The successes that have occurred following the training sessions, for five employees, include but are not limited to three ideas for improvements. Separation and creation of a subassembly area where smaller assemblies are completed offline and ahead of time to increase the flow through the main lines. Within the subassembly area, a specific, high complexity, high frequency assembly line was created with parts and tools staged at point of use and with parts replenished from outside of the working areas. These improvements have led to a reduction in waste such as: excess motion, transportation, waiting, and inventory.

The implementation of stand-up morning meetings has increased communication within the teams, and continuous improvement activities are under way to improve the effectiveness of the information shared during those meetings.

Tool boards were also created to present tools in a visual way, and further 5S activities are currently underway to improve those boards. Standard work, process maps, and time studies for the intent of line balancing are also in their early stages.