Transcript Lear Supplier Development GMX 222/272 5S Implementation

Lear Supplier Development
5S and Visual Management
Implementation
Introduction
• Lear Supplier Development
– Develop a relationship for flawless launch
– My experience with 5S
• Sourced Program Suppliers
– New to Lear
– 5S implementation at your facility
– Familiarity with 5S
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Why is 5S important to Lear?
• Commitment within Lear’s own plants
• Role out to supplier base
• Another efficiency “tool” in the tool box
– Open the lead to eliminating additional waste
– Relatively easy to implement
• Limited Lear resources
• Commitment to developing “World Class”
Suppliers
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Overview of the 5S System
• Abbreviated Japanese words
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Seiri
Seiton
Seison
Seiketsu
Shituke
• Philosophy or system that focuses on
– Effectively organizing the work place
– Standardizing work procedures
– Eliminating waste
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Poor Workplace
Organization Means Waste
• Unneeded inventory incurs extra inventoryrelated expenses
• Extra manpower is needed to manage the
growing inventory
• Greater amounts of stocked items become
obsolete due to design changes, limited shelf
life, etc.
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Poor Workplace
Organization Means Waste
• Quality defects result from unneeded inprocess inventory and machine breakdowns
• Unneeded equipment poses a daily obstacle
to production activities
• The presence of unneeded items makes
designing factory/office layouts more
difficult
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Major Benefits of 5S
• Tangible measurables
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Case study examples
Reduces downtime
Improves efficiency and productivity
Improves delivery times and assists in reducing costs
Improves safety / Reduces accidents
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Major Benefits of 5S
• Intangible measurables
– Enhances operational control of processes
– Improves product quality
– Creates a positive work environment
– First impressions
• Customers
• Employees
“You never get a second chance
to create a first impression.”
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First Impression: Plant Main Aisle
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First Impression:
Associate’s Workstation
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Visual Management System
– Create an environment in which anyone can walk into a
workplace and visually know the current situation
• Visually understand:
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workplace organization
the work process
when there is an abnormality
ahead/behind/ on schedule
• Without opening a book
• Without opening a drawer
• Without talking to anyone
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Visual Management:
Major Benefits
• Controls inventory levels
• Controls lot sizes
• Reduces space by better organization /
utilization
• Reduces energy (manual or
mechanical)
• Promotes quality
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5S
Workplace Organization
The Foundation of the Visual Workplace
• Sort -
Eliminate what is not
needed
• Straighten -
A place for everything
and everything in its place
• Shine -
Cleaning and looking for
ways to keep it clean
• Standardize -
Maintain and monitor the
first 3 S’s
• Sustain-
Stick to the rules
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DIVIDE ITEMS INTO
TWO CATEGORIES:
RED TAG STRATEGY
RED TAG
Category
1. Raw material
2. In-process stock
3. Semi-finished goods
4. Finished goods
5. Equipment
6. Dies and jigs
7. Tools and supplies
8. Measuring devices
9. Documents
10. Other
Item name
and number
Quantity
Reason
Disposal by:
Disposal method:
Posting date:
Units
$ Value
1. Not needed
6. Other
2. Defective
3. Not needed soon
4. Scrap material
5. Use unknown
Department/Business Unit/Product Center
1. Discard
2. Return
3. Move to red-tag storage site
4. Move to separate storage site
5. Other
Disposal date:
Disposal
complete
(signature )
ATTACH TO ALL
UNNECESSARY ITEMS
NECESSARY
SORT
CATEGORIZE
NECESSARY ITEMS:
* RARELY USED
* OCCASIONALLY USED
* FREQUENTLY USED
UNNECESSARY
DISCARD
UNNECESSARY
ITEMS
IDENTIFICATION
LINES
DETERMINE LOCATION
FOR NEEDED ITEMS
CUTTER
INSERTS
124GF
2HJF
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12HJF
12HJF
12HJF
12HJF
12HJF
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STRAIGHTEN
VISUAL LOCATIONS
PW2000 FIXTURES
2A4397
3A9674
2B4659
POINT OF
USE STORAGE
BUILD PRIDE IN
WORK AREAS
SHINE
ELIMINATE DIRT
SWEEP
BUILD VALUE
IN
EQUIPMENT
CLEANING AS A FORM
OF INSPECTION
CLEAN
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ASSIGN “3S”
RESPONSIBILITIES
PREVENTIVE:
• SORTING
• STRAIGHTENING
• CLEANLINESS
NAME
M
T
W
T
F
S
Su
Ken
Sonya
Paul
Ross
Mell
Cathy
Jesse
Roger
Ken D.
Douglas
ASK WHY
STANDARDIZE
A State
CHECK ON “3S”
MAINTENANCE LEVEL
INTEGRATE “3S” DUTIES
INTO REGULAR WORK DUTIES
5 Minute 5S
5 Point Checklist
1.
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3.
4.
5.
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3
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1
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2.4
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4
3.0
7:30 - 7:35
1S organize
2S orderliness
3S cleanliness
4S standardize
5S discipline
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xxx x x xxx x
xx x xx
x xxx x x xxxxx
xxxx x x xxxx x
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MANAGERS COMMITTED
TO 5S
PROPER
TRAINING
5S
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SUSTAIN
CORRECT PROCEDURES
BECOME A HABIT
“BUY-IN” FROM
ALL WORKERS
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Visual Controls vs.
Visual Displays
Visual Display
• Displays history
• Gives people information
management wants them to
know
• Displays status
Visual Control
• Provides current, up to date
information
• Gives people information they
need to know to be successful
• Displays abnormalities to
anyone clearly
• Drives improvement
• Drives maintaining the status
quo
• Can alert, prevent, and provide
fail-safe processes
• Can be interesting to look at
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Visual Controls
Examples
Operator Process Control (OPC)
Board Examples
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Implementation Key Points
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Publicly announce the start of the program
Obtain top level support in the organization
Involve all levels of employees
Assign a champion(s) to lead 5S team
– Not only quality
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Implementation Key Points
• Standardize formats, design and theme of
visuals
• Disseminate information on progress
• Photograph or video tape current look
• Include in current process
– i.e., work order system, p.m. system
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