The RICOH Way

Production System

2

Table of Contents

Section Page

• Introduction 3

• The RICOH Way 4

• Values statement: Key Word Explanations 5

• Structure of the RICOH Way Production System 7

• 12 Key Fundamentals 8

• Getting Started 9

• 12 Key Fundamentals

1. Think Safety; Act Safely 10

2. Embrace 5S 14

3. Foster Employee Development 21

4. Be Environmentally Responsible 24

5. Model Corporate Social Responsibility 31

6. Deliver Quality 34

7. Breathe Fact-Based Decision-Making 37

8. Use Visual Management 41

9. Deploy Standardization 46

10. Live KAIZEN 48

11. Pursue Super Low Cost 57

12. Implement Synchronization 61

• Acronyms Explanations 65

• Notes (your values, targets & action plans) 66

3

It’s the organized approach we take to ensure

excellence in manufacturing. The methods we use

are unique to RICOH.

The following pages of this guidebook focus on the

12 Key Fundamentals of the RICOH Way

Production System. Each is explained in a simple

way to help you understand what it is and why it’s

important, and to give you some examples of tools,

systems, and methods we use to work according to

the RICOH Way.

What is The RICOH Way Production System?

Introduction

The 12 Key Fundamentals are the foundation of the

RICOH Way Production System. You must have a

good understanding of these fundamentals, and

apply them on a daily basis.

All employees, regardless of organizational or

functional role, must demonstrate behaviors and

improve their skills consistent with the Key

Fundamentals.

Why do we need this guidebook?

The Spirit of Three Lovesby Kiyoshi Ichimura, Founder

1. Love your neighbor- Do for others - Value others- Everyone is your customer

2. Love your country- Contribute to our community

3. Love your work- Find meaning in your work- Take on new challenges- Put your heart into your work

From the

founding

principles, the

RICOH Group

mission,

vision, and

values were

established

The

RICOH

Way

Founding Principles,

Mission, Vision, and Values1

Mission Statement

At the RICOH Group, we are committed to providing

excellence to improve the quality of living and to drive

sustainability.

Vision Statement

To be the most trusted brand with irresistible appeal in the

global market.

Values Statement

To be one global company, we must care about people,

our profession, our society, and our planet. We must

dedicate our winning spirit, innovation and teamwork to

sharpen our customer centric focus, and we also must

commit to the highest standards of ethics and integrity.

Mission, Vision, and Values

1 http://blogs.rintra.net/blog/portal/brand/

4

5

Values statement: Key Word

Explanations

One global

company:

From the beginning, we have believed

in teamwork, and our success as one

company is the basis for the “Think

Global. Act Local.” concept. The

synergy of RICOH as one global

company, and the passion to make this

world better, create an environment

where we can thrive and prosper.

People:

All stakeholders including customers,

employees, business partners and

shareholders.

Shareholders: RICOH expects our

business to be profitable, and we must

generate superior returns on the

corporate assets, the value of which we

have a fiduciary duty to preserve for

our shareholders.

Profession:

Devotion to the gifts and talents that

each of of us has to maximize our

potential, to fulfill the social purpose.

Society and

planet:

Society is created by humans as a

product of civilization, and it co-exists

with the harmonization of the planet and

its environment. This coexistence

requires vigilant efforts.

6

Values statement: Key Word

Explanations (5 Values)

Winning

spirit:

RICOH must lead the world in every

endeavor it undertakes. Each Ricoh

person is constantly challenged to

passionately pursue innovation.

Innovation:

We strive to identify the most

demanding needs of the market and to

provide customers the highest level of

experience. We devote our resources to

improving quality and exceeding

customer satisfaction.

Teamwork:

All RICOH people are part of a global

team. Our team is dedicated to

continuously improving RICOH’s

products, services and processes by

cooperating with, learning from, and

respecting each other.

Customer

centric:

Although we are a global company, we

must not lose sight of our

entrepreneurial spirit to understand

each customer’s needs from their “eye-

level,” which brings new value to those

we serve.

Ethics and

integrity:

Each one of us commits to act with

integrity and honesty in all situations,

and we take personal responsibility for

our actions.

The

RICOH

Way

Founding

PrinciplesThe Sprit of 3 Loves

Mission, Vision, Values

7

Structure of The RICOH Way

Production System

The RICOH Way

Production Statement is

the ultimate goal in our

production operations.

We reach that goal by

focusing on five

Essential Principles:

SEQCD.

We use 12 Key

Fundamentals

to improve

performance

in the areas

of SEQCD.

In 1946, Kiyoshi Ichimura

defined the RICOH

Group’s founding

principles, which instruct

us how to do business,

encouraging us to

constantly improve

and contribute to

the well-being of

our families,

customers,

and society.

Essential Principles: S, E, Q, C, D

12 Key Fundamentals

RP

O

TC

ION

DU

The RICOH Way Production Statement:

Become the world’s No. 1 manufacturing

company that delivers best-in-class products

and services

8

12 Key Fundamentals12 K

ey F

un

dam

en

tals

1. Think Safety; Act Safely

2. Embrace 5S

3. Foster Employee Development

4. Be Environmentally Responsible

5. Model Corporate Social

Responsibility

6. Deliver Quality

7. Breathe Fact-Based Decision-

Making

8. Use Visual Management

9. Deploy Standardization

10.Live KAIZEN

11.Pursue Super Low Cost

12. Implement Synchronization

S

E

Q

C

D

Safety

Quality

Cost

Delivery

Environment

SDCA+PDCA

Observe and Capture the fact without assumptions

Listen to customer’s feedback and respond urgently.

Put forth your best effort to harmonize Ricoh values with

your day to day work.

Everyone!

If you are new to RICOH, it explains the basic

information you need to know so you can contribute

effectively to our operations.

If you have been with us for some time, this guidebook

is a “back to basics” refresher.

9

Who should use this guidebook?

Getting Started

This RICOH Way Production guidebook is a reference

that explains what each Key Fundamental (KF) is and

why it’s important. It gives a few examples of how we

put each KF into practice.

This guidebook is intended for reference purposes, and

does not supersede any RICOH Group policies and

procedures. This guidebook does not replace any

existing policies and procedures issued by various

RICOH companies in connection with their operations.

Rather, it is a guide to the RICOH Way Production

System’s overriding principles.

How to use this guidebook

Key points to remember

Your safety is our

first priority!

It's important that

RICOH provides a

safe and secure workplace.

Complying with health and safety

regulations protects you from injury.

Creating and maintaining a safe and

secure working environment is good for

employees and the company.

WHAT

RICOH is committed to ensuring a healthy and safe

working environment for all employees. This is achieved

when management and employees take responsibility

for following rules, regulations, and safe work practices.

