the

loss of many customers. Identifying and eliminating processes in our organization has little

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meaning or value an organizations customer. Rather, talking with the customer to get feedback

and input is a necessity to meeting their needs. Efforts to get customer input should be made

through several facets of the company as customers have input on several aspects of the product.

This is especially important with universal products as customers will go willingly to the vendor

who will meet their needs. This is why Joiner believes that not only management should be

present and available for customer needs, but many times it is more effective to allow first line

employees to meet and assist the customer. This allows for employees feel a sense of ownership

and importance to the company as well as create a learning experience for both the customer and

employee. Meeting the needs of the customers by rapidly responding to the customer’s changing

needs and concerns in the end will be what will create customer loyalty and success of a

company .

One of the concepts used was Fourth Generation Management (Joiner, 1994). Fourth

Generation Management is a management style that gives the power back to the employees. It

looks at management in a new light and does not allow supervisors to micro manage their

employees. It also uses a concept of getting individuals into their appropriate positions and

identifying those who do not fit in one role, by moving them into another role or ultimately out

the door. This method of management is predominately used in today’s market place. It is

important to acknowledge that every situation is different and what works in this facility may not

work in another. The concept of management is always evolving, and if a person stops learning,

one will quickly fall behind the times. Despite effort and hard work, most situations are too

complex and varied to address by one single concept of procedure. As Joiner says “Close the

loop hole, thinking is inherently flawed.” (Joiner, 1994) We all need to look at the goal of

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management and revisit how we think and work. Continuous improvement is essential to stay

competitive in today’s marketplace and to continue as a growing and thriving company.

Effects of Lean Manufacturing

Many manufacturers are now critically evaluating their processes to determine their

effectiveness in bringing maximum value to customers (Flinchbaugh, 2005). Factory

management techniques of yesterday are being replaced by more efficient methods that greatly

minimize delays, reduce costs, and improve quality. This is done through Lean manufacturing

which is a whole-systems approach that creates a culture in which everyone in the organization

continuously improves processes and production. It is a system focused on and driven by

customers, both internal and external (Shingo, 1996).

Lean manufacturing is not just the latest industry buzzword or quick-fix alternative

(Henderson & Larco 2003). Increasing competition demands a continuous focus on minimal

costs, maximum customer options, fast delivery, and high-quality products and services. Today's

manufacturers must be innovative while focusing on waste reduction, improved lead-time,

maximized flexibility, and upgraded quality. Lean manufacturing concepts are proven strategies

to help manufacturers obtain these attributes. Converting to a lean production system is a process

that requires every level of an organization to develop a complete understanding of the basic

concept and its execution. Companies that have fully implemented lean systems are rare, but the

list of manufacturers trying to become lean is growing fast.

The transition to a lean environment does not occur overnight. A continuous

improvement mentality is necessary to reach your company's goals. The term "continuous

improvement" means incremental improvement of products, processes, or services over time,

with the goal of reducing waste to improve workplace functionality, customer service, or product

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performance (Covey, 1989). Continuous improvement principles, as practiced by the most

devoted manufacturers, result in astonishing improvements in performance that competitors find

nearly impossible to achieve.

Standardization of process is a mandatory component of lean manufacturing because it is

supposed to eliminate as much non-value added time as possible (Joiner 1994). As Joiner states,

the arguments for and against standardization are both valid. Procedures only work as well as

they are implemented. If the management team comes up with procedures and begins to strictly

enforce them, but does not get input from the employees, the procedures will ultimately fail.

Alternatively, if the employees have feedback and the guidelines are in place to constantly

improve the documentation, it sets the foundation for improvement that will ultimately lead to

success. A company must standardize if they want to achieve consistently high performance.

Standardization can do exactly what lean intends or if implemented incorrectly it can lead to

chaos. This chaos then cannot be overcome until employees feel empowered.

Employee empowerment can be attained in many different ways. First and foremost it is

obtained by adequate training (Henderson, 2003). Too many companies look at training as cost

detraction from production, whereas training needs to become a priority and should not be

treated as unnecessary cost. Training can bring benefits in so many different ways. It can help

with the strategic re-design of procedures, bring employees closer as a team and feel as if their

insight is helpful. It raises spirits because they feel as if they are needed and are responsible for

continuously searching for ways to improve the process. However, employee empowerment can

backfire if the employees bring their thoughts to management and management never attempts to

implement the employees’ ideas.

Toyota Production System

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For many years, Toyota Production System (TPS) and its derivatives such as lean

manufacturing have been viewed as a best-way approach for managing operations. There are

inherent problems presented by a universal adoption of ‘best practice’, and the obvious practical

problems are certainly illuminated when we extend the idea of ‘one best way’ from the design of

complex work systems to the design of complex technical systems, as in the preceding

paragraph. Nevertheless, the methods associated with Toyota had an impressive currency largely

because of the long-standing recognition that Toyota is an outstanding manufacturer (Jones &

Roos, 1990).

Great attention has been paid to Toyota’s ‘Just-in-Time’ production control tools as well

as to its ability to improve continuously on their procedures. Toyota designs work systems so

they generate information immediately when a problem has occurred. These signals become the

baseline for the problem solving activities that allow TPS-managed organizations to engage in an

adaptive, hierarchical search for superior designs for an organization’s system. In terms of the

final organizational form it discovers, it is certainly a superior way for facilitating situated,

problem solving-based learning that leads to organizational forms that fit strategically with the

organizational mission (Flinchbaugh 2005).

U.S. manufacturers have always searched for efficiency strategies that help reduce costs,

improve output, establish competitive position, and increase market share. Early process oriented

mass production manufacturing methods common before World War II shifted afterwards to the

results-oriented, output-focused, production systems that control most of today's manufacturing

businesses (Joiner, 1994).

