HMC Workbook

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VEHICLES, INGESTION, PULL (VIP) Implementation Workbook JANUARY 2024

THIS DOCUMENT IS FOR INTERNAL USE ONLY – DO NOT COPY OR DISSEMINATE – THE INTENDED USE IS STRICTLY FOR THE INTERNAL EDUCATION OF EMPLOYEES. THE LIMITED USE OF ANY COPYRIGHTED MATERIAL IS INTENDED FOR THE FAIR USE OF ANY SUCH IMAGES AND/OR CONTENT. THIS DOCUMENT, INCLUDING THE INFORMATION CONTAINED HEREIN, IS RESTRICTED, CONFIDENTIAL, AND PROPRIETARY TO HUNT MILITARY COMMUNITIES, AND IS TO BE USED ONLY BY AND DISCLOSED ONLY TO THOSE WITHIN HUNT MILITARY COMMUNITIES WITH A NEED-TO-KNOW.

table of contents

Introduction to Project Lightyear ................................................................................................................................................................................................................................................... 4 Part I: Getting Started .......................................................................................................................................................................................................................................................................... 5 HMC’s Lean Journey........................................................................................................................................................................................................................................................................6 Value Stream Analysis..................................................................................................................................................................................................................................................................10 Lean Tools.........................................................................................................................................................................................................................................................................................11 Part II: Vehicles ......................................................................................................................................................................................................................................................................................23 Introduction to Vehicles..............................................................................................................................................................................................................................................................24 Vehicles: Standard Work..............................................................................................................................................................................................................................................................25 Vehicles: Event Preparation........................................................................................................................................................................................................................................................26 Vehicles: Conducting your Event!............................................................................................................................................................................................................................................31 Inventory Sheet, 6s Score, K-Cards..........................................................................................................................................................................................................................................38 Vehicle Checklists. .........................................................................................................................................................................................................................................................................42 Part III: Ingestion ..................................................................................................................................................................................................................................................................................49 Introduction to Ingestion...........................................................................................................................................................................................................................................................50 Ingestion: Standard Work...........................................................................................................................................................................................................................................................51 Ingestion: Flow Charts.................................................................................................................................................................................................................................................................58 Part IV: Pull . ............................................................................................................................................................................................................................................................................................65 Introduction to Pull.......................................................................................................................................................................................................................................................................66 Pull: Standard Work.......................................................................................................................................................................................................................................................................67 How To Implement Pull...............................................................................................................................................................................................................................................................68 Yardi Mobile Maintenance Work Order Status Updates...................................................................................................................................................................................................72 Staffing Smartsheet – Dispatch................................................................................................................................................................................................................................................76 Reports to Review.........................................................................................................................................................................................................................................................................77 Part V: Monitoring for Daily Improvement ...............................................................................................................................................................................................................................87 Monitoring for Daily Improvement (MDI) Introduction..................................................................................................................................................................................................88 MDI Standard Work.......................................................................................................................................................................................................................................................................89 Huddle Boards................................................................................................................................................................................................................................................................................90 2024 MDI Template.......................................................................................................................................................................................................................................................................94 Process Metrics / Goals................................................................................................................................................................................................................................................................95 Microsoft Teams Channel...........................................................................................................................................................................................................................................................96 Reports to Utilize...........................................................................................................................................................................................................................................................................97 Appendix A: Resources . ................................................................................................................................................................................................................................................................. 105 Other Reporting Resources.....................................................................................................................................................................................................................................................106 Glossary..........................................................................................................................................................................................................................................................................................107 Referenced Policies & Training Courses..............................................................................................................................................................................................................................110 Conclusion....................................................................................................................................................................................................................................................................................112

Introduction to Project Lightyear Welcome to HMC, where our commitment to continuous improvement and Lean principles has led us to embark on a transformative journey known as “Project Lightyear”. In the pages of this workbook, we delve into the intricacies of Vehicles, Ingestion, and Pull (VIP), vital and straightforward concepts that promise to pave the way for substantial progress toward achieving operational excellence. In our pursuit of operational excellence, many of us have grappled with the challenges of navigating the maintenance landscape. Remarkably, we have realized that a solution has been right under our noses – VIP. These concepts, often overlooked, unfold as a key to unlocking real progress in our lean transformation. As practitioners of Lean methodologies, we sought a cohesive approach to integrate various concepts and techniques in our daily operations. Through rigorous exploration and collaboration with subject matter experts nationwide, we have unearthed the untapped potential of a mapping method. By formalizing this mapping tool, we have discovered its intrinsic value and crafted a revolutionary way of operating that has yielded extraordinary success. This workbook is not just a training manual or a one-time guide. It is a dynamic resource meant to vividly illustrate our current and future ideal states for processing maintenance operations in a truly lean fashion through VIP. At HMC, we are committed to establishing flow, eliminating waste, and adding value each day through the dedicated efforts of our people and refined processes.