We must continually improve our workplace through

workplace analysis, hazard prevention and control, and

safety training.

Key Fundamental #1

Think

Safety; Act

Safely

WHY

Safety Is

Your Responsibility

10

11

Employees are expected to recognize unsafe

conditions or practices and must report them to their

supervisor immediately.

You are empowered to stop any unsafe condition:

1. Stop the problem

2. Call your supervisor

3. Wait for instructions

Once hazards are reported, corrective action can be

taken to remove them from the workplace.

HOW

Safety starts with you!

KF #1: Think Safety; Act Safely

Safe

ty

Be alert to hazards

Maintaining Safe Work Practices

We must follow all safety rules and procedures.

We must wear personal protective equipment (PPE) where required.

12

KF #1: Think Safety; Act Safely

Each of us is responsible for completing the safety

training identified for our positions.

Taking the required safety training helps us perform

our jobs correctly and safely.

Safe

ty

Safety Training

5S and Safety Tours

We conduct 5S and safety tours to benchmark best practices and share them with others.

We look for abnormal conditions and workplace hazards.

We share findings with process owners and others so improvements can be deployed to other areas to prevent similar incidents.

13

Incident Notification

Fact Investigation

Cause Analysis

Corrective Action

Follow-up

Safe

ty

Incident Management

Report incidents to your supervisor immediately so the

cause can be investigated right away.

All incidents are investigated using fact-based, root-

cause analysis so corrective actions can be taken to

eliminate hazards and prevent future occurrences.

Incident information is shared within the RICOH Group

to help prevent similar incidents.

Near-miss incidents

Injury incidents

Other incidents (property

damage, fire, chemical spills,

etc.)

KF #1: Think Safety; Act Safely

WHAT

5S is a method for recognizing workplace abnormalities. Follow each step in order to maintain your workplace in an organized, clean, lean, safe, and pleasant condition.

Embrace

5S

3

5

4

“S” Step Meaning and Actions

Sort Sort and remove unnecessary items

Set in order Each item that is needed must have a

designated place for easy retrieval

and return.

Shine Check each item’s condition during

cleaning and correct abnormalities so

the item is ready to use again.

Standardize Keep items in optimum condition, and

make the first three steps your

standard way of working.

Sustain Maintain the habit of following the first

four steps.

Abnormal Condition

1

2

Normal Condition

Key Fundamental #2

14

15

5S

Concept of 5S

KF #2: Embrace 5S

45

3

Use Recycle Retain

1 Sort

Set in Order

Shine

StandardizeSustain

2

5S is the cornerstone of all RICOH operations.

Regardless of where you work and what position you

hold, 5S not only helps you sustain the optimum

condition in your work environment, it also helps you

identify opportunities for improvement.

16

WHY

5S

KF #2: Embrace 5S

Actions

Step 1

Sort

Step 2

Set in

order

Step 3

Shine

Results

Step 5

Sustain

Step 4

Stand-

ardize

5S creates an environment where normal and

abnormal conditions can be easily recognized by all

employees.

The ultimate purpose of 5S is to foster a culture of

continuous improvement.

5S activity maximizes:

Safety

Plant housekeeping

Muda (loss)

management

Employee

productivity

Equipment

longevity

and reliability

Ownership of your

work processes and

environment

Positive attitudes about

daily work and good work habits

Company profit and future growth as an industry

leader

17

HOW

Five rules of 5S

Three requirements for successful 5S

Rule 1: Avoid placing objects directly on the floor

Make floor space easy to clean and check conditions.

Good exampleBad example

1. Leadership

RICOH top management strongly supports 5S

throughout the entire organization.

2. Learning and practice

Learn 5S, and put it into practice. Always be aware of

5S.

3. Global participation

Every person plays an important role in 5S by making

improvements.

KF #2: Embrace 5S

5S

18

Five rules of 5S

Rule 2: Use lines to mark floors

Make it easy to see safe areas, traffic aisles, and work

areas.

Good exampleBad example

Rule 3: Post signs and labels to identify work areas and

designated places for items

Good exampleBad example

KF #2: Embrace 5S

5S

19

Example:

Five rules of 5SRule 4: Wear proper work clothes

Wear proper work clothes so you can work safely and

efficiently.

Rule 5: Follow height limits

Place work tools at or below shoulder and at or above knee level so you can perform arm movements safely and efficiently.

KF #2: Embrace 5S

5S

Upper limit

Lower limit: Objects below knees are hard to reach

and clean.

WorkabilitySafety

Contro

lled

range

20

Only store needed items.

Make it easy to find needed items.

Save space.

Office 5S Examples

Good examplesBad examples

KF #2: Embrace 5S

5S

RICOH is committed to ongoing efforts to develop

employees’ knowledge, skills and abilities that will

ensure current and future success.

Learning and embracing the concepts in this

guidebook are the first steps.

Foster

Employee

Development

WHAT

WHY

A company is only as good as its people.

Employees who are prepared are successful, and

successful employees will love their work.

We need to develop essential skills to ensure

successful performance.

Employees who are engaged and competent help the

business grow.

Employee development is critical to the company’s

success and your career.

Creating a culture of developing and supporting

people gives us a competitive edge and helps us

achieve our vision and objectives.

Transforming our business through our people

Key Fundamental #3

21

22

Take ownership of your development, work with your

manager to assess your development needs, create

development plans aligned with business needs, and

measure your progress.

Many resources are available to employees to

develop their knowledge, skills, and abilities:

Company-specific training

Orientation and learning the organizational

culture

On-the-job training

Classroom and

e-learning

Online resources

Coaching and

mentoring

Cross-training

opportunities

HOW

Em

plo

yee D

evelo

pm

en

t

KF #3: Foster Employee Development

23

Employee development aligns individual

competencies with our common goals resulting in

improved job and business performance.

Em

plo

yee D

evelo

pm

en

t

Employee Development

KF #3: Foster Employee Development

Succession

Planning

Talent

Acquisition

(Recruiting)

Talent

Development

(Training)

Performance

Management

Career Path/

Promotions

Competencies

Based on

The Ricoh Way

Production System

WHAT

To achieve a sustainable society, it is necessary to limit

environmental impacts to levels that make it possible for

the Earth to continue regenerating itself. Therefore, the

Ricoh Group's sustainable environmental management

focuses on four pillars.

Key Fundamental # 4Be

Environmentally

Responsible

RICOH Manufacturing Environmental Conservation Model

l1

24

Biodiversity Conservation

Resource

Conservation

and Recycling

Energy

Conservation

and Prevention of

Global Warming

Pollution Prevention

25

KF # 4: Be Environmentally Responsible

Complying with environmental regulations

Reducing the environmental impact of our products

throughout their lifecycles, from use of raw materials

for production, through the use and disposal of

products.

