10 Commitments: #9 – Lean and Clean

Commitment #9, a focus on keeping things straight…


  1. No Shortcuts 

    We will teach you the safe way, provide you safe equipment, fix it when it breaks. Do it right and safe.

  2. Safety Freeze 

    Watch out for others, guide and teach “rookies,” hold others accountable for safe practices.

  3. On Time and Quick Start 

    Be there, start timely.

  4. Work Smart – Technique and Consistency 

    Learn the right techniques and work at a consistent pace.

  5. Work Hard – Strength and Speed 

    Build endurance and push for faster production.

  6. Teamwork 

    Teammates support, cooperate, encourage and motivate each others. Be a good team member.

  7. “Customer Quality” 

    Know your customer and exceed their expectations.

  8. 100% Uptime 

    Learn to understand your tools and machines. Maintain them. Report little things before they become big.

  9. Lean and Clean 

    To run lean, we must have good housekeeping. Keep your area clean.

    This is a simple truth.  The best plants have good housekeeping.It takes an “every person effort” to keep a plant orderly and clean.

    Here are some of the things that I see that happen in clean plants: 

    • Management has a plan specific to cleaning up and clear accountabilities are assigned.
    • Resources are available to ensure proper housekeeping.  Resources include adequate staff hired, adequate tools available and adequate time available.
    • A premium is placed on processing downfall timely.  Downfall is the biggest contributor to the junky appearance of a plant.
    • A premium is placed on the timely use of “cut stock.”  There are no piles of “leftover boards” from previous orders.  There is a plan to use them up.
    • Housekeeping is perceived as necessary to productive operation as compared to a cost of doing business.  Hidden costs exist in a poorly organized plant.  Housekeeping is a premium. 


  10. Better or Worse? If you are not moving toward excellence, you are drifting toward mediocrity.

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