Japanese manufacturers re-building after the Second World War were facing declining

human, material, and financial resources. The problems they faced in manufacturing were vastly

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different from their Western counterparts. These circumstances led to the development of new,

lower cost, manufacturing practices. Early Japanese leaders such as the Toyota Motor

Company's Eiji Toyoda, Taiichi Ohno, and Shingeo Shingo developed a disciplined, process-

focused production system now known as the "Toyota Production System", or "lean production."

The objective of this system was to minimize the consumption of resources that added no value

to a product (Covey, 1989).

The "lean manufacturing" concept was popularized in American factories in large part by

the Massachusetts Institute of Technology study of the movement from mass production toward

production as described in The Machine That Changed the World, (Womack, Jones & Roos,

1990), which discussed the significant performance gap between Western and Japanese

automotive industries. This book described the important elements accounting for superior

performance as lean production. The term "lean" was used because Japanese business methods

used less human effort, capital investment, floor space, materials, and time in all aspects of

operations. The resulting competition among U.S. and Japanese automakers over the last 25

years has led to the adoption of these principles within all U.S. manufacturing businesses.

Equipment

Spraying lacquer-based paint is a difficult process, but the process can be simplified with

the right equipment. Conventional paint-guns usually operate at approximately 60 pounds per

square inch. High-pressure air from these units tends to blast the paint into small particles

causing low transfer efficiency from bouncing off, blowback and overspray. These losses result

in excessive paint, thinner, and filter consumption, and increase the disposal costs. In contrast,

high-volume low-pressure paint guns operate at less than 10 pounds per square inch and atomize

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the paint into a pattern of low speed particles. This results in dramatically improved transfer

efficiency.

The Environmental Protection Agency (EPA) estimates that the transfer efficiency of

conventional paint guns is as low as 20% to 30%, while that of high volume low pressure

(HVLP) is about 65 % to 90 % (Liberto, 2004). Thus, the change to HVLP guns would reduce

both paint purchase and disposal costs. This will create a better outcome of the finish applied to

the product as well as creating a greener culture within the business model. It is crucial to

companies in today’s society to maintain their competitive edge, which can come from any

portion of the company.

Total Quality Management

Strategy is a number of decisions and actions that an organization uses to achieve its

long-term goals. A strategy has both content and process (Demarco, 2001). Specific decisions

which are made to achieve specific objectives are known as content strategy, and the procedure

which is used within a business to formulate its business is known as process strategy.

Companies around the world use different contents and processes. A company’s objectives and

successes are dependent on choosing the right operation strategy. A Just-in-time production

system tries to meet demand instantaneously with perfect quality and no waste. It differs from

traditional operations practices as it stresses waste elimination and fast throughput, both of which

contribute to low inventories. Planning and control of many Just-in-time techniques are directly

concerned with pull scheduling, kanban control, leveled scheduling, mixed-model scheduling

and synchronization of flow (Demarco, 2001).

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Employee Involvement

One of the many challenges in today’s work place is the competitive nature of the current

market place. To compete in these markets, companies are faced with the reality that process

needs to be continually improving. The key to a continually evolving process is employee

involvement. Keeping employees engaged is a challenging effort. It’s essential with these types

of efforts that good communication is established across all levels of an organization. If

employees feel as if their ideas are being dismissed they are not going to be willing to offer up

suggestions the next time around. It is said that no one knows how to do the job better than the

people who are involved in the process each day. People have the need to feel as if they are

doing a good job. One of the challenges with this is that people create these contextual biases,

which can hinder people’s ability to see outside the box (Joiner, 1994).

Culture change

Lean manufacturing is a whole-systems approach that creates a culture in which everyone

in the organization continuously improves processes and production. It is a system focused on

and driven by customers, both internal and external. Effective lean producers normally require

25-40% fewer people to produce the same level of output (Henderson & Larco, 2003). This

connotation alone has given many people who work in a facility the feeling that lean is a tool for

eliminating jobs. However, in reality lean is a tool that is needed to get the employees involved

in improving the processes. Without using lean concepts, organizations do not have the tools to

compete in today’s market place. The competitive nature of the manufacturing industry will not

let you sit back and watch otherwise your competition will take the business away from your

organization. Lean Manufacturing can only be achieved if you have the people who are involved

in the process directly involved in the improvement efforts.

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Improvement ideas need to come from within the organizations. Henderson and Larco

(2003) state that there are four important steps to the success of continuous improvement. First,

improvement ideas should be reviewed, approved, and implemented at the lowest possible level

in the organizations as possible. Second, it is critical to ensure that teams set aside time each day

to discuss improvement ideas. The third concept relates to suggestions that originate from

outside one’s immediate work area. Fourth is implementing a recognition system. Recognition

programs are a key concept to keeping employees involved in improvement programs.

Communication and recognizing improvement successes are what create the continued success

of an implementation project. However, companies can quickly revert back to their old

processes due to lack of communication and recognition. Allowing this type of culture to exist

will never create an environment of continuous improvement (Henderson & Larco, 2003).

An employee’s knowledge of the process is critical to the successful implementation of

an idea. Lean thinking requires that the people closest to the work be involved in improving it.

The success of a lean initiative depends on everyone’s contributions of energy and thought. The

key concept to retain by everyone involved in a lean culture is that everyone has a vested interest

in helping make their job easier and more productive. Creating this type of cycle can be

extremely difficult to create, but once a culture of continuous improvement has been achieved

the sustain portion of implementation is no longer a something that is tracked, but it becomes

second nature to all people involved.