Ensuring that raw materials an parts meet the RICOH

Green Procurement Standard and comply with

Chemical Management System requirements.

All RICOH production facilities are zero waste to

landfill (ZWTL).

Reducing the use of energy by downsizing equipment

and/or production lines.

Using equipment that reduces environmental impact

(e.g., LED lamps and solar power).

Collecting and recycling parts

and products back to their

original state.

Developing innovative

environmental technologies

for wide use throughout society.

RICOH production groups are committed to sustainable

manufacturing using the following approaches:

En

vir

on

men

t

26

WHY

Your commitment to protecting the environment helps

RICOH maintain environmentally sustainable

operations, and produce products that are respected

by our customers and society.

We must take care of the Earth and pass it on to

future generations. This is why we engage in

environmental conservation activities while still

pursuing profitability.

We make solid, continuous efforts to make

environmental conservation activities effective and to

make a difference over the long term.

KF #4: Be Environmentally Responsible

En

viro

nm

en

t

1

2

3

4

5

27

HOW

Everyone in RICOH Group production facilities

practices 5R activities to maintain ZWTL.

Avoid buying anything that

becomes waste

All employees participate in reducing waste, energy,

water, paper, and greenhouse gas emissions (CO2).

KF #4: Be Environmentally Responsible

Recycle any remaining waste

streams

Reduce waste at the source

Return packaging materials to

suppliers

Nothing goes to landfill!

Reuse everything possible

En

vir

on

men

t

28

Concept of a Sustainable Society: The Comet CircleTM

KF #4: Be Environmentally Responsible

The Comet CircleTM：

The Comet Circle represents a sustainable society that

recirculates resources. Circles indicate partners we work

with to achieve a recycling-based society. The upper

route represents resources taken from the natural

environment and processed into products, moving from

right to left, and finally delivered to users (customers).

Products at the end of their useful life move from left to

right along the lower route. The longer the end product

remains in the inner circles closer to the user, the better.

To embrace this concept, Ricoh designs, manufactures,

transports and sells its products in a sustainable manner.

En

viro

nm

en

t

29

Maintaining ISO 14001 Certification

ISO 14001, an international environmental

management system standard, is an important tool

used in our operations.

The ISO 14001 environmental management system

(EMS) requires continuous improvement of our

environmental performance using the plan, do, check,

act (PDCA) cycle.

Green Procurement: Environmental standards for the

procurement of materials and parts used in RICOH

products.

Chemical Management System (CMS):

We audit parts and materials

suppliers to ensure that banned

or restricted chemical

substances are not part of

RICOH products.

KF #4: Be Environmentally Responsible

Programs Unique to RICOH

En

vir

on

men

t

30

Using the PDCA Cycle for Environmental

Activities

1. Plan

General environmental

principles

Environmental

objectives and action

plans

2. Do

Comply with company

regulations, provide

environmental training,

promote awareness,

and develop

environmental

technologies

4. Act

Review the

environmental

management system

(EMS)

3. Check

Evaluate environmental

achievements using eco-

balance environmental

accounting

KF #4: Be Environmentally Responsible

En

viro

nm

en

t

WHAT

To grow as a respected organization, the RICOH

Group takes seriously our duty to be good corporate

citizens in every aspect of our operations. We model

our responsibility by observing the following principles

compliant with the letter and spirit of national and

international laws and rules of conduct.

Integrity in corporate activities: Comply with

environmental and labor laws; develop and

provide useful products and services with high

quality, reliability and ease of use; maintain

security of information.

Harmony with the environment: Seek to

implement technological innovations that reflect

environmental concerns and participate in ongoing

activities to preserve the environment.

Respect for people: Maintain a safe working

environment; respect individual differences; and

encourage their autonomy and creativity.

Harmony with society: Actively engage in activities

that contribute to society.

Model

Corporate

Social

Responsibility

Key Fundamental #5

31

32

WHY

With the strengths and capabilities of 110,000

employees around the world, the RICOH Group can

play an active role in solving social problems.

We offer employees training and volunteer

opportunities to raise awareness and sensitivity

toward social issues, and encourage you to take

action and be part of a corporate culture that

contributes to solving social challenges.

We conduct our daily activities according to the Code

of Ethics, which helps us understand our

responsibilities and ethical issues we may encounter.

We maintain a safe working environment.

We respect the culture and customs of our co-workers

and the countries in which we do business.

HOW

KF #5: Model Corporate Social Responsibility

CS

R

33

1 http://www.ricoh.com/csr/activity/soc_harmony/policy.html

Corporate Social Responsibility

KF #5: Model Corporate Social Responsibility

Philosophy

Principles of Action

Priority Areas

CS

R

WHAT

Deliver

Quality

Building a strong global brand

by creating new value

1 http://blogs.rintra.net/blog/portal/brand/ricoh-quality/handbook.html

Quality means “consistently delighting and inspiring

our customers.”

The RICOH Group will always remain trustworthy and

attractive for customers.

RICOH Quality consistently delights and inspires

customers, thus retaining their loyalty.

Quality results from processes to provide products and

services and co-create value.1

Key Fundamental #6

34

35

WHY

Delivering what customers want,

when they want it

No 1. trusted brand

We have always worked

together as the RICOH Group

to increase customer

satisfaction in an effort to

maintain Customer

Satisfaction (CS No. 1) and

be a trusted and attractive

brand with broad appeal in

the global market.

Because customer

satisfaction is a given in the

marketplace today, it is

critical that we exceed the

expectations of our

customers and delight them

so they continue to use

RICOH products and services.

Knowing what the customer values helps ensure that

our hard work is directed toward what the customer

really wants.

KF #6: Deliver Quality

Qu

ali

ty

36

HOW

By building in quality, we deliver exactly what the

customer wants, the first time

Create new value

by understanding

your customers.

We seek the customer’s input to understand their

definition of value.

Customers are external and internal, the next

person in the process, or the end user.

Ask yourself:

Who is my customer?

What are their expectations?

How can I exceed their expectations?

KF #6: Deliver Quality

Use the following references and tools:

RICOH Quality Handbook1

Quality Management System (QMS) based on ISO

9001 standards

What, then why (TTY) approach

Learning from past experiences

Failure mode effect analysis

(FMEA)

QC 7 tools

Poka-yoke for error-proofing

If an abnormality is

found, the

production line

should be stopped

in order to solve the

problem.