Throughout 2023, we honed our focus on flow, emphasizing measuring the process rather than fixating solely on outcomes. We have implemented lean systems and introduced process improvements, ensuring our journey with Project Lightyear remains dynamic and responsive. For those who have experienced the transformative power of Project Lightyear, we have witnessed the exceptional effectiveness. Now, we are thrilled to extend this experience to you. As we share our insights and successes, we invite you to join us in embracing the lean way of operating and contributing to the ongoing success of HMC.

Welcome to a new era of effectiveness and excellence at HMC.

Part I: Getting Started • HMC’s Lean Journey • Value Stream Analysis • Lean Tools

HMC’s Lean Journey

Over the last twenty years, HMC has built a legacy and reputation that we can all take extraordinary pride in. We provide more than just housing. We are entrusted to create quality communities that meet the needs of our residents.

However, the market is changing around us, and we cannot simply sit back and rest on our laurels. We need to continue to reinvent ourselves to survive – and thrive – in our market for many years to come. That is why, throughout HMC, we are undertaking Lean transformation, taking all the things that have made HMC great to date and channeling them into efforts to make our company even better. And as we do, we aim to give our team members time back in their day by creating the most effective processes that provide the most value to our residents. We are striving for continuous improvement.

HMC’s Lean Journey

To many, the word “Lean” may suggest implementing a specific process improvement tool that solves challenges by introducing changes. Lean is much bigger than any tool; it is a philosophy and management system that applies to everything we do in all areas of our business. It provides us with a structured approach to figuring out how we can improve… and making it happen!

Lean terminology might feel confusing at first. But the ideas it expresses are straightforward. For example: A Value Stream Analysis (or VSA) event involves writing down the processes and information currently required to get a product to a customer, from start to finish. Cross-functional teams participate to capture a variety of perspectives. After documenting how things work today, the team thinks in radical ways about how we could and should work if wasteful steps were eliminated. VSAs are followed up by RIEs, or Rapid Improvement Events, which identify specific process changes to drive efficiency. RIE changes are made as quickly as possible so we can realize immediate benefits. These events produce standard work, which is the best-known way today.

HMC’s Lean Journey

Some improvement efforts start with these activities, while others start with an A3. An A3 is simply a large piece of paper, divided into 9 boxes that help us to think through problems in a structured way. With A3s, we get to the true ROOTS of problems, so we can work on fixing the RIGHT things, and we identify ways to measure problems, so we can monitor whether they are being fixed. As we work through our goals each year, we are committing to a few simple Lean principles:

HMC’s Lean Journey

We are excited about building on HMC’s legacy of passion and excellence, and we believe that, if we all set our minds to it, we can change the game entirely…positively impacting our residents, our people, and our partners!

Value Stream Analysis HMC Maintenance Work Order Process

In early 2023, HMC Team Members, representing diverse locations and branches of service nationwide, came together to collaboratively examine and map out the entire work order process, from initiation to completion. While completing this Value Stream Analysis, we identified areas of opportunity where unnecessary steps and inefficiencies, often referred to as “waste,” existed. By putting on our “waste goggles,” we aimed to view the process critically and identify elements that did not contribute value. Following this insightful VSA, we pinpointed nine areas where we could implement improvements, designating them as Rapid Improvement Events (RIEs). Notably, three of these areas showed exceptional potential, eventually evolving into what we now refer to as VIP (Vehicles, Ingestion & Pull).

In examining the Current State of our maintenance process, as it stood before the initiation of Project Lightyear, we uncovered a substantial revelation. The process comprised 118 steps. However, a closer examination revealed a disparity, with only seven of these steps being identified as value-added for our residents. The above photo captures our Current State map, which serves as a pivotal starting point for our transformative journey. It underscores the need for change and improvement, providing a clear baseline against which our team can measure the success of Project Lightyear. As we move forward, we aim to significantly reduce the total number of steps and drastically increase the value-added steps, ultimately ensuring a more streamlined, standardized, and resident-centric maintenance process.