Summary

The literature review discussed that implementing lean tools in many situations greatly

improves the efficiencies in a production system. It also revealed that management styles greatly

affect an organization’s performance. The results of the study showed that the combination of

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lean tools and the proper equipment can change the culture within an organization. The literature

review also showed that sustainability in equipment and processes are keys in a successful

organization.

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Chapter III: Methodology

The paint system was slowing the product flow within the production system of

Company X. Effectively laying out the production line and designing visual measures that

allowed for increased flow as well as increased efficiency was the purpose of this project. Due

to poor line design and the lack of visible measures, current throughput was limited. Through

the use of time studies the line design were changed in a way that will maximize the flow of

products through this cell allowing for great volumes of products to be completed and shipped

within the customers’ expectations.

Data required

The first item analyzed was the number of jobs shipped over the last year that had to go

through the paint booth before completion. The information analyzed came from the company’s

Enterprise Resource Planning (ERP) software package as seen in Figure 1. The information is

available to all employees with access to the software package. The information used was based

on actual sales over the previous 12 months. It is Company X’s policy that the information

within the ERP software may be shared with an outside company as long as the information is

not in real time. This ERP system will not allow the export of information into any other

software packages. The information can not be altered due to the fact that they were based on

actual sales over a 12 month period.

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Figure 1. ERP System

The second item analyzed was an actual count of jobs that passed through the paint booth

over a two month period. The samplings were based on two shifts of painters over a 40 hour

work week for two consecutive months. The samplings were based on an hourly rate, and

tabulated on a weekly basis. It was the employee’s responsibility to keep the chart up to date and

current with their work. The count was not based on the number of pieces that went through the

booth, but number of jobs. Company X uses the term job as a representation of 4 hours of weld

time. The job figure did not directly convert into the amount of effort it took to paint the

product. This number was set on a form and the painters based their tabulations off of the

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conversion from jobs to a piece count. The information used was only as reliable as the painter

and the management staff watching over the tabulation of this information.

Methods

First, the sales information was taken from the ERP system over the past 12 months. The

data was then broken down by items that went through the paint booth and those items that did

not go through the paint booth. Then, items were broken down into monthly sales to point out

overall productivity based on given sales, which had a significant influence on the results. This

information was then put into a bar graph to graphically represent the results for each month.

The data was also placed in a scatter diagram shown in Figure 2 to point out the mean, the Upper

Control Limit, and the Lower Control Limit. After all of the information was compiled it was

presented to the management staff to show the results and base future projections off of these

figures. In conjunction with the information from Figure 2, the data was combined with the

shipping dollars to show their direct connection. Figure 3 shows the direct relationship between

the parts painted to the shipping dollars. This information was collected over a 6 month period.

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Figure 2. Scatter diagram

Figure 3. example data table

Date Range On-

time

Total

ShipmentsHours in operation Number of parts painted

1/1-1/5/01

1/8-1/12

1/15-1/19

1/22-1/26

1/29-2/2

2/5-2/9

2/12-2/16

2/19-2/23

2/26-3/2

3/5-3/9

3/12-3/16

3/19-3/23

3/26-3/30

4/2-4/6

4/9-4/13

4/16-4/20

4/23-4/27

4/30-5/4

5/7-5/11

5/14-5/18

5/21-5/25

5/28-6/1

6/4-6/8

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Figure 2. Scatter diagram

Figure 3. example data table

Date Range On-time

Total Shipments Hours in operation Number of parts painted

1/1-1/5/011/8-1/121/15-1/191/22-1/261/29-2/22/5-2/92/12-2/162/19-2/232/26-3/23/5-3/93/12-3/163/19-3/233/26-3/304/2-4/64/9-4/134/16-4/204/23-4/274/30-5/45/7-5/115/14-5/185/21-5/255/28-6/16/4-6/8

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The first action item was to come up with an accurate expected job count for the paint

system. Then a job count was assigned that was specific for the paint booth based on the fact

that this system was different than all other operations within the process. A board was then

hung in the operator’s area tracking the number of parts that were coming off of the paint line.

An example of the board can be seen in Figure 4. The board collected the number of painted

parts that were inspected and taken off of the line. The board only accounted for the number of

pieces and did not account for the size. A takt time calculation to calculate the needed line speed

to meet the required output needed.

Figure 4. Example Data Collection Board

This not only allowed for the data to be collected but also acted as a visual for the operator to

gauge their progress in comparison to their expected progress and to the painter on the other

shift. The information off of these boards was recorded on a daily basis by the production

supervisor. The information was then added to a spread sheet and analyzed.

Through creation of the final spread sheet, it brought up many action items for

improvement that were acted upon immediately as well as other areas that were uncovered that

need to be further investigated. The data brought to light that many differences existed between

27

the two shifts. This information was used to train the employees and brought immediate results.

The chart acted as a visual motivator for the employees, but was monitored very closely to see

that it was not driving the employees further apart or creating quality issues. The results from

the data collection were placed into charts and used to give the paint system a baseline measure

of success.

Data Collection

The data collected in the project consisted of process analysis through observation during

a kaizen event (Liker, 2004). The data was captured and recorded on a current state value stream

map shown in Figure 5 and compared to future state value stream maps to identify waste steps

that could be eliminated to improve process efficiencies.

Figure 5. Current State Process Map

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Quality

Check Process before the Project

The objective of this project was to increase the capacity of painted parts that were

painted at Company X. One of the concerns was that quality would suffer due to the increased

parts being processed. To ensure this would not occur through the changes made to the process a

quality tag was created, which will not only specify who inspected the part, but also on what date

the part, went through the facility. The quality tag as shown in figure 11 had different benefits.

