ITEM NO:     6e_supp 
MEETING DATE: February 9, 2016 
Continuous Process Improvement
Briefing 
Wes Henrie 
Process Improvement Program Mgr. 
Diane Schairer 
Process Improvement Program Mgr.

Long Range Plan Overview 



Port wide collaborative process to develop a LRP that would operationalize the
Port wide collaborative process to develop a LRP that will operationalize the Century Agenda
Century Agenda
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Why Lean at the Port? 
Experiencing dramatic growth in all lines of
business 
Lean creates the opportunities to streamline our
work so we have more capacity to support this
growth 
Drives Efficiency and Effectiveness to help drive
Century Agenda goals freeing up: 
Human Capital 
Financial Capital 
Lean is an Enabler accelerating Century Agenda achievement 
in an effective and efficient approach 
3

What is Lean? 
An operating and management system 
Part of operations excellence 
Based on the Toyota Production System 
Key aspects: 
Respect for People 
Remove Waste 

An improvement methodology that applies to manufacturing and service; 
private and public 
4

Recent Successes 

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Airport Rental Car Shuttles 
Focus on improved customer service: 
Previous: 12 to 18 minute wait time
during peak hours 
Target: 5 minutes 
Countermeasures: 
New standard pacing process 
Visual controls curbside: stanchions & signage 
Load and unload zones 
Results 
Consistently hitting 5 min target across all shifts 
Testing reduction in cost: 
60 day trial without curbside assist 
AV LSO RCF Video 
6

AVM Safety Solutions Team 
8-step Problem Solving: Occupational Injuries 
Focus on Safety: 
Awareness and visibility of PROBLEMS 
Root causes and countermeasures 
Employee engagement 
Spirit and excitement 
Results! 
Countermeasures: 
Hand scanners at the C60 failsafe
Partnership with Delta and Alaska on bag
hygiene 
Standardizing start of the work day with safety
huddle and pertinent communication 
Occupational Fitness vendor 
Sustain the improvements 
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(OSHA Injury Rate) 



Employee engagement 
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Focus in 2016 

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AVM Systems and Assets 
Example: Passenger Loading Bridge and Potable Water Box 




Free up maintenance personnel for other tasks 
10

AVM Transportation and Worksite Organization: 
Annual Potable Water Box PM Inspection 




Reduce the wastes of transportation and motion 
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Focus in 2016 
Aviation Maintenance 
Create a "model area" 
Largest department (360 employees) 
Maintain more than 30,000 assets 
10,000 PM inspections 
A "systems" approach i.e., restrooms, baggage, gates
Lean Champion Training for 75 employees 
Target: 10% capacity gain 
AV Capital Project Value Stream 
Starting with the Design Review process 
Reduce change order costs downstream 
Value stream transformation 
Improve Quality, Cost, Delivery, Safety, Morale and Create Capacity 
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Thank you! 
Questions? 

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