Lean Tools HMC Lean Philosophy Our Lean Philosophy is based on two simple concepts: Respect for People & Continuous Improvement Respect for People: Respect for Residents: Continuous Improvement: Never Settling:

This involves recognizing residents’ importance and needs. It means understanding that the residents are at the core of our business, and their satisfaction is crucial for the organization’s success. Treating residents with respect involves not only meeting their expectations but also actively seeking ways to exceed them. It is about delivering value that genuinely addresses their requirements. Respect for Teams: Respecting teams involves acknowledging the skills, expertise, and efforts of the individuals who contribute to the organization. It means creating a work environment where team members feel valued, heard, and empowered. Respecting teams also extends to recognizing the impact of their time and efforts and avoiding unnecessary burdens or non-value-added work. It implies fostering a culture of collaboration, communication, and mutual support within the organization. Integration of Concepts: Non-Value-Added Work: The respect for people principle intersects with the continuous improvement concept, particularly in the context of non-value added work. It is considered disrespectful to burden teams with tasks that do not contribute value to the residents or the organization. Integration of these concepts aligns with the continuous improvement principle, as the goal is to consistently identify and eliminate such non-value-added activities to enhance our effectiveness and optimize resources.

Continuous improvement is a fundamental principle for Project Lightyear. It is the commitment to always strive for better ways of doing things. Continuous improvement involves a mindset that rejects complacency and challenges the status quo. Even when processes seem compelling, there is always an opportunity for enhancement. It is about fostering a culture where individuals and teams are encouraged to question existing practices, identify areas for improvement, and implement changes to achieve better results. Iterative Progress: Continuous improvement is not a one-time initiative; it is an ongoing, iterative process. It involves regularly reviewing, refining, and optimizing processes. This concept aligns with the idea that the pursuit of perfection is a journey rather than a destination. It encourages learning from experiences, adapting to changes, and embracing a proactive approach to innovation. In a continuous improvement culture, mistakes are seen as opportunities to learn and grow, leading to a more resilient and adaptive organization.

Feedback Loops: Both concepts involve a feedback loop. Respecting people includes listening to residents and teams and understanding their needs and concerns. Continuous improvement relies on feedback mechanisms to identify areas that require enhancement. This process reinforces the integration of respect for people and continuous improvement as mutually reinforcing principles at HMC.

Lean Tools a3 Thinking

Across HMC, we have introduced the A3 Thinking problem-solving methodology that is based on lean principles and completed on one page broken into nine boxes. This methodology allows our team members to actively collaborate on the purpose, goals, and strategy of a project. A3 is an extremely useful tool because the entirety of an idea, problem, or opportunity is on a single sheet of paper. The power is not in the paper, but in the thought process. A3 problem-solving produces a story for timely decision-making without analysis paralysis. If you haven’t already, we encourage you to review the quick module and enroll in a live class as part of My Hunt Journey.

Standard work Standard Work is a way to document the steps of a process and sequence in which those should be performed. It is the who, when and how for each piece of a process. We often say that Standard Work is the “best known way today” and it can be refined as we continuously improve our processes. We have developed Standard Work for the VIP concepts, which were refined by HMC team members as they have implemented these concepts at their properties. Instead of creating a bulky policy that is confusing and geared towards the exceptions, our Standard Work is meant to document the most effective way to operate and be very clear to follow. Standard Work is included throughout this workbook.

Lean Tools Value-Added vs. non-value added By focusing on removing operational waste, we aim to create a win-win situation – enhancing the satisfaction of our dedicated teams and the residents we are committed to serving.

In the eyes of the resident, everything HMC does either ADDS VALUE or does not.