One of the benefits was giving the employees ownership of the products they were checking. It

also gave the organization the ability to go back and track quality issues that were coming back

from the customers. Product returns were becoming an issue and there was no one measure in

place to track or control any of the quality issues that were being seen from the customer. There

was no quality check system put into place.

System Waste Identification

A current state value stream map was created to visually illustrate the takt time and show

which process was the constraint within the system. The takt will show which process needs to

be focused on to increase the output of the production system. Figure 6 is an example of a value

stream map which includes takt time information.

29

Figure 6. Example of a value stream map with Tact time.

Summary

The current process in place at Company X was not meeting the customer’s demands.

Through the evaluation of this system and the application of lean tools, this process was able to

exceed the current demands of the customer. During the process there was a lot of unseen waste

that was limiting the number of pieces that were being painted. Increasing the number of parts

shipped did not have a negative impact on the number of items being returned from the

customer. The effects of these changes and how they affected the output of the system are

demonstrated in Chapter IV.

30

Chapter IV: Results

The paint system was slowing the product flow within the production system of

Company X. This chapter will show how effectively laying out the production line and

designing visual measures allowed for increased flow as well as increased efficiency. The

implementation of visual measures showed how current throughput was limited by the lack of

visual measures in place. The time studies showed how the line design was changed in a way

that maximized the flow of products through the cell allowing for increased production.

The use of Company X’s ERP system allowed the project to set a base line of where the

company’s output was currently and illustrate where the production level needed to be. This

information was collected and placed into a scatter diagram. Lean tools were then used to

improve the efficiency of the paint line.

This chapter will review the results of applying the lean tools and creating a system that

allows for single piece flow. It will show how the output volumes of the paint line improved

dramatically. The use of visual measures and better communication techniques were also used

as part of the study.

Results from implementing hour by hour boards

The implementation of the hour by hour boards revealed there were varying amounts of

painted parts, depending on the product mix. The study brought to light that the upstream

process also needed to be monitored to create a better product mix for the paint line. In Figure 7

the results show the variation in parts coming off of the line between hours was substantial. The

hour by hour board was filled out by the product wrapper due to the time constraints on the paint

operator.

31

Figure 7. Hour by hour board.

The hour by hour board showed what was coming off the paint line on an hourly basis. The

actual numbers of parts being painted were placed on a finished product and quality board which

was placed in the work cell. Figure 8 shows the number of parts that were completed on a

particular shift. These numbers were collected over a six month period and are shown in

Appendix A.

Figure 8. Finished product board

The painter’s output at the beginning at the project was 8.5 parts per hour. To meet the

customer’s needs the output level needed to be at 12.2 parts per hour. Looking at the current

state of the product flow through the facility allowed for the optimal flow of material through the

facility. The shop was organized in a manner that created a single piece flow through the

32

facility. This allowed the paint booth to receive the products in an efficient manner to flow

through the paint booth. The flow of product through the facility can be seen in Figure 9. The

primary production area that was reorganized was the grind department. This reorganization

allowed for better visualization of where products were at.

Figure 9. Floor Layout

Implementing Standard Work

In a manufacturing setting getting the parts to the upstream processes in the manner in

which they are needed is one of the keys to success. To ensure this was happening, standard

work was created to ensure that the upstream process was getting parts in the manner in which

they needed them.

33

The standard work document was written for the wash and parts hanging operations.

This documentation helped to create an environment in which the painter was receiving parts in a

standardized manner because it allowed the washer and hanger to understand the needs of the

painter. This was one of the major improvements that increased the output of this cell.

Figure 10. Standard work documentation.

The paint cell had a total availability of 16 hours and 40 minutes per day, Monday through

Thursday, and 7 hours and 20 minutes on Fridays. This timing allowed for the equipment to be

turned off for breaks and for the 10 minute clean up at the end of each shift. This information

can be seen in Table 1. This table lays out the number of parts that were averaged before the

improvements and what the average number of parts painted throughout the course of a day after

the improvements had been implemented. The output increased by 27% after the improvements

had been implemented.

34

Table 1. Inventory list comparison results

The results that were collected did not take into account the downstream processes, which

did starve the paint process at times. This meant that the paint process was no longer the

constraint in the process. The excess capacity that was created allowed the labor resources used

in the paint department to assist in other departments when needed.

Once the single piece flow concepts were put into place, the paint line could then be set

to one consistent speed and run at that speed for the entire shift without stoppages. The constant

speed not only helped with the increased output of the paint line, but it also gave the paint line

predictability. It created a stable product flow allowing the managers to make adjustments to the

rest of the process as needed. This provided the opportunity to mangers to be proactive instead

of reactive to issues that arose within the production system.

Quality Process

Shipping a quality part to your customer is the ultimate goal of any operation. One of the

ways quality was assured was with the implementation of a quality tag which was shipped with

Availability # of minutes per day Avg Painted parts before Avg Painted parts After

hours of operation 6:00am - 1:00am 1080 - -

1st shift (Monday - Friday) 6:00am - 2:30pm 510 60.2 85.4

2nd Shift (Monday - Thursday) 2:30pm - 1:00am 630 89.4 119.6

Breaks-

1st shift 9:30am to 9:45am -15 0 0

1st shift 11:45am-12:00pm -15 0 0

1st shift - lunch (unpaid) 12:00pm - 12:30pm -30 0 0

2nd shift 5:00pm - 5:15pm -15 0 0

2nd shift lunch (unpaid) 7:30pm - 8:00pm -30 0 0

2nd shift 10:45pm - 11:00pm -15 0 0

Cleanup -

1st shift 2:20pm - 2:30pm -10 0 0

2nd shift 12:50am - 1:00am -10 0 0

1000.0 149.6 205Total per day (Monday - Thursday)

35

each product. The tag illustrated the date, the job number, and the name of the person doing the

inspecting. This tag as shown in Figure 11 allowed Company X to cut the number of returns

down by 20%. The project took into account that Company X had been having issues with

quality. It was noted that the number of returns could not correlate directly to the increased

shipping volume or the customer would have to look into alternate sources.

