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MSE507 Lean Manufacturing

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Title: MSE507 Lean Manufacturing


1
MSE507Lean Manufacturing
5S and the Visual Workplace
"What I've learnedI've learned that just when I
get my room the way I like it, Mom makes me clean
it up. Child Age 13
2
Objectives
  • Understand how to implement a Visual Workplace
    that
  • Makes each persons job easier
  • Enables you to successfully manage the workplace
  • Improves the overall success of your company
  • Understand impact of 5S on
  • Customer value
  • Throughput
  • Efficiency
  • Learn tools for identifying waste in your work
    area
  • Learn tools for eliminating waste in your work
    area

3
Topics Covered
  • Workplace organization (5S)
  • Visual Display
  • Visual Metrics
  • Visual Control

4
What is 5S?
  • 5S is the Japanese concept for House Keeping.
  • Sort (Seiri)
  • Straighten (Seiton)
  • Shine (Seiso)
  • Standardize (Seiketsu)
  • Sustain (Shitsuke)

5
The Visual WorkplaceWhat is It?
  • 5S, Visual Workplace, Lean together create
  • An immaculate workplace with
  • Only what is needed
  • Only in the amounts needed
  • Only when it is needed
  • And at the location where it is needed
  • A pleasant and stimulating workplace with
  • Standard procedures that are easily understood
  • Standard procedures that are visually clear

6
The Visual WorkplaceWhat is the Goal?
  • A workplace that
  • Responds quickly to customer needs
  • Enables decisions at the lowest possible level
  • Is completely aligned
  • Promotes employee growth
  • The least waste way to deliver value to the
    customer

If you can't walk a plant and understand the
product flow and operations immediately, then the
plant can't be run properly. Noel
Goutard, Valeo SA
7
The Visual WorkplaceExpectations
  • The flow of goods is apparent at a glance
  • Information or tools are available in 30 seconds
    or less
  • Historical and current performance levels are
    apparent
  • Waste is visible
  • Abnormal conditions are immediately recognizable
  • The normal condition is
  • zero defects
  • zero abnormalities
  • zero accidents

8
The Visual WorkplaceMaturity Levels
9
Visual DisplayLocation Marker
10
Visual DisplayProduction Status Board
11
Visual DisplayPWB Daily Production Board
12
(No Transcript)
13
(No Transcript)
14
Visual DisplayStandard Work
15
Visual MetricsPurpose
  • Enable a person to self-manage their work.
  • Enable management to recognize trends and
    re-align to targets and strategies.

If you are not going to use the data, dont
collect it!
16
Visual MetricsCharacteristics
  • Provide data
  • To people who can act on the data
  • In time to act on the data
  • To people affected by the data
  • Visually link results to specific
  • Performance targets
  • Improvement initiatives
  • Communicate information
  • To workers and management
  • In a format that is easy to understand

17
Visual MetricsHow to Develop
  • What needs to be measured?
  • Who is the user?
  • How to keep track of details?
  • How often to take the data?
  • Who will do the tracking?
  • How to display it?
  • Where to locate the display?

18
Visual MetricsProduction monitors at Korry
Electronics
Version 2
Version 1
Daily summary
19
Visual MetricsPTP Daily Production Board
20
Visual MetricsTakt Time Sheet
21
(No Transcript)
22
Visual ControlsPurpose
  • Enable the work force to get control of the
    workplace and everything that occurs within it.
  • Enable a process to create error free product.
  • Integrate the standard with the action so that
    deviation is eliminated.

23
What Is 5S?
  • Word Association
  • What do you think of when you hear 5S?

24
Why Do 5S?
  • Why?
  • Why?
  • Why?
  • Why?
  • Why?

To create the Least Waste Way to deliver Value to
the Customer
25
Where Does 5S Apply?
  • Any process involved in delivering value to the
    customer
  • Factory
  • Office
  • everywhere

26
Who Does 5S?
  • Any one involved in delivering value to the
    customer
  • TOP-DOWN Leadership
  • Lead by example
  • Active in the culture change
  • BOTTOM UP Implementation
  • Everyone has to be involved
  • Its not a program - its a way of life.

