The methodology is proven.
We automated it.

Every issue filed under one of five missions: Safety, Quality, Delivery/Productivity, Cost, or People Development.

Red means below target. Green means on track. Flipped by hand at the start of each shift or daily meeting.

One card per open issue. Each names the problem, the owner, and the due date. Removed from the board when the issue closes.

A small line chart in each cell shows whether the metric is improving or declining. Plotted by hand, typically at the end of each shift or week.

The bar stools and round tables in front of the board mark this as a daily huddle space. The board only holds if a leader shows up and asks the right questions, every single shift.

Every operator action is individually attributed — shift check-ins, DT (downtime) claims, scrap entries, material requests, and Kaizen submissions — creating a behavioral performance profile built from daily production activity. The Kaizen incentive tier system (Bronze through Platinum) creates a visible development track tied to measurable contributions. Language preference follows each operator to any device on the floor. Supervisors see participation rates, submission history, and implementation records per team member.

Safety Kaizen submissions carry a 24-hour review SLA (Service Level Agreement) and route directly to the designated safety reviewer. LOTO (Lockout/Tagout) task steps are classified as Safety in Standard Work Templates, requiring confirmed completion before a work order can close. Quality threshold alerts are configurable for safety-critical process parameters. Every safety-related action from submission through verification carries a full timestamp-and-user audit trail.

The A-FMDS problem-solving workflow combines 5-Why root cause analysis and Fishbone (Ishikawa) diagram structuring in the Quality module with CMMS work orders providing the structured action record. Each investigation captures the problem statement, root cause, corrective action, assigned owner, due date, and verification outcome — the functional equivalent of an A3 document, built into the platform and tied directly to the production event that triggered it.

Every shift finalizes with a complete digital handoff record: OEE score, all downtime events with root cause classifications, scrap count and reason codes, open work orders, and Kaizen items in progress. The incoming supervisor opens the Shift History view and sees the full sequence of the previous shift — what ran, what stopped, what was called, and what remains open. The data is the handoff. No verbal transfer, no whiteboard, no information lost between shifts.

OEE targets are configured at the asset and product level, with the Executive Dashboard rolling individual asset performance up to plant-level and multi-plant aggregate views. Operations leaders see the gap between daily actuals and configured targets at every level of the organization — from the individual cell to the facility to the enterprise — updated in real time throughout each shift.