Value-Added vs. Non-Value Added:

Value-Added Activities: These actions directly contribute to meeting residents’ needs and expectations, enhancing a product or service in a way that the residents value. Non-Value-Added Activities: These tasks do not directly contribute to resident satisfaction or are not essential for delivering the product or service. They represent opportunities for improvement and streamlining. HMC utilizes the distinction between value-added and non-value-added activities to understand better and enhance these contributions. The identification and categorization of these activities are facilitated through the lens of the “8 wastes”. The “8 wastes” serve as a systematic framework to categorize and identify areas for improvement. They help distinguish between activities that add value and those that do not. By recognizing and addressing these wastes, HMC aims to refine its processes, providing more value to both internal teams and improving the experience for the residents. “This is a secret mission in uncharted space” - Buzz Lightyear

Lean Tools 8 Wastes Operational Waste:

In alignment with our goals through VIP and Project Lightyear, our primary objective is removing operational waste within our processes. Operational waste refers to any activity that does not directly contribute value to our residents or teams. The focus is on identifying and eliminating elements that do not enhance the quality of life for our residents and, concurrently, relieve our teams from unnecessary burdens. We aim to create a more streamlined process by systematically addressing and eliminating operational waste. This streamlining is not only geared towards improving the overall quality of life for our teams but also towards enhancing resident satisfaction. We understand that operational waste not only adds unnecessary complexities to our workflow but also impacts the well-being of our residents and teams. By eliminating waste, we aspire to ensure that our teams are not overburdened, allowing them to operate more effectively. This, in turn, contributes to an improved quality of life for our teams. Simultaneously, the streamlined processes will lead to a more positive experience for our residents, as they will benefit from a more responsive and higher-quality service.

Lean Tools 8 Wastes

Unevenness: Unevenness refers to the natural variation in needs and demands in any system. This variation, inherent in day-to-day operations, is often exacerbated unnecessarily. The goal is to minimize this unevenness over time by leveraging Lean tools and methodologies. This includes strategies to smooth out fluctuations and create more stability in processes.

Factors Contributing to Unevenness: • PCS Season: Variability introduced by Permanent Change of Station (PCS) seasons.

• PMs (Preventive Maintenance): Fluctuations in demand related to preventive maintenance schedules, batching PMs at the end of the year.

• Seasonality Impacts: Changes in needs and demands due to seasonal patterns and weather impacts, such as hurricanes, winter storms, etc.

• Delaying: Introducing delays in processes that disrupt the natural flow.

“You don’t want to be in the way when my laser goes off” - B uzz L ightyear

• Economies of Scale: Variability resulting from the scale of operations.

• No Standardization: Lack of standardized processes contributing to unevenness.

• Handoffs: Variability introduced during transitions or handoffs between various stages. Think of the phone game – the more information you hand off, the less likely it will be the same. • Lack of Skills & Training: Variability arising from skill gaps and insufficient training within our teams and hiring process.

Lean Tools 8 Wastes

Overburden: Overburden occurs when the human element of a work process is subjected to unsafe, stress-free, or engaging conditions. This can stem from excessive waste, an overwhelming workload, or inadequate time for reflection and improvement. Tolerating overburden is seen as a lack of respect for people within the organization. Causes of Overburden: • Too Much Waste: Inefficient processes and unnecessary activities contribute to workload. • Too Much to Do, Need More Time: An overwhelming number of tasks without adequate time for completion. Impact of Overburden: • Lack of Time for Continuous Improvement: Operating at the limits of capacity leaves no time for reflection and continuous improvement. • Limited Thinking Time: Individuals loaded to 100% of their time need more strategic thinking and planning time. • Impaired Effectiveness: Overburden hinders the organization’s effectiveness, preventing advancements and improvements. Addressing Overburden: • Respect for People: Recognizing and addressing overburden is essential for demonstrating respect for the well-being of our teams. • It is setting Challenging yet Achievable Goals: Establishing goals that push teams but are realistic fosters a culture of improvement without overwhelming individuals. In summary, recognizing and mitigating unevenness while addressing overburden are crucial elements in creating a workplace that respects the well-being of its people and allows for continuous improvement.

“Buzz Lightyear to the rescue” - Buzz Lightyear

A flow cell is a concept associated with Lean principles, specifically regarding production and workflow optimization. The purpose of a flow cell is to enhance the effectiveness of a process by organizing workstations such as vehicles and processes to minimize waste, reduce lead times, and improve overall workflow.

Lean Tools Flow cell

In our Flow Cell model for Vehicles, we’ve designed a dynamic system that optimizes efficiency and minimizes waste across four key quadrants:

1. One Piece Flow (OHIO - Only Handle It Once):

2. Standard Work: Vehicles are standardized, with parts categorized. While the current standard work reflects the best known methods, updating parts based on seasonal variations or zone changes is flexible. Utilizing this approach will assist in the aim for the lowest cost.