It starts in YOUR workplace!
27
5S
  • Sort
  • Set in order
  • Shine
  • Standardize
  • Sustain
  • Identify and eliminate what is not needed
  • A place for everything and everything in its
    place
  • An effective, organized, professional environment
  • Develop standards and stick to them
  • 5S is a way of life

Corporate goal is to have all companies at a
level 3 by the end of 2003.
28
Sort
Remove the clutter so you can see what is
happening.
  • Separate the necessary from the unnecessary
  • Unnecessary tools, equipment, and procedures need
    to be removed from the workplace

29
SortLevels of Achievement
30
Set In Order
A place for everything, and everything in its
place.
  • Able to find things in 30 seconds
  • Clean and ready for use
  • Most important is the transparency

31
Set In Order Levels of Achievement
32
Shine
An effective, organized environment.
  • Identify customers, suppliers, value
  • Make the normal visible regular cleaning,
    visual data
  • Visual controls on delivery of value signal and
    response
  • Data driven, continuous monitoring

33
Shine Levels of Achievement
34
Standardize
Develop standards and stick to them.
  • Define and document the current process
  • Make it the standard for everyone
  • Define and work to the future state

35
Standardize Levels of Achievement
36
Sustain
5S is a way of life!
  • Set a good personal example
  • Regular evaluation of 5S program
  • Constantly look for ways to improve the program
  • 5S becomes part of the culture of the entire
    organization

37
Sustain Levels of Achievement
38
ImplementationIn Your Company
  • 5S your workplace
  • Select company approach
  • Train
  • Provide support
  • Establish audit program
  • Walk the floor

39
Company Approach Alternatives
  • Company-wide program
  • High visibility
  • Quick progress
  • ? Can become its own goal
  • ? Can get focused on housekeeping
  • Value stream by value stream
  • Integrated into the conversion to lean
  • Tied to providing value and eliminating waste
  • ? Some are doing it, some arent

40
Support Role Of Management
  • Provide Resources
  • Tools, Materials
  • Training
  • Time
  • Promote Ongoing Efforts
  • Encourage Creative Involvement By Everyone
  • Acknowledge And Support Efforts
  • Tangible And Intangible Rewards
  • Set An Example

41
SupportRole of the Individual
  • Learn 5S
  • Participate In 5S Implementation
  • Help To Educate Coworkers
  • Show Enthusiasm
  • Take The Initiative
  • Bring Ideas To Promote Or Implement 5S
  • Ask For Support Or Resources

42
Audit Program
  • Self audits
  • Each person/area evaluates their workplace
  • Audits are visibly posted in work area
  • Area level is lowest level in any S
  • Audit review
  • Area lead reviews self audits
  • Discusses issues
  • Provides training and support

Lets do an audit.
43
Audit Instructions
  • Each person should have 5 rating cards
  • 1 to 5 for one of the 5Ss.
  • One half of the group will be the worker, the
    other half will be the area lead (auditor)
  • We will look at a picture of the workplace
  • Each person will rate the workplace
  • Look at the audit form for the S you have
  • Select the appropriate rating card (1-5)
  • Each person will reveal their selected rating card

44
Audit Example 1
45
Audit Example 2
46
Audit Example 3
47
Audit Example 4
48
Audit Example 5
49
Implementation In Your Workplace
  • Identify your customers
  • Determine the value you deliver
  • Eliminate waste
  • Sort
  • Set In Order
  • Shine
  • Standardize
  • Sustain

50
ImplementationWhat Should Be the Goal?
  • A person should be able to walk into your area
    and within 5 minutes (without the need for a
    presentation) be able to determine
  • The customers and suppliers
  • The process flow
  • The deliverables
  • The resources being used
  • The value being measured
  • The current status

51
How Do I Deal With?
  • The person who doesnt mind working in a
    cluttered environment or in a disorganized
    layout. I can find anything instantly!
  • Can they really find anything?
  • Is there really never any wasted time?
  • Do they understand that the information is a
    company resource and needs to be available to
    everyone?
  • The person who is not motivated
  • Is it a generic discipline issue?
  • Do they understand how this makes their job
    easier?
  • Do they understand they have multiple customers
    and one of them (the stockholders) expect the
    least waste way

52
SummaryWhy Do 5S?
  • Increased Customer Satisfaction
  • Improved On Time Performance
  • Reduced Cost
  • Improved Morale
  • Improved Safety
  • Improved Quality

53
Implementation Details
54
SortRed Tag Program
  • Red tag all unnecessary items
  • Create a temporary red tag holding area
  • Move red tagged items to the holding area for one
    week
  • Dispose of remaining red tagged items
  • Continue red tagging regularly.