Qu

ality

1 http://blogs.rintra.net/blog/portal/brand/ricoh-quality/handbook.html

37

WHAT

Being fact-based is not only about what you know,

but also what you don’t know

Find the

facts

Key Fundamental #7

Breathe Fact-Based Decision-Making

At RICOH, fact-based decision-making is how we

approach all decisions. It’s how we think.

“Go, see, and investigate” is a fact-based approach.

By observing and capturing all the evidence, we are

able to understand the situation, define problems

accurately, and transform them into opportunities to

improve.

In order to investigate

something that cannot be

seen, we gather information

and organize it in a way

that helps us visualize the

condition.

We challenge every employee

to observe the actual process or product to capture

factual evidence.

We don’t make assumptions or guesses based on

past experience alone; we make decisions based on

facts.

38

WHY

Find the facts to understand the problems

KF #7: Breathe Fact-Based Decision-Making

Fa

ct-B

ased Being fact-based enables us

to make the right decisions.

Only the facts allow us to

convert decisions into the

right actions.

“By knowing what is true,

we can do what is right.”

Quicker decision making

Quicker problem solving

Addressing the true

root cause

Setting clear targets

and goals

Achieving

SEQCD results

39

HOW

Fa

ct-

Based

We understand the problem by going to gemba, the

place where the process takes place, to observe

and capture the facts.

We analyze variations from the standard.

Ask yourself:

What facts do I need to collect?

Why are they important for me to collect?

How do I analyze the finding?

Whom do I need to talk to?

Use the following references and tools:

What, then why (TTY)

KAIZEN 10 steps

Value stream mapping

Process mapping

KF #7: Breathe Fact-Based Decision-Making

40

Sort and

Analyze

Facts

Collect

Facts

TTY stands for WhaT – Then – WhY and is a

framework to systematically approach problems.

Using TTY Approach for Solving Problems

Improve Processes

and Systems

Identify Cause(s)

Based on Fact

Analysis

Develop Prevention

Measures

Based on Facts

Don’t assume; get the facts

KF #7: Breathe Fact-Based Decision-Making

Fa

ct-B

ased

WHAT

Visual management is a universal language

Use Visual

Management

Creating a work environment where “normal” and

“abnormal” conditions can be easily recognized by all

employees.

Visual management should be clear and easy to

understand, and trigger action.

Abnormal

condition: take

immediate action

Caution: monitor

conditions

carefully

Normal condition:

continue

monitoring

Key Fundamental #8

41

42

WHY

Go to the gemba to manage visually

Vis

ua

lizatio

n

Visual management enables us to measure business

performance against SEQCD targets: safety,

environment, quality, cost, and delivery.

Visual management enables all employees to quickly

understand the critical controls of any process, and

triggers a rapid response to any deviation from the

norm.

Visual management allows all employees to perform

efficiently by making decisions earlier, often predicting

problems before they occur.

This rapid response ensures we achieve all our

SEQCD targets, and exceed our customers’

expectations.

KF #8: Use Visual Management

43

Vis

ua

lizati

on

• Floor marking

• Color coding

• Shadow boards

Visual Order

• Light indicators

• Audible - noise

• Indicators

HOW

There are many forms of visual management:

Visual Devices

KF #8: Use Visual Management

44

Ask yourself:

What are my visual management controls?

Why are they important to my process?

When do I use them?

How do I act quickly?

Whom do I inform if they deviate?

Use the following references and tools:

5S

SEQCD reporting

7 tools of quality control (QC)

Visual management ensures rapid response

• Traffic lights

• Clear targets

• Plan vs.

actual

Visual Management

KF #8: Use Visual Management

Vis

ua

lizatio

n

45

Process Mapping

Process mapping is a tool that helps us easily see the

sequence of work that makes up a process.

Fact-Based Visualization

Process mapping shows the flow of work and the

relationship between each activity.

Maps show what is happening rather than what should

happen, and allows us to make improvements based

on the facts.

KF #8: Use Visual Management

Vis

ua

lizati

on

WHAT

Deploy

Standardization

WHY

Standardization is creating and

making known processes and

procedures for the work that is done.

To ensure best practices, we

standardize work methods.

Standardized work is based on

best practices, and procedures

are based on known methods.

By ensuring stable and repeatable

work standards, we minimize variations (baratsuki) in

quality and cost.

Using PDCA, we review and revise work standards as

needed to stabilize quality and cost.

Standardized tasks and processes are the starting

point for continuous improvement.

Standardization allows employees to know what to do

and how to do it so that they can be successful in their

job.

Standardization eliminates or reduces variations

(baratsuki), helps replicate best practices, and

provides a safe and efficient work environment.

Key Fundamental #9

Policy

46

47

HOW

Sta

nd

ard

iza

tio

n

Use the following references and tools:

Policies and procedures

Work methods

ISO management system

EMS management system

Information security management system (ISMS)

RICOH Group standards

Desk procedures

IT systems such as RINKS21, RIPICS, CUBIC

Standard time measures

KF #9: Deploy Standardization

48

WHAT

Never stop improving

Be better today than you were yesterday.

Be better tomorrow than you are today.

Live

KAIZEN

KAIZEN means continuous improvement.

The RICOH continuous improvement philosophy

requires employees to:

Continually improve our business.

Continually improve ourselves.

Continually improve the customer experience.

At RICOH we embed KAIZEN thinking and application

in our activities, using our expertise to strive for

excellence.

Key Fundamental #10

48

49

WHY

KA

IZE

N

Our industry and the way we do business are

changing fast. We must continually improve and

exceed our customers’ expectations.

KAIZEN changes employees’ thinking, leading to self-

improvement. This encourages us to work together to

solve problems and deliver improvements based on

the facts.

KAIZEN encourages sharing and provides new

learning opportunities. This essence of KAIZEN is key

to the RICOH Group concept of

“Spiral up together”

…and achieve even higher

targets.

KAIZEN is only truly complete when it has been

shared and deployed by others.

KF #10: Live KAIZEN

50

HOW

KA

IZE

N

We all contribute to KAIZEN by seeing, challenging,

and eliminating process waste.

KAIZEN(Continuous

Improvement)

Is Our Way of

Life

KF #10: Live KAIZEN

P DCA

P DCA

P DCA

P DCA

Ask yourself:

How can I improve quality?

How can I do my process more efficiently?

How can we improve the customer experience?

How can I help my team members improve their

processes?

51

KAIZEN 10 Steps

KA

IZE

N

We plan, do, measure, and share our improvement

activity using the KAIZEN 10-step approach, which is

systematic, logical, and efficient.

Use the KAIZEN 10-step approach for problem-

solving or making improvements.

You can share your improvements on the standard

KAIZEN 10-step sheet, which ensures all RICOH

employees follow the same robust process.