3. Pull system: Like a shopping market experience,Technicianspull parts from the warehouse onto the vehicle. A trigger to replenish the warehouse stock into the vehicle is initiated by an empty bin from the 2-Bin System. The restock zone operates on a dynamic, on-demand basis.

4. 6S - Sort, Set, Scrub, Safety, Standardize, Sustain: Implementing the 6S methodology to ensure a defect-free and highly organized environment. 6s involves sorting old parts, setting up bins and vehicle arrangements, scrubbing and cleaning the vehicle, prioritizing safety through securing gases and parts, standardizing the 2-Bin System and part categorization, and sustaining improvements through K-Cards and regular vehicle inspections.

Achieving a seamless one piece flow where a work order enters the system, and the Technician, armed with comprehensive information, utilizes a 2-Bin System on the van to pull the required part and complete the work order.

Visual Management: Description: The entire Flow Cell rests on a foundation of Visual Management. The system is designed to induce behavior change within seconds through visual cues, such as red/green indicators or empty bins, facilitating quick decision-making. Bulls Eye - First Pass Yield (FPY): Description: The ultimate goal of the Flow Cell is to achieve First Pass Yield (FPY) - completing work on the first attempt at 100% defect-free. FPY represents the effectiveness and quality of the process, reflecting our commitment to excellence. This comprehensive Flow Cell model for Vehicles ensures operational excellence and aligns with Lean principles, emphasizing continuous improvement, waste elimination, and visual cues to drive effectiveness and quality in our maintenance processes.

Part II: Vehicles • Introduction to Vehicles • Vehicles: Standard Work • Vehicles: Event Preparation

• Vehicles: Conducting Your Event! • Inventory Sheet, 6s Score, K-Cards • Vehicle Checklists

Introduction to Vehicles Envision our maintenance vehicles and the 2-Bin System as the equivalent of Mr. Potato Head from Toy Story, with a focus on having all the right parts in the right places.

The purpose of maintaining inventory on your vehicle with a 2-Bin System is to ensure swift and efficient service for our residents. This system is strategically designed to minimize windshield time and maximize on-site productivity. The 2-Bin System involves stocking each vehicle with two bins of essential parts: one “active” bin containing the items regularly used and a “reserve” bin serving as a backup. The approach allows our Technicians to quickly identify and access the necessary components needed for specific tasks without the delay of returning to the warehouse for replenishments. By tailoring stock to the site’s work order load and considering individual Technician preferences, the 2-Bin System ensures that techs have precisely what they need on hand, promoting a seamless and timely resolution of service requests. This proactive approach not only enhances customer satisfaction by minimizing downtime but also optimizes the overall efficiency and responsiveness of our maintenance operations.

Just as Mr. Potato Head can be customized with various interchangeable parts, our vehicles can be equipped with a diverse array of tools and supplies stored in the 2-Bin System. This ensures that our Technicians have immediate access to the specific components they need for all their work orders and tasks. The end goal is that Mr. Potato Head is assembled with precision for different adventures, and our vehicles will now be meticulously stocked and organized, allowing our Technicians to efficiently tackle diverse maintenance challenges with all the right tools readily available.

VEHicles Standard work

MAJOR STEPS

DETAILED DESCRIPTION OF STEPS

LEAD

FREQUENCY

TIME

Maintain organization and appropriate level of stock to support demand and mix of work orders through a 2-Bin System, box replenishment and / or consumable inventory. Work with supervisors to adjust inventory on vehicles as demand and mix of work orders changes. If applicable, 1. Create a restock zone in the warehouse where empty bins will be placed for re-stocking. 2. Replenish empty bins, boxes, or consumables. (Replenishment of parts will be incorporated by designee which could be determined as the Technician, if parts are on shelf, if parts are not available, part will be ordered by appropriate designee.) Vehicle stock utilizes a 2-Bin System based on parts and demand and mix of work orders. When the front bin is empty, place it in the designated restock zone or restock when back at the warehouse. The bin is identified as the trigger for replenishment.

VEHICLE STOCK

TECH

DAILY

5 min

WAREHOUSE TECH / SUPERVISOR OR DESIGNEE

“RESTOCK ZONE” BIN REPLENISHMENT

DAILY

10 min

2-BIN SYSTEM

TECH

DAILY

5 min

VEHICLE CHECKLIST

Complete mechanical vehicle checklist & daily safety inspection.