Figure 11. Quality Tag

Summary

The combination of lean tools and visual management drastically Improved Company

X’s output of products through the paint line by 27%. Impressively, this occurred without the

addition of equipment or labor resources. Using the existing employees and paint line, the

improvements were able to optimize the current process and meet the needs of the customer.

The education of employees on the concepts of lean manufacturing significantly aided in the

success of the improvements that were put into place. The employees’ involvement and the

support of upper management of the improvements created an environment that was able to

sustain the gain, while allowing other cells within the organization to get involved with

additional improvements and bring some of those same concepts into other cells within the

36

organization. The dollar volume of parts shipped within this period increased by 17 %. The

implementation of standard work documents helped keep these improvements moving forward.

The increased capacity allowed the organization to meet the needs of its customers’ current

demands, while setting the stage for additional volume in the future.

37

Chapter V: Discussion

The purpose of this study was to increase the output of the paint line by using lean tools

to identify problem areas as well as improving them. The paint system was slowing the product

flow within the production system of Company X. Chapter I detailed the background of

Company X and looked at the issues that existed within the current paint system as well as the

purpose for doing this study. It walked through the steps of why improvements were needed.

Chapter II discussed how Company X’s sales have continued to grow faster than the production

system can sustain. To counter this imbalance this project looked into lean principles that

improved the product flow within the facility. Chapter II also described management styles,

Lean tools, Toyota Production System Tools, and concepts to improve line efficiency through a

facility, and provided research methods to look at the issues and implement lean tools that had

the greatest effect on the paint system. Chapter III showed how the paint system was currently

slowing the product flow within the production system of Company X. The study then

effectively laid out the production line and design visual measures that allowed for increased

flow as well as increased efficiency. Chapter IV showed the results of the study. It showed how

current line design and the lack of visible measurements was limiting throughput. Time studies

were used at Company X to show the maximized flow of products through this cell allowing for

increased volumes.

Limitations

This study was limited by the product flow of Company X. This study was limited to the

paint cell and did not address issues that exist in other areas within the process. The figures used

within this paper were limited by the accuracy of data obtained over the previous twelve month

38

period. The study was conducted using current personnel, and did not address issues that existed

within this cell.

Results

Effectively laying out the production line and designing visual measures increased flow

as well as increased efficiency. Due to current line design and the lack of visible measures, the

current throughput was limited. Through the use of time studies the line design was changed in a

way that maximized the flow of products through this cell allowing for increased volumes of

products processed through the plant by 27%. The implemented improvements increased the

number of products being shipped on a daily basis by 17%. The goal of the project was also look

at labor resource utilization based on the number of painted products that were produced.

Freeing up these resources allowed labor resources to be shifted into other areas

To demonstrate the results, the sales information was taken from the ERP system over the

past 12 months. The data was then broken down by items that went through the paint booth and

those items that did not go through the paint booth. From there, items were broken down into

monthly sales in order to determine overall productivity based on given sales, which did have a

significant influence on the results. This information was then put into a bar graph to graphically

represent the results for each month. The data was also placed in a scatter diagram to point out

the mean, the UCL, and the LCL. Once this information was presented to the management staff

it saw that the production system was not dependable. The extreme variation in the number of

parts was a concern for the management team.

The first action item was to come up with an accurate base line of where the system was

at. This allowed the management team to assign a job count to each product, but was specific to

the paint booth. This was done due to the fact that the paint operations were too different from

39

other processes to have a comparable measure. The board was then hung in the operator’s area

where information was posted on an hourly basis and was proven to be effective. This not only

allowed for the data to be collected, but also acted as a visual for the operator to base not only

where they were expected to be but also as a comparison to the painter on the other shift. The

information off of these boards was recorded each Friday by the production supervisor. This

information was used to create a baseline for how well the paint cell was doing.

This information was placed onto a spread sheet to give the shop floor some visibility as

to how they were doing on an hourly basis, but also how they did over the course of a week.

This information was used to create standards of what needed to be produced. The fact that there

were two different operators did not matter due to the fact that each operator knew what they

were expected to produce. The chart should have acted as a visual motivator for the employees,

going forward this will have to be monitored very closely to see that it is not driving the

employees further apart. One of the keys of this project was to create an environment that

allowed the employees to work together and not create a divide between the two shifts.

Employee morale played a large role in ultimate success of the project.

Recommendations for Further Research

This study made significant improvements at Company X, but many more changes could

still be implemented. Continually involving the employees would bring many new improvement

ideas as well as continue to improve on the ideas that were already implemented. Employee

involvement is the key to any lean initiative. Company X will have to continue involving their

employees, but they will also have to get the management staff on board to drive the lean

initiatives.

40

During the course of the project single piece flow concepts were implemented, but based

on the upstream processes a true single piece flow system could not be implemented.

Establishing single piece flow through the rest of the shop would help with the output volumes.

Implementing a single piece flow throughout the entire shop would cause the shop to have to

change, and the sales force would have to go back to start in the front office. Orders were

released in small batches which consist of order quantities of either five or ten. Creating a

system that would produce one piece would allow for greater growth within the organization.

The organization would have greater visibility how the production system was doing if

they were fully utilizing their ERP software. Company X uses their ERP system for evaluating

costs, but does not translate the information onto the shop floor. If the system was set up

properly more of the information being collected could be usable at the shop floor level. Reports

generated through the current system are not formatted in a way that the information can be used.