KF #10: Live KAIZEN

Use the following references and tools:

KAIZEN 10 steps

KAIZEN tour, rally, and showroom

Employee idea system

Fact-based decision making

7 factory/process wastes: “TIM WOOD”

12 muda

52

Use the KAIZEN 10 Steps:

1. Introduction to the Problem

Brief description of the problem and the

improvement target

2. Investigation of the Facts

Gap between current performance and the target.

3. Root Cause Analysis

Investigation of facts showing the root cause

4. Proposed Countermeasures

A selection of actions for improvement, arrived at by

fact-based investigation

5. Implementation of Countermeasures

How the improvement was implemented using the

5W1H method

6. Confirmation of Effect

Results of improvements compared to the target

7. System Improvement

Improvements are systemized or standardized

8. Horizontal Deployment

Looking for other areas where the improvements

can be deployed (department, factory, group, etc.)

9. Summary of Improvements

Summary of all benefits, tangible and non-tangible

10. Remaining Issues and Future Plans

Issues remain from the original problem/target and

the future plans required to implement any further

improvements

KF #10: Live KAIZEN

KA

IZE

N

53

KA

IZE

N

Employee Idea System

Employees doing the work are closest to the facts,

and their suggestions are key to improving our work

processes.

Share your idea. If feasible, implement

your idea.

Submit the idea using an idea

submission form.

Your idea is recognized and rewarded.

Your implemented idea is shared with

other departments, groups, or Ricoh

Group companies for everyone’s benefit.

KF #10: Live KAIZEN

54

1

27

6 3

45

Transportation

Inventory

Motion

WaitingOver

Production

Over

Processing

Defects

The 7 Factory/Process Wastes

TIM WOOD

1

27

6 3

45

Transportation

Inventory

Motion

WaitingOver

Production

Over

Processing

Defects

The 7 Factory/Process Wastes

TIM WOOD

The 7 Factory/Process Wastes

KA

IZE

N

Non-value activities exist in all processes. They

increase our costs and add no value to the customer.

If not controlled or, even better, eliminated, these

types of waste can take over and make us

uncompetitive.

The RICOH Way to remember the seven types of

waste is by using the acronym “TIM WOOD”:

KF #10: Live KAIZEN

55

12 Muda

Eliminate 12 Muda (wasted process movement)

Waiting time while both

hands are idle

Waiting time while only one

hand is being used and the

other hand is idle

Pauses before starting

the next movement

Movement that is more than

necessary

Switching of parts or tools

from one hand to the other

Excessive

walking

between the

work station and

parts/tools location

1. Both hands idle 2. One hand idle

3. Pausing 4. Excessive movement

5. Switching 6. Walking

KA

IZE

N

56

KF #10: Live KAIZEN

Turning around or

stepping to reach parts

located in the rear

Taking separate steps, even

when it’s possible to combine

process steps together

Rework due to operator

error / lack of training

Stretching due to processes taking

place or parts located too high

Bending due to processes

taking place or parts

located too low

7. Turning 8. Taking unnecessary steps

9. Rework 10. Stretching

11. Bending

12. Useless movement

2 1

Bad

Better

1

Movement with no added value

(excessive checking or

preparation, repetitive

movement, etc.)

KA

IZE

N

WHAT

Super Low Cost means to surpass competitors’ cost

structures. If competitors’ costs are unknown, the goal is to

reduce our costs by 50%.

We achieve a 50% or better reduction in cost without

sacrificing SEQCD performance. This requires

technological innovation and creativity to change or re-

engineer business processes.

PursueSuper

Low CostKey Fundamental #11

Competitor's

cost is known

Our cost

？

Competitor's

cost

Our cost

reduced

below

competitor's

Our cost

Our cost

reduced by

half

Competitor's cost

is unknown

57

58

KF #11: Pursue Super Low Cost

WHY

Implementing super-low cost enables RICOH to:

Optimize the cost of operation to remain

competitive.

Continually improve the customer experience.

Stretch goals help us become the No. 1 manufacturer

of office automation equipment and supplies.

Su

pe

r Lo

w C

os

t

59

HOW

Current

Cost

Competitors’

Cost

Target

Cost Super

Low Cost

Material Cost

Utility Cost Labor Cost

Equipment Cost

Based on the results of benchmarking, we must

implement activities to surpass our competition

through:

1. Cost reduction activities

2. Technological innovation

3. Re-engineering business processes

KF #11: Pursue Super Low Cost

Su

pe

r L

ow

Co

st

60

The toner production line process improvement and

reduction of equipment is the kind of technological

innovation that simultaneously achieves both

environmental conservation and profit.

Toner Production Line Improvement

The old production line was

inefficient and required a lot

of space.

The new line would fit in just

one shipping container.

SEQCD performance

remains the same.

Reduction of Manufacturing Equipment

Results:

CO2 emissions reduced by half

Equipment cost reduced by a third

Space reduced by half

Setup time reduced 20 times

KF #11: Pursue Super Low Cost

Su

pe

r Lo

w C

os

t

WHAT

Implement

Synchronization

WHY

HOW

Synchronization is the systematic movement of

information, materials, and other resources

through all stages in a value chain.

Synchronization optimizes processes across the

organization. It eliminates waste and creates value by

reducing cycle time and improving SEQCD.

Synchronized process flow provides optimal customer

satisfaction at the lowest possible cost.

We optimize business results by eliminating

unnecessary processes and reducing lead time, stock

points, finished goods inventory, transportation and

idling, space, and CO2 emissions.

Use the following references and tools:

Value stream mapping

KAIZEN

Takt time

Line balancing

7 factory wastes “TIM WOOD”

Radar chart rank-up (RCR)

Key Fundamental #12

61

62

Pla

n

Purc

hasin

g

parts

Ware

house

Pro

ductio

n

assem

bly

Inspectio

n

Fin

ished

Goods W

/H

Pro

duct

Custo

mers

Planning and

parts

procurement

PCB

Parts Receiving

W/H

PCB Production

Shorter cycle

times,

reduced

hand-offs, and

other savings

Finished Goods

W/H

Processes

connect

seamlessly

Less

inventory;

no waiting

time

Parts production

Mat'l Receiving

W/H

Plan –

Purchasing

Mat’ls

KF #12: Implement Synchronization

Problems are

detected

immediately

and must be

resolved

quickly

Syn

ch

ron

iza

tion

63

Takt Time (TT) and Line Balancing

TT = Available time to produce / quantity to produce

Why are takt time and line balancing important?

What is takt time?

Takt time is the time needed for the work to be

completed at each work station. It sets the pace, or

speed, of the production line.

Takt time and line balancing ensure that we meet daily

production requirements on schedule.