TECH

DAILY

10 min

CLEAN VEHICLE

Remove trash/debris from completed work orders.

TECH

DAILY

5 min

INVENTORY MANAGEMENT

Observe trends to identify part(s) demand and mix and work with Technicians to ensure the appropriate inventory is on vehicle.

TECH / MM

DAILY

5 min

1. Complete random vehicle inspections and review logbook to ensure Technician is completing daily safety inspections. 2. If vehicle is not clean and/or inventory is not stocked, work with Technician to address issues. Following any vehicle inspection, use K-Cards to notate if each Tech is “red” or “green”. Clip the K-Card to the Huddle Board. Apply counter measures for continued progress.

VEHICLE INSPECTIONS

MD / MM / COMM

WEEKLY

10 min / each

K-CARDS DURING MORNING HUDDLE BOARD

MM / COMM

WEEKLY

10 min

Update Standard work based on the best-known way identified through gaps on a regular occurrence, on a minimum standard work should be reviewed monthly.

STANDARD WORK REVISIONS

MD / CD

ONGOING

10 min

60 Days Prior to Event: • Order boxes with HMC’s Procurement Director prior to implementing the vehicle event. • Avg 187 boxes/van. Box count may vary based on site specific needs and types of vehicles. VEHicles event preparation • Set a goal with CD / MD / DO / RMD to determine how many vehicles can be accomplished during the time of the event based on the amount of time and support available. ❏ If all vehicles are not able to be completed, set remaining cadence to have vehicles completed within a reasonable amount of time. • With the proper preparation and right number of support individuals, ideally it should take no longer than 1.5hrs to complete one vehicle . ❏ 4 ½ X 12 (87) ❏ 2 x 12 (100)

30 Days Prior to Event: 1. Schedule and Notification:

❏ Schedule the event and notify DO/RMD/VPO. ❏ Identify additional HMC support for the event.

2. Warehouse Preparation:

❏ Prepare and review the warehouse. ❏ Find an area to spread out parts for easy access and shopping

3. Inventory Development: ❏ Provide each Technician a Blank Inventory Checklist for item notations. ∙ MD/MM to review the vehicle inventory checklist with each Technician. VEHicles event preparation

∙ Discuss tech-specific work focus and common issues in different neighborhoods. ❏ Develop an inventory list for each vehicle with the Technician assigned to the vehicle utilizing the blank inventory sheet. ❏ Once complete, review the Inventory Sheet with CD/MD/DO/RMD/WM/WT. ❏ Ensure robust inventory is identified and listed based on tech needs (skill-set/neighborhood).

❏ Include parts numbers related to labels printed for each vehicle. ❏ Identify min/max counts for parts based on tech and zone needs. ∙ Review with Management for approval. ∙ Minimum: Quantity for restocking or placing an order. ∙ Maximum: Most needed on hand at any given time for first pass yield and availability. 4. Vehicle Inspection and Parts Ordering: ❏ Complete thorough vehicle inspections utilizing the van inspection list. 5. Ordering Supplies:

❏ Order necessary items for vehicle stock and event. ❏ Order parts for vehicles with missing components

(e.g., door handles, fire extinguishers). ❏ Review order history from last year.

6. Amazon List:

❏ Order supplies from Amazon List in preparation for vehicle clean-out.

VEHicles event preparation

7. Tackle Boxes and Small Parts Boxes: ❏ Purchase tackle boxes or small parts boxes for organizing batteries, hardware, screws/nails, etc.

8. Label Printing:

❏ Print labels for parts.

Printing labels from HD If you are printing labels from HD, add all parts to “saved list”, then download bin labels and print.

Printing labels from Ferguson If you are printing labels from Ferguson, create a list with items, and print.

9. Label Distribution: ❏ Print three exact copies of labels per vehicle. ❏ Two for boxes (each vehicle) and one for shelf notification. ❏ Utilize 2x4 labels identified in Amazon List VEHicles event preparation 10. Vehicle Assignment Analysis: ❏ Analyze current vehicle assignments by Technician. ❏ Ensure techs are in the proper vehicles or arrange swaps prior to cleaning out. 11. Shelf Measurement and Box Preparation: ❏ Measure vehicle shelves. ❏ Cut boxes to fit shelves in each vehicle. ❏ Label the back of each box with the vehicle number. ❏ Standard van shelves: Implement a 2-Bin System by cutting the box in half. ❏ Smaller vans: Adjust accordingly. ❏ Truck shelves: Measure based on applicable shelving.