In the future, if an information technology person was hired the system itself could be better

utilized. With greater visibility of the production system, Company X could approve their ability

to meet the needs of its customers and thereby ensuring the company’s continued growth.

Conclusion

During the course of this study, Company X made many improvements with the use of

different lean tools. The need to sustain the implemented improvements will be essential for the

continued growth and success of Company X. The improvements made have allowed Company

X to exceed the needs of its current customers allowing them to further diversify their customer

base. Upon completion of the study, Company X had increased the number of painted parts by

27%. The encouragement of further employee engagement and the focus on communication has

41

greatly helped with product output and has also allowed for the implementation of effective

processes throughout the entire facility.

One can conclude that the predictions of the project have exceeded expectations. The

only unforeseen part of the project was the impact the increased volumes would have on the

quality of parts being shipped. Once this issue was detected a quality tag was put into place and

the returns were reduced by 20%. If you take into account the increased volume of what is being

shipped then returns were actually reduced by 25%. This demonstrates that the predictions of the

project met the outcomes. The only unforeseen part of the project was the quality issues that

crept into the scope of the project.

42

References

Alukal, G., & Manos, A. (2006). Lean Kaizen: A Simplified Approach to Process Improvements.

Milwaukee, WI: American Society for Quality.

Bartholomew, D., (1999). Lean vs. ERP. Industry weekly, 24 (6), 24-30.

Bradford, M., Mayfield, T., Toney, C,. (2001). Does ERP fit in a Lean World?. Strategic

Finance Journal, 82 (11).

Burns, J. & Scapens, R. W. (2000), 'Conceptualising Management Accounting Change:

AnInstitutional Framework', Management Accounting Research, 11: 3-25.

Covey, S.. (1989) The 7 Habits of Highly Effective people. Fireside book, New York.

Demarco, Tom. (2001). Slack, Getting Past Burnout, busywork, and myth of total efficiency.

Henderson, B.A., & Larco, J. L. (2003). Lean Transformation: How to Change Your Business

into a Lean Enterprise. Richmond, VA: Oaklea.

Flinchbaugh, J., Carlino, A., (2005). The Hitchhiker's Guide to Lean: Lessons from the Road.

Dearborn, MI. Society of Manufacturing Engineers.

Joiner, B.. (1994). Fourth Generation Management. McGraw-Hill, Inc, New York.

Juran, J,. Godfrey, B.. (2000). Juran’s Quality Control Handbook 5TH Edition. McGraw-Hill,

Inc, New York.

Lee, Q,. (2004). What’s Lean Manufacturing and its history. Lean Manufacturing

Academy.

Liberto, Nocholas.. (2004). Powder Coating The Finisher’s Complete Handbook 3rd

Edition.

Goyer Management International.

Liker, J. (2004).The Toyota way: 14 management principles from the world’s greatest

manufacturer. New York, MY: McGraw-Hill.

43

Shigeo, Shingo. (1996). Quick Changeover for Operators. Kraus Organization, ltd. New York.

N.Y.:Broadway Press.

Womack, J. P., Jones, D. T., & Daniel Roos. (1990). The machine that changed the world. New

York, N.Y.: Free Press.