55
SortCriteria
  • Three Main Factors
  • Usefulness
  • Required
  • Helpful
  • In the way
  • Frequency of Use
  • Daily
  • Weekly
  • Monthly
  • Rarely
  • Cost
  • Resources Required to Replace
  • Resources Required to Store

56
SortMaking Decisions
  • Each person determines what is necessary for
    his/her own work area.
  • The group decides what is necessary for group
    areas.
  • Necessary Unnecessary
  • Used for daily work Unsafe
  • Used periodically Defective
  • Used by someone in group Obsolete (outdated)
  • Required by law or regulation Unused
  • Extra (duplicate)

57
SortOpportunities in the Office Area
  • Books
  • Business Forms
  • Cabinets
  • Catalogs Correspondence
  • Documentation References
  • Equipment
  • Magazines
  • Paper
  • Prints
  • Processes
  • Programs
  • Samples
  • Shelves Tables
  • Supplies
  • Trash

58
SortOpportunities in the Factory
  • Raw Material
  • In Process Items
  • Completed Items
  • Tools
  • Machines
  • Space

59
Set In OrderSimplify
  • Put everything in its place
  • Frequency of use
  • Economy of Motion
  • Use visual aids
  • Shadow boards
  • Standard work
  • Labels (return addresses)
  • Clearly marked places for items that are movable
  • Colors, shapes
  • Keep it that way

60
Set In Order Value of Space
The value of space drops in direct proportion to
the distance from the work place.
Only store what you immediately need within the
work place.
61
Set In Order Economy of Motion
111 ft Detour
D e f i n e M e a s u r e
A n a l y z e I m p r o v e
C o n t r o l
62
Set In Order Economy of Motion
Tools
Material Supply
63
Set In OrderPut Everything in Its Place
Labeled as to what is in the cabinet
Return Address Labeled
Locations Marked
64
Set In OrderPut Everything in Its Place
No Private Tool Boxes
65
Set In OrderShadow Boards
Shadow Boards
66
Set In OrderCommon Area Reference Materials
67
Set In OrderStandard Work
Final Assembly Cell
68
Set In OrderMarked Spaces
69
Set In OrderColors Shapes
Bad
Good
?
?
70
Set in OrderKeep It That Way
Identify potential problems with a regular
physical and visual sweep.
  • Look for
  • Unrealistic conditions or expectations.
  • Program errors, broken or malfunctioning
    equipment or fixtures.
  • Missing information and out of location files,
    references, material, supplies etc.

71
ShinePhysical Process
  • Determine shine targets and assignments
  • Product, equipment, space (work area)
  • Prepare for the shining process
  • Specify supplies and equipment
  • Store cleaning tools where they are
  • Easy to find
  • Easy to return
  • Establish a cleanliness standard
  • The cleanliness acceptance criteria must be
    understood
  • 5 minutes of shine time should be adequate for
    most areas

72
ShineVisual Process
  • Identify customer and suppliers
  • Identify value as defined by the customer
  • Define primary measurements of value
  • Determine trigger points
  • Define Response
  • Who
  • What

73
StandardizeDefine the Work Environment
  • Define the current process
  • Standard work
  • Cell layout
  • Cell BOM
  • Cleaning checklist
  • Define the better way for each task to be
    performed
  • Standard work
  • Assembly
  • Work combination sheet
  • Work Balance sheet
  • Make it visual
  • Communicate

74
StandardizeDefine the Work Environment
75
StandardizeCommunicate
  • Every territory should have a communication board
  • 5S Vision
  • 5S Campaign material
  • 5S Targets
  • Area Layout
  • Team
  • Before after photos
  • Current status
  • Red Tag status
  • Improvement Ideas
  • Results

76
StandardizeCommunicate
77
Forms
78
5S Audit Form - Factory
79
5S Audit Form - Office
80
5S Group Chart
81
5S
5S
5S
5S
5S
Picture of Area Champion
Level of Excellence Form
__________________ Current Level for Area
82
5S Audit Form - Sample
83
5S
5S
5S
5S
5S
1
__________________ Current Level for Area
84
5SLevel 3 Office Guidelines
85
5SLevel 4 Red Book
86
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