KF #12: Implement Synchronization

What is line balancing?

Line balancing means all operators work at the same

pace and with the same level of efficiency.

Takt time and line balancing

are tools used to organize the

manufacturing process and

make production as efficient

as possible.

How is it done?

Each work station has an instruction manual that

includes the Takt time calculated for that station.

Syn

ch

ron

iza

tio

n

64

Value Stream Mapping (VSM)

Visualize and act on facts

Value stream mapping is a lean manufacturing

method used to analyze and design the flow of

materials and information needed to efficiently deliver

products or services to our customers.

VSM engages all departments to give everyone a

common understanding of the end-to-end process.

VSM involves a team approach to problem-solving,

breaks down silos, helps us visualize the future state,

and make necessary improvements by:

Combining or simplifying processes

Eliminating 7 factory/process wastes

Standardizing best practices

The result of VSM is a more efficient and effective

process.

Sales PurchasingProduction

Control

Production &

EngineeringLogistics

Learn to see waste in all areas

KF #12: Implement Synchronization

Syn

ch

ron

iza

tion

Acronyms Explanations

5S: Sort(Seiri), Set in order(Seiton), Shine(Seisou),

Standardise(Seiketsu), Sustain(Shitsuke)

CMS: Chemicals Management System

CSR: Corporate Social Responsibility

EMS: Environmental Management System

ISMS: Information Security Management System

OJT: On-the-Job Training

PDCA: Plan, Do, Check, Act

SDCA: Standardize, Do, Check, Act

SEQCD: Safety, Environment, Quality, Cost, Delivery

TPM: Total Productive Maintenance

TTY: WhaT Then Why

VSM: Value Stream Mapping

65

Notes (your values, targets & action plans)

66

67

The RICOH Way Production System

July 25, 2013 First edition

August 6, 2015 Revised edition

Contact to

RICOH Company Ltd.

Production Division

Production Strategic Center

Phone: +81-46-236-17368-21-25733(Ex)

The RICOH Way

Production System

RPL Appendix

RPL Appendix

RPL Managing Director Message p. 2

RPL Purpose, Goals and Behaviours p. 3

RPL Facilities p. 4

RPL Products and Services p. 5,6

KF1: Think Safely; Act Safely p. 7

KF2: Embrace 5S p. 8

KF3: Foster Employee Development p. 9

KF4: Be Environmentally Responsible p. 10

KF5: Model Corporate Social Responsibility p. 11

KF6: Deliver Quality p. 12

KF7: Breathe Fact-Based Decision-Making p. 13

KF8: Show Visual Management p. 14

KF9: Deploy Standardisation p. 15

KF10: Live KAIZEN p. 16

KF11: Pursue Super Low Cost p. 17

KF12: Implement Synchronisation p. 18

Your Key Behaviours p. 19

1

Ap

pe

nd

ix

RPL Managing Directors Message

MD

’s M

essag

e

My Management Principles

2

peedow cost Operationnnovationotivation

SSSLLLIIIMMM

Winning TeamWinning Team

RPL has been on a journey of excellence for many years

developing local tools, techniques and approaches to

support our Purpose, Goal and Behaviours.

We have shared our journey of excellence in the

development of The RICOH Way for Production.

I am proud of RPL’s contribution to this global way of

working, supporting the achievement of our

World Number 1 Manufacturing Company Goal.

I request that all employees embrace

The RICOH Way for Production

and engage in the 12 Key Fundamentals

and my SLIM principles on a daily basis to support us…

To be a Technical Oriented (TO) factory in the market

place

with a Robust Manufacturing Constitution (RM) and a

Customer Centric Approach (CC)

It is crucial everyone understands our Goal, set SMART

tangible targets and all work together to become the

“Winning Team”.

My Message To You

RPL Purpose, Goal and Behaviours

Pu

rpo

se G

oa

l an

d B

eh

avio

urs

3

Ricoh UK Products Ltd

Our Purpose______________________________________________________________

Enhancing Ricoh's competitive position in the European

marketplace

Our Goal________________________________________________________________

To provide our customers with the most innovative

products and flexible services

Our Behaviours “PRIDE”________________________________________________________________

Passion We have a passion for Excellence and

Customer Service

Respect We respect and support each other and

work as a team

Integrity We can be trusted to deliver our

promises and will do the right thing

Discovery We learn from experience and find

ways to be even better

Environment We consider Health & Safety and the

Environment as our highest priorities

4

RPL Facilities

RP

L F

acilitie

s

RPLT Products & Services

Ou

r Pro

du

cts

5

Business Lines Telford:

Multifunctional Printers (MFPs)

Production Printers

Black Toner full manufacture

Recycled Supplies

Remanufactured MFPs (Ecoline)

Media Qualification

Connectivity Solutions

Process Automation

Consultancy Services

RPLW Products & Services

Ou

r Pro

du

cts

6

WELLINGBOROUGH

BELFAST

SCOTLAND

IRLAM

DOVER

BIRKENHEAD

BRISTOL

DUBLIN

INBOUND FROM EDC NETHERLANDS

LONDON

Optimum site location for centralised

forward and reverse logistics hub

supporting Ricoh UK’s operation

Business Lines Wellingborough:

Machine Refurbishment/Configuration

Cross Docking

Data Cleansing

Used Machine Returns

Parts & Material Recovery and Disposal

Software Configuration

Satellite Warehousing

Exhibition and Events Coordination

R

RPLS Products & Services

Ou

r Pro

du

cts

6

Business Lines Stirling:

Digital Duplicator

Stencil Master Manufacture

Black Emulsion Ink Manufacture

Colour Matching Service

Colour Emulsion Ink Manufacture

Specialised Liquid Ink packaging design

development and manufacture

Light weight laminate design development

and manufacture

Pigment and dye dispersion ink design

development and manufacture

Contract Manufacture

Factory visualisation systems

REPC Products & Services

Ou

r Pro

du

cts

5

Business Lines Bergen op Zoom:

Multifunctional Printers (MFPs)

KF 1: Think Safety; Act Safely

KF

1: @

RP

L

7

We continually improve our H&S

Management System which is certified to

the OHSAS18001 H&S Standard.

Proactively manage all H&S issues

Consult with employees on H&S issues

through our H&S Forums

Conduct safety tours on a daily basis

Engage all staff in health promotions & H&S

improvement

Visualising Safety

Every workstation displays a safety shield. The shield

indicates that the process has been risk assessed and

the

number indicates the amount of controls in place to

ensure all employees are safe.

Employees must be aware of and adhere to the

controls

in place to guarantee their Safety and the Safety of

others.