44

Appendix A

Date Wld Sch

Non bb Wld

bb Jobs

Wld Sch Total NS Week Avg SS Week Avg

1/5 10.0 2.0 8.0 18.3 2.3 15.8 15 1 0.75 1

1/6 10.0 0.5 9.5 20.8 2.2 17.0 13.8 1 3.25 1

1/7 10.0 0.3 8.5 16.9 2.0 18.0 12.8 1 5.25 1

1/8 10.0 0.4 9.6 17.8 1.8 13.0 10.3 1 2.75 1

1/9 5.0 0.5 4.5 10.0 2.2 16.0 13.3 1 2.75 1

45.0 3.6 40.1 83.6 2.1 79.8 65.0 13.0 14.8 3.0

1/12 10.0 3.1 5.9 12.1 2.1 15.0 13.3 1 1.75 1

1/13 10.0 1.5 8.5 19.5 2.3 14.8 11.8 1 3 1

1/14 10.0 2.4 7.4 17.0 2.3 15.1 12.5 1 2.63 1

1/15 10.0 1.3 8.8 17.5 2.0 15.0 12.5 1 2.5 1

1/16 4.0 1.8 3.3 5.9 1.8 17.5 14 1 3.5 1

44.0 10.0 33.8 72.0 2.1 77.4 64.0 12.8 13.4 2.7

1/19 7.8 1.0 6.8 14.4 2.1 14.3 13.3 1 1 1

1/20 7.8 1.1 6.6 13.5 2.0 10.9 7.75 1 3.13 1

1/21 7.8 0.4 7.6 14.8 1.9 15.3 12.3 1 3 1

1/22 7.8 1.8 6.0 13.0 2.2 11.0 7.5 1 3.5 1

1/23 4.0 1.3 2.8 5.3 1.9 13.1 9 1 4.13 1

35.0 5.5 29.8 60.9 2.0 64.5 49.8 10.0 14.8 3.0

1/26 7.8 2.8 4.3 7.6 1.8 8.9 7.75 1 1.13 1

1/27 7.8 1.6 5.1 9.6 1.9 12.0 8.25 1 3.75 1

1/28 7.8 2.1 5.0 9.3 1.9 8.8 7 1 1.75 1

1/29 7.8 0.6 7.3 11.9 1.6 11.6 8.25 1 3.35 1

1/30 4.0 0.0 0 0

35.0 7.1 21.6 38.4 1.8 41.2 31.3 7.8 10.0 2.5

2/2 4.0 0.0 6.0 10.8 1.8 12.3 10.3 1 2 1

2/3 4.0 0.6 3.5 6.6 1.9 0.0 0 0

2/4 4.0 2.4 1.6 2.6 1.6 0.0 0 0

2/5 4.0 1.0 3.0 4.5 1.5 13.8 12.8 1 1 1

2/6 4.0 0.8 3.3 5.6 1.7 0.0 0 0

20.0 4.8 17.4 30.1 1.7 26.0 23.0 11.5 3.0 1.5

2/9 5.0 1.4 3.6 7.0 1.9 0.0 0 0

2/10 5.0 1.8 3.3 5.6 1.7 15.0 13 1 2 1

45

2/11 5.0 0.0 5.0 9.1 1.8 0.0 0 0

2/12 5.0 2.1 2.9 5.5 1.9 16.8 15.3 1 1.5 1

2/13 5.0 1.5 3.5 7.1 2.0 0.0 0 0

25.0 6.8 18.3 34.4 1.9 31.8 28.3 14.1 3.5 1.8

2/16 5.0 2.4 2.6 5.1 2.0 0.0 0 0

2/17 5.0 1.5 3.5 7.9 2.3 14.4 14 1 0.4 1

2/18 5.0 1.9 3.1 6.6 2.1 0.0 0 0

2/19 5.0 1.3 3.8 9.1 2.4 14.6 13 1 1.6 1

2/20 5.0 3.0 2.0 4.6 2.3 0.0 0 0

25.0 10.0 15.0 33.4 2.2 29.0 27.0 13.5 2.0 1.0

2/23 5.0 1.5 3.5 8.9 2.5 0.0 0 0

2/24 5.0 1.5 3.5 6.4 1.8 18.0 16.5 1 1.5 1

2/25 5.0 1.6 2.4 4.5 1.9 0.0 0 0

2/26 5.0 0.6 3.4 7.4 2.2 14.0 11 1 3 1

2/27 5.0 1.5 3.5 6.9 2.0 0.0 0 0

25.0 6.8 16.3 34.0 2.1 32.0 27.5 13.8 4.5 2.3

3/2 5.0 1.8 3.3 6.4 2.0 0.0 0 0

3/3 5.0 2.3 2.8 6.1 2.2 18.3 15 1 3.25 1

3/4 5.0 1.5 2.5 4.4 1.8 0.0 0 0

3/5 5.0 1.0 3.0 7.1 2.4 13.0 11 1 2 1

3/6 5.0 2.3 2.8 6.5 2.4 0.0 0 0

25.0 8.8 14.3 30.5 2.1 31.3 26.0 13.0 5.3 2.6

3/9 6.0 2.1 3.9 7.3 1.9 11.8 10.3 1 1.5 1

3/10 6.0 1.3 4.8 11.0 2.3 0.0 0 0

3/11 6.0 1.9 4.1 8.1 2.0 15.0 14 1 1 1

3/12 6.0 0.3 4.8 10.3 2.2 0.0 0 0

3/13 6.0 1.8 2.8 7.0 2.5 15.0 12 1 3 1

30.0 7.3 20.3 43.6 2.2 41.8 36.3 12.1 5.5 1.8

3/16 6.0 1.6 3.4 6.5 1.9 0.0 0 0

3/17 6.0 0.9 3.1 6.8 2.2 16.1 15 1 1.13 1

3/18 6.0 1.3 4.3 9.1 2.1 0.0 0 0

3/19 6.0 1.4 4.6 10.0 2.2 12.0 12 1 0 1

3/20 6.0 1.8 4.3 9.3 2.2 0.0 0 0

30.0 6.9 19.6 41.6 2.1 28.1 27.0 13.5 1.1 0.6

3/23 6.0 2.0 4.4 8.8 2.0 21.5 20 1 1.5 1

46

3/24 6.0 2.0 4.0 8.6 2.2 0.0 0 0

3/25 6.0 1.9 4.3 8.9 2.1 18.0 17.3 1 0.75 1

3/26 6.0 1.6 4.3 8.9 2.1 0.0 0 0

3/27 6.0 2.3 3.8 7.5 2.0 19.3 17.8 1 1.5 1

30.0 9.8 20.6 42.6 2.1 58.8 55.0 18.3 3.8 1.3

3/30 7.0 0.6 5.4 10.4 1.9 0.0 0 0

3/31 7.0 1.1 5.9 11.9 2.0 13.8 11 1 2.75 1

