Issue link: https://ppgrefinish-na.uberflip.com/i/348224
apprentices are now paired with journeymen, who help them learn but also have more time to concentrate on the more difficult and rewarding tasks. In the paint department, teams now work together in a system-oriented approach. Workf low was also reorganized, with designated areas for repair work and equipment storage. New jobs are begun throughout the week, rather than front-loading the schedule on Monday. And suggestions for improvement are continually sought and considered. "Mike and his team at Sunshine have been very dedicated to the Lean theory," says Bruce Mackenzie, PPG territory manager. "They realize that it is a never-ending process and are happy to continue the journey to improve their business. His willingness to adopt Lean principles 29 and Green Belt is typical of Mike's forward thinking and desire for continuous improvement." Early this year, Mike opened his third Sunshine location in Vernon. This time, he had no workf low to modify, and no paradigms to overcome. He used Lean processes to design the business "from the ground up." "With the opening of our newest store, we've been able to take concepts that are really intended to help you be more efficient and get more work out the door," says Mike, "and use those same principles to help us remain successful when business is slow. We also know that, when it does turn around, we are all set to go!" Mike realizes that the road to operational excellence is a never- ending journey, but one that he is happy to travel down. Implementing Lean processes such as 5S helps Mike keep things running smoothly, efficiently and profitably so he can spend time doing what brought him to the business to begin with: fixing up cars like his prized '64 Corvette. Mike Srigley's love of cars, like his '64 'Vette, led to the launch of Sunshine Autobody. (Below) Pat Gordichuk works with Srigley on continuous process improvement.