Think Safety; Act Safely at all times

1

Further information is available from the H&S Team

RPL is committed to continually developing and

improving its health and safety culture and is

‘striving for an injury free and healthy workplace’.

KF 2: Embrace 5S

KF

2: @

RP

L

8

Each area is segmented

into zones. Each zone

has clear ownership and

is inspected at least once

every month.

5S + Safety Tour

in action

Time is allocated after

each tour for all

attendees to feedback.

At RPL we understand 5S is the foundation of all our

operations. To strengthen this foundation we

conduct 5S + Safety Tours on a daily basis.

These tours involve a cross functional team of

employees who inspect the workplace for any

abnormalities on a proactive basis. A line manager

and safety representative attends every tour.

Trolley Storage

Zone 14

All In Two

Zone 8

R

A

M

A

i

r

L

i

n

e

Configure To

Order

Zone 9

Decanting

Zone 7

Decanting Zone 7 Door

Door Door

Apollon

Cell 1

Zone 12

Aries/Taurus

Zone 4

European Media Qualification Centre

Zone 5

Apollon

Cell 2 & 3

Zone 12

Alex

Cell 8

Zone

11

Alex

Cell 7

Zone 11

Martini Packing

Zone 6

MMD & Machine Remanufacturing 6 S Zoned Matrix

Alex & Apollon

Packing

Zone 10

Door Door

D

o

o

r

Configure To

Order

Packing

Zone 9

Apollon

Cell 2 & 3

Zone 12

Door

M/C Reman'

Packing

Zone 19

M/C ReMan

Arrival/Strip

Zone 14

M/C

Remanufacturing

Colour

Zone 16

M/C

Remanufacturing

Mono

Zone 17

Issuing Warehouse Zone 20

Door

Martini

Zone 6

Part Storage

Zone 14

Zone 14

M/C Reman'

Paint/Prep

Zone 13

Door

Alex

Cell 1

Zone 11

QA Inpection

Zone 18

M/C

Remanufacturing Alex

Zone 15

RiPS

Workshop

Zone 1

PP Packing

Zone 3

D

o

o

r

D

o

o

r

Dispatch Warehouse

Zone 21

Door Door Door

D

o

o

r

Door Door Door

M/C Remanufacturing

Fusing Zone 15 Door

PQ Data

Zone 9

Dispatch Warehouse

Zone 21

Production Print

Remanufacture

Zone 2

Zone 2

Zone 5

Following the tour a report is issued to the zone

owner who is responsible for any follow up actions.

All employees attend a 5S + Safety training module

in our Academy and participate daily in 5S within

their work area.Further information is available from your Line Manager

The RICOH Way

Production System

KF 3: Foster Employee Development

KF

3: @

RP

L

9

The Ricoh Way Academy is a module based training

programme used to develop all employees and give

them a deeper understanding of Continuous

Improvement, resulting in tangible and sustainable

business benefits.

Learn - Classroom based training, delivered by Ricohemployees Apply – Application of learning in the Gemba

(workplace) evidenced with tangible benefits.

Sustain – A robust process that ensures

improvements are continuously challenged.

Accredit – Recognising the contribution of all

employees in improving the business.

The Ricoh Way Academy is built around four principles

All employees are enrolled in The Ricoh Way Academy

as part of their individual development programme

Further information is available from the Continuous Improvement Team

KF 4: Be Environmentally Responsible

KF

4: @

RP

L

10

LandfillLandfillLandfill

Green ProcurementSuppliers

environmental

management

systems

BiodiversityBiodiversityConservation on Conservation on

and off site and off site

Recycling of ProductsRecycled machines, parts

and cartridges

Energy & Water ReductionManagement of CO2/Water

Resource

ConservationMinimisation & Minimisation &

Zero Waste Zero Waste

to Landfillto Landfill

((WasteWaste--22--ProductProduct) )

Environmental Action CommitteeEnvironmental Action Committee

Social Social

ResponsibilityResponsibilityEmployee and stakeholder Employee and stakeholder

engagement, improving brand engagement, improving brand

awareness & customer awareness & customer

satisfactionsatisfaction

Pollution PreventionPrevention controls,

methodology and testing

Legal ComplianceCompliance

& incident

management

Ricoh has been recognised as one of the 100

most Sustainable companies on the planet and

RPL’s environmental performance has

contributed to this.

You can contribute to our sustainability goals - Be

Environmentally Responsible

Further information is available from the Environmental Team

KF 5: Model Corporate Social

KF

5:

@ R

PL

11

ResponsibilityGlobal Environmental Conservation

RPL works closely with The Wildlife Trusts to

effectively target conservation projects.

Employees volunteer in both RPL and their own

time to undertake training, capture biodiversity

data and pass on their teaching to both the

community and other businesses.

Community Development

RPL demonstrates environmental leadership by

sharing best practice developed by RPL

employees with other business organisations,

helping to improve their sustainability.

You can volunteer to engage in all our Corporate

Social Responsibility activities.

Raising the Next Generation

RPL also works with local

Schools, Colleges,

Universities, and international

programmes, lecturing on

sustainability.

Further information is available from the Environmental Team

12

KF 6: Deliver Quality

KF

6: @

RP

L

At RPL we strive to delight and inspire our

1. Start Right

2. Get it Right

3. Keep it Right

Essential skill training

customers by delivering innovative products,

services and solutions.

We achieve this by ‘building in

quality’ at every stage of our

processes, treating the next

person in our process as the

customer, and not passing on

anything other than a quality

assured product or service right

first time.

To ensure we build in quality we follow three

principles.

Process assurance

On the job training

Process adherence

inspections

4 M check Sample inspections

Process design

Quality engineering

Poka - yoke

Always follow your process and deliver quality to

your customer.Further information is available from the Quality Assurance Team

KF 7: Breathe Fact-Based Decision-Making

KF

7: @

RP

L

13

The key to fact-based decision-making is “Go to

Gemba”.

At RPL we have developed a number of tools and

techniques that support employees in their Gemba

fact investigation.

Gemba Mat

The Gemba Mat is a Grab &

Go tool that employees

utilise to investigate the facts

and make improvements

through the elimination of the

7 process wastes.

Further information is available from the Continuous Improvement Team

Kaizen 10 Step

The Kaizen 10 steps

approach is used as a fact

based project planning

tool. Fact finders follow 10

standard steps to eliminate

root cause and implement

robust solutions

The Gemba Mat and Kaizen 10 Steps are just two

examples of Fact Investigation tools deployed at

RPL. Further tools and techniques will be delivered

to you in our Academy.

Go to the Gemba where further examples are

displayed.

KF 8: Show Visual Management

14

KF

8: @

RP

L

2 Minute Challenge

The 2 minute challenge is a

visual management tool RPL

uses to quickly visualises the

condition of the department’s

performance against SEQCD

targets.