4/1 7.0 0.9 5.1 10.0 2.0 0.0 0 0

4/2 7.0 1.0 7.0 11.6 1.7 17.8 15.5 1 2.25 1

4/3 7.0 1.0 5.8 12.4 2.2 0.0 0 0

35.0 4.6 29.1 56.3 1.9 31.5 26.5 13.3 5.0 2.5

4/6 7.0 1.4 5.4 12.0 2.2 22.3 20.8 1 1.5 1

4/7 7.0 1.0 6.0 12.9 2.1 0.0 0 0

4/8 7.0 1.8 4.9 9.9 2.0 19.3 16.8 1 2.5 1

4/9 7.0 1.3 4.6 10.5 2.3 0.0 0 0

4/10 7.0 1.9 5.1 10.6 2.1 19.8 17.3 1 2.5 1

35.0 7.3 26.0 55.9 2.1 61.3 54.8 18.3 6.5 2.2

4/13 7.0 2.0 5.0 9.4 1.9 0.0 0 0

4/14 7.0 2.3 4.8 9.6 2.0 22.0 17 1 5 1

4/15 7.0 2.0 4.9 9.1 1.9 0.0 0 0

4/16 7.0 2.1 3.9 7.6 2.0 18.8 15.3 1 3.5 1

4/17 7.0 0.5 5.5 11.0 2.0 1.0 1 1 1

35.0 8.9 24.0 46.8 1.9 41.8 33.3 11.1 8.5 2.8

4/20 7.0 0.4 4.5 9.4 2.1 19.9 16 1 3.85 1

4/21 7.0 1.3 4.8 9.6 2.0 0.0 0 0

4/22 7.0 2.0 4.0 8.0 2.0 15.4 11.5 1 3.85 1

4/23 7.0 3.3 2.9 5.0 1.7 0.0 0 0

4/24 7.0 2.4 2.3 5.1 2.3 12.3 10.8 1 1.5 1

35.0 9.3 18.4 37.1 2.0 47.5 38.3 12.8 9.2 3.1

4/27 7.0 2.8 4.1 8.5 2.1 12.0 10.3 1 1.75 1

4/28 7.0 2.6 4.4 9.5 2.2 0.0 0 0

4/29 7.0 2.8 4.3 8.8 2.1 13.1 11.3 1 1.8 1

4/30 7.0 2.0 5.0 10.8 2.2 0.0 0 0

5/1 7.0 1.4 4.5 10.3 2.3 15.5 12.8 1 2.75 1

35.0 11.5 22.3 47.8 2.1 40.6 34.3 11.4 6.3 2.1

47

5/4 7.0 1.9 4.0 7.8 1.9 13.5 11 1 2.5 1

5/5 7.0 2.1 3.9 8.5 2.2 0.0 0 0

5/6 7.0 2.9 4.0 10.5 2.6 11.0 8.75 1 2.25 1

5/7 7.0 3.1 3.9 7.6 2.0 0.0 0 0

5/8 7.0 2.9 4.1 7.8 1.9 14.5 11.5 1 3 1

35.0 12.9 19.9 42.1 2.1 39.0 31.3 10.4 7.8 2.6

5/11 7.0 1.9 4.8 10.9 2.3 11.8 10 1 1.8 1

5/12 7.0 2.3 4.8 10.1 2.1 0.0 0 0

5/13 7.0 3.1 2.9 5.9 2.0 12.4 9.75 1 2.63 1

5/14 7.0 1.5 5.1 10.3 2.0 0.0 0 0

5/15 7.0 1.1 2.9 5.6 2.0 13.1 11 1 2.13 1

35.0 9.9 20.4 42.8 2.1 37.3 30.8 10.3 6.6 2.2

5/18 7.0 2.3 3.4 7.0 2.1 13.6 11.3 1 2.38 1

5/19 7.0 2.3 4.6 8.6 1.9 0.0 0 0

5/20 7.0 2.6 4.3 9.6 2.3 14.3 12 1 2.3 1

5/21 7.0 2.1 4.3 8.6 2.0 0.0 0 0

5/22 7.0 3.0 4.4 9.4 2.1 12.9 10.3 1 2.63 1

35.0 12.3 20.9 43.3 2.1 40.8 33.5 11.2 7.3 2.4

5/26 7.0 3.6 3.4 7.1 2.1 0.0 0 0

5/27 7.0 5.5 2.3 4.6 2.1 16.0 15 1 1 1

5/28 7.0 4.0 3.3 6.0 1.8 0.0 0 0

5/29 7.0 2.3 3.8 7.0 1.9 13.3 10.5 1 2.75 1

28.0 15.4 12.6 24.8 2.0 29.3 25.5 12.8 3.8 1.9

6/1 8.0 1.6 6.4 13.1 2.1 12.5 10 1 2.5 1

6/2 8.0 3.5 3.9 6.8 1.7 0.0 0 0

6/3 8.0 3.9 3.3 6.5 2.0 16.8 14.5 1 2.25 1

6/4 8.0 3.1 4.3 8.6 2.0 0.0 0 0

6/5 8.0 2.0 3.0 4.9 1.6 15.0 12.5 1 2.5 1

40.0 14.1 20.8 39.9 1.9 44.3 37.0 12.3 7.3 2.4

6/8 8.0 1.0 5.9 11.8 2.0 10.4 9.25 1 1.1 1

6/9 8.0 3.0 3.8 7.9 2.1 10.3 8.25 1 2 1

6/10 8.0 1.8 5.8 12.3 2.1 9.5 8.25 1 1.25 1

6/11 8.0 2.1 5.9 13.3 2.3 10.3 8.25 1 2 1

6/12 8.0 1.5 5.5 11.3 2.0 11.3 10 1 1.25 1

40.0 9.4 26.8 56.4 2.1 51.6 44.0 8.8 7.6 1.5

48

6/15 8.0 1.1 4.9 9.9 2.0 9.3 8 1 1.25 1

6/16 8.0 1.8 6.5 13.4 2.1 12.5 10.3 1 2.25 1

6/17 8.0 1.0 6.0 12.4 2.1 10.5 8 1 2.5 1

6/18 8.0 1.0 5.9 10.8 1.8 9.4 7.1 1 2.25 1

6/19 8.0 1.8 6.0 11.6 1.9 10.0 8.5 1 1.5 1

40.0 6.6 29.3 58.0 2.0 51.6 41.9 8.4 9.8 2.0

6/22 8.0 1.1 5.8 12.3 2.1 10.6 8.5 1 2.1 1

6/23 8.0 1.0 7.0 14.0 2.0 9.0 7 1 2 1

6/24 8.0 2.3 6.9 11.5 1.7 9.8 7.75 1 2 1

6/25 8.0 2.8 5.3 9.9 1.9 12.4 10.3 1 2.1 1

6/26 8.0 3.8 3.8 7.3 1.9 10.0 8.25 1 1.75 1

40.0 10.9 28.6 54.9 1.9 51.7 41.8 8.4 10.0 2.0