VEHicles event preparation

1 Week Prior to Event:

1. Clean-out Preparation:

❏ Clean trash out of vehicles . ❏ Remove all personal belongings from vehicles.

2. Team Meeting: ❏ Conduct a Team Meeting to discuss the event schedule. ❏ Set expectations for participation, ownership, and dress code (expect to get dirty!).

3. Resident/Partner Communication: ❏ Send notification to residents/partners and inform them that the office will be closed on the event day for training. ❏ Schedule an Emergency on-call Technician and make sure the after-hour call tree is set up appropriately for day of event.

4. Lunch Preparations: ❏ Make lunch preparations for the day of the event.

5. Inventory Check: ❏ Ensure all parts, supplies, and boxes are accounted for.

VEHicles Conducting your event!

Start your Day at the Maintenance Shop and include both Office Team Members and Maintenance Team members, as well as any additional HMC resources that are there for the event! Get ready to have fun and get dirty.

It is interesting that sometimes building a box is not as easy as it looks. The most important step is cutting the boxes. These wonderful cardboard boxes are truly meant to be temporary; your vehicles will go through multiple iterations before settling on the final product and at that time you can go with a more permanent solution for organizing your parts and inventory. This process can do multiple things for you. First, it can be just a good team building exercise, it gives you and your team time to just talk. It doesn’t have to be about work, what the next step is or anything really, put on some music, throw some burgers or dogs on the grill, get the radio going and have a good time getting to know your team on a personal level. The other thing this can and will do is teach your team about good one-piece flow. This process will show your team that you only have to do work when it is needed, and that you can increase productivity and reduce waste at the same time. Let’s Build a Box

The purpose of this activity is to enhance box building efficiency, teamwork, and quality in the box-building process. It is designed to highlight the benefits of transitioning from an individual assembly approach to a one-piece flow system, emphasizing collaboration and defect prevention. Box Building Activity

Doing this with one person you can time it and visually show what extra waste that is involved in one simple task. • Cut the box • Build the Box • Tape the Box • Put it in the Vehicle

VEHicles Conducting your event!

Box Building Activity

Round 1

Round 2

1. Have one person cut the box, build the box, assemble the box, tape it, and then place it in a bag. 2. Have one person time and count how many boxes can be built and delivered in 3 minutes. 3. At the end of the 3 minutes, determine how many boxes were completely defect-free.

Transition into a one-piece flow set up. Get six team members and have a cutter, front builder, back builder, assembler, taper, and bagger. 1. First the cutter. You guessed it cuts the box. 2. Position your builders on each side of the table. The front builder focuses solely on the front side, while the back builder works on the opposite side. A table is highly recommended for this setup. 3. The assembler is responsible for joining the two boxes together. It’s important to note that the back of the box should be inserted into the front of the box. This step may pose some challenges, as it can be a bit finicky at times. 4. Taper takes the combined box and tapes the edges. 5. The bagger retrieves the taped box and carefully places it inside the bag.

Following these steps, we have put into effect, we decreased time and transport waste as well as a reduction in defects, it might take a couple tries but it can be achieved. (Better not Best). There are different iterations that this can be done. Have fun with it and make it your own. If you have enough staff, make two tables, and turn it into a friendly competition.

VEHicles conducting Your event!

step 1: Outline Goals, Objectives, & Methodology:

❏ Review Vehicle Standard Work and explain why we are using the 2-Bin System ❏ Explain that we are creating a 2-Bin System in each vehicle to ensure the inventory needed is on the vehicle, which will enable Technicians to complete the work orders the first time arriving at the home and decreasing windshield time. Stock is customized to each site’s work order load, so Technicians have exactly what they need when they need it. ❏ At the start of the event, provide each Technician and support group with the finalized inventory sheet and 3 sets of labels; for each part/inventory item, there will be 2 boxes labeled and one label on the front of the shelving located in the vehicle.

❏ Provide the 6s Score sheet for each vehicle.

❏ Provide a quick overview on the improvements that other properties have seen since going live.

❏ Discuss the morale improvements in addition to increase work order performance / wrench time.

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