Current

status

Achieved status

Rose Status Visualisation

The Rose Status is a visual system RPL uses to

indicate the SEQCD condition on all workstations.

The challenge is that everyone should be able to

understand the department’s performance within

2 minutes.

On every workstation two roses are displayed, the

achieved SEQCD state and the current SEQCD state.

Any 4M change will dictate the Rose Status colour of

the workstation.

Our aim is to always operate at Green Rose status as

this indicates we are achieving all our SEQCD

targets. What Rose Status is displayed on your workstation ?

Further information is available from your Line Manager

KF 9: Deploy Standardisation

15

KF

9: @

RP

L

PAS99CMS

ISO 27001ISO 9001

OHSAS

18001

ISO 14001

Further information is available from the Business Strategy Team

Integrated Management System

RPL operate an Integrated Management System

(IMS) which covers all RPL operations and is

compliant with a range of external management

standards including ISO9001 (Quality), ISO14001

(Environment), ISO27001 (Information Security),

OHSAS18001 (Health & Safety) and PAS99

(Integrated Management). Our ongoing compliance

to all of these standards is checked by external

accrediting bodies.

RGS

RPL’s IMS also covers Ricoh Group Standards

(RGS) including Chemical Management System

(CMS) requirements.

Ensure you comply with the policies and

procedures that make up our IMS. These are

accessible through software and hardware

systems and are further supported through work

instructions, process books, controlled documents and records.

KF 10: Live KAIZEN

16

KF

10: @

RP

L

Putting the Mid Term Plan at the heart of all our

Kaizen Spiral ensures every improvement we

make, supports our business goals.

The RPL Kaizen Spiral is a visualisation of the tools,

techniques and approaches used by all our

employees to engage in improving the business.

Kaizen 10 Steps

RPL GM Kaizen Tours RPL Kaizen Rally

Kaizen Forest

Reward & Recognition

Customer Centric

The Showcase Factory

Good Spot

Risk

Assessme

nt Ref No

Manual

Handling

Ref No

COSHH

Ref No

Safety First

Suggestion Scheme

The RPL RICOH Way

Academy

Gemba Mat

5S +Safety

MTP

PRIDE Awards

“Everyone, every day, doing something a little bit better than

Further information is available from your Line Manager

Key to our sustainable continuous improvement

culture is the total engagement of all employees

yesterday”

You can contribute to the goals of our business

through the Kaizen Spiral

KF 11: Pursue Super Low Cost

17

KF

11: @

RP

L

At RPL we have a relentless approach to drive

down cost and set ourselves Ultra Low Cost (ULC)

stretched 50% cost reduction targets.

To enable us to peruse this we have a number of

key approaches:

Robust Manufacturing – Activities supported by

our Academy specifically targeting modules that

drive down cost.

Technical Innovation – Process improvements

made through breakthrough engineering

solutions.

Cost Tree Management – Business Unit

Committee (BUC) focusing all element of cost and

aligning Gemba activities to financial outcomes.

peedow cost Operationnnovationotivation

SSSLLLIIIMMM

Winning TeamWinning Team

Everyone adopting SLIM principles enables RPL to

be a “Winning Team”

Always think and apply SLIM in everything you do.

Further information is available from your Line Manager

KF 12: Implement Synchronisation

KF

12: @

RP

L

18

At RPL we have developed a continuous improvement approach to pursuing synchronisation targeting ‘end to end’ single flow production systems.Stage 1 Muda Elimination – To ‘see it’ ‘challengeit’ and ‘eliminate’ all forms of non value waste

from all our processes.

Stage 2 Mieruka Visualisation – To make all our

processes as visible as possible to allow rapid

response to any abnormalities.

Stage 3 Synchronised Single Flow Production

– To measure and improve on end to end SEQCD

results through a number of mapping techniques

We repeat each stage following the Plan Do Check

Act continuous improvement process cycle.

Safety First

Employee Engagement

‘Mieruka’

Visualisation

Synchronised Single Flow

Production

Continuous Improvement

MUDA

Reduction

Stage 1 Stage 2 Stage 3 Repeat

Full trailer

Unwrap M/c

2Process Time Mins

9Production Hrs

per DayHrs

1Operators Staff

Formatting of M/c HDD

2Process Time Mins

9Production Hrs

per DayHrs

3Operators Staff

Load M/c on Trailer

24Process Time Mins

9Production Hrs

per DayHrs

3Operators Staff

Book M/c on Oracle & RDB

6Process Time Mins

9Production Hrs

per DayHrs

1Operators Staff

Create Manifest

30Process Time Mins

9Production Hrs

per DayHrs

1Operators Staff

Delivery of paperwork Request a new trailer

Booking in Query

Copy of Manifest

International Copiers

Ceva

0-40

Batch Size

Units

1-30

Storage

Days

Booking in query

45

Batch Size

Units

G3 REVERSE LOGISTICS HARDWARE CURRENT STATE

RPLW Sinclair Drive

15 Hrs

180

Storage

Mins

Booking in Query -

Feedback

960 Mins

2 Mins

0 Mins 43,200 + 6 Mins

24 Mins

180 Mins

30 Mins

44,346 Mins

58 Mins2 Mins

14 Vehicles

12.00 - late

6

Batch Size

Units

6

Storage

Mins

Batch of M/cs to

go on the lift

Release

Ceva

swap

trailer

End User Customer

Forward & Reverse Logistics

Ceva

Administration

Team

Forward & Reverse Logistics

RUK

Administration

Team

Ceva

Request M/c Delivery /

Collection

Request M/c Delivery /

Collection

Further information is available from the Continuous Improvement Team

End to End, Synchronisation training is available in

The Ricoh Way Academy

Your Key Behaviours

19

Key B

eh

avio

urs

The 12 Key Fundamentals are the foundation of

the RICOH Way Production System. You must

have a good understanding of these

fundamentals, and apply them on a daily basis.

All employees, regardless of organisational or

functional role, must demonstrate behaviours

and improve their skills consistent with the Key

Fundamentals.

Please table below

Employee Name:

1. Think Safety; Act Safely

2. Embrace 5S

3. Foster Employee Development

4. Be Environmentally Responsible

5. Model Corporate Social

Responsibility

6. Deliver Quality

7. Breathe Fact-Based Decision-

Making

8. Show Visual Management

9. Deploy Standardisation

10.Live KAIZEN

11.Pursue Super Low Cost

12. Implement Synchronisation

I UnderstandI Have Read I UnderstandI Have Read

Line

Manager

Sign

Line

Manager

Sign

September 1, 2014