Transcript Document

Queensland
Work In Progress
TODAY’S AGENDA
This is your meeting…..
9.00am
9.05am
Safety Brief (Site representative)
Introduction to LEAN and 5S principles
- Presentation by Gary
Practical application of 5S
- Presentation by XXXX Representative
10.30am Morning Tea
10.50am Factory Tour
- High lights of the 5S change in XXXX
12.15pm Lunch
12.45pm LEAN & 5S Workshop
- Discovery and documentation of what we have learnt
2.00pm
Close
Lean Manufacturing & 5S
Origins of Lean?
FW Taylor’s theories of Scientific Management
Henry Ford’s mass production and moving line
Taichi Ohno visit to the US and invention of Just In Time
Toyoda San applied learning from his loom plants to car production - JIDOKA
Toyota developing moving lines, standardised work and waste
identification
Toyota developing a system called ANDON to stop the line and fix if
there is a concern
Shingo invents a method called SMED (Single Minute Exchange of Dies)
Toyoda San Jnr & Taichi Ohno develops TPS (Toyota Production
System)
Toyota Production System (TPS)
Company Growth
Best Quality, Lest Cost, Shortest Lead Time
Flexible and Motivated People - Kaizen
Eliminating
waste time
Pull
Autonomation
Single Piece
Flow
Andon
Quick
Change
Over
Poka Yoke
Heijunka
Takt
5S – Visual Workplace
Standardization
Building
quality into
processes
TPM
What is Lean?



A leadership approach &
A management philosophy &
A set of tactical methods (Tools)
 That, as a complete system
• Creates and sustains:
• Lower - waste, cost, cycle time, absenteeism, staff
turnover
• Higher - capacity potential, quality, employee
ownership and commitment
• Improved – safety, morale, environment and
measurement of key processes
LEAN Tools
A model implementation is like building a house ……
Through effective education, involvement and leadership the people have the
capability to make this happen and develop a culture for continuous improvement
Company Growth
Best Quality, Lest Cost, Shortest Lead Time
Flexible and Motivated People - Kaizen
Ensure that
processes are
developed to
eliminate waiting
and queuing
Pull
Autonomation
Single Piece
Flow
Andon
Quick
Change
Over
Poka Yoke
Heijunka
Takt
5S – Visual Workplace
Standardization
Start with the foundations
Progressively
work on building
quality into the
products and
processes
TPM
LEAN Foundations
Company Growth
Best Quality, Lest Cost, Shortest Lead Time
Flexible and Motivated People - Kaizen
Standardisation
Pull
Autonomation
Single Piece
Think of standardisation as embedding what you have
Andon
Flow
developed so far in order to provide a solid base Quick
Poka Yoke
“Standardisation is your best of today applied
Change
Over
consistently”
Heijunka
Takt
5S – Visual Workplace
TPM
Standardization
Types of standardisation
• Safety
• Environment
Start with the foundations
• Quality
• Procedures
• Specifications
Heijunka-Technique of achieving even output flow by coordinated
• Work practices
sequencing of small production batches throughout the manufacturing
line/process.
Takt-Adjustable time unit used to synchronize the rate of production
with the rate of demand.
TPM-Metholody designed to ensure that every machine in a production
process always performs its required task and its output rate is never
disrupted.
5S – Visual workplace (subject of today)
LEAN Pillars
Company Growth
Best Quality, Lest Cost, Shortest Lead Time
Flexible and Motivated People - Kaizen
Quick Change Over-Can also be referred to as
Single Minute Exchange of Dies (SMED) Reducing
the amount of downtime it takes to move from one
product/process to the next.
Single Piece Flow-Very small or single production
runs versus large batch mentality, allowing
significant flexibility to meet market demand
Pull-Manufacturing system where production is
based on market demand not manufacturing
capacities (Push).
Company Growth
Best Quality, Lest Cost, Shortest Lead Time
Flexible and Motivated People - Kaizen
Pull
Single Piece
Flow
Andon
Quick
Change
Over
Poka Yoke
Heijunka
Progressively
work on building
quality into the
products and
processes
Autonomation
Takt
5S – Visual Workplace
Standardization
TPM
Ensure that
processes are
developed to
eliminate waiting
and queuing
Pull
Autonomation
Single Piece
Flow
Andon
Quick
Change
Over
Poka Yoke
Heijunka
Takt
5S – Visual Workplace
TPM
Standardization
Poka Yoke-Lean approach to 'mistake proofing' in all
aspects of the business. It employs visual signals that
ensure errors clearly stand out, or devices that stop an
assembly line if a part/process is missed.
Andon-A visual production control (usually a display)
that continuously shows changing status of the
production line and alerts if there is a problem.
Autonomation-Enables machines to work
harmoniously with their operators by giving them the
'human touch.' Called Jidoka in Japanese, it employs
automatic and semi-automatic processes to reduce
physical and mental load on the operators.
LEAN Continuation
Company Growth
Best Quality, Lest Cost, Shortest Lead Time
Flexible and Motivated People - Kaizen
Kaizen-Japanese term for a gradual approach to ever higher
standards in quality enhancement and waste reduction or
elimination, through small but continual improvements involving
everyone from the chief executive to the shopfloor.
Pull
Autonomation
Single Piece
Flow
Andon
Quick
Change
Over
Poka Yoke
Heijunka
Takt
5S – Visual Workplace
TPM
Standardization
Volkswagon Factory Germany
Lean Manufacturing – 5S
The objectives of 5S
• A process which engages people
• A workplace organisation tool
To eliminate waste from uncontrolled processes.
• Requires
organisational discipline to maintain
• A housekeeping tool
Leads to the Visual Factory
What is 5S ?
Seiri
Sort
Seiton
Set
Remove items not required
for current production
Put order into workplace
Seiso
Shine
Clean, paint, eliminate
Seiketsu Standardize Make routine best practice
Shitsuki Sustain
Discipline to maintain
Lean Manufacturing – 5S
SORT
Sort – What is required?
Raw materials
Obsolete stock
WIP
Reject / defective material
Needed tools, jigs
& equipment
Unused plant & equipment
Old documentation
Accumulation of components
Current paperwork /
manuals
Lean Manufacturing – 5S
SET
Set in Order / Straighten
Organisation of the work place
A place for everything and everything in it’s place
Visual order
Ergonomic considerations
Layout considerations
Visual control
Visual Order
Tools
• Near point of use
• In order of use
Materials
• Near point of use
• Visual Control
Information
• Required to do job
• Highlight performance
Lean Manufacturing – 5S
SHINE
Shine
High
visual
impact
•
Cleaning
• Painting for effect and control
• Lighting
• Eliminating sources
Shine – Cleaning
Cleaning of machinery
Take a close look – Inspection
Earlier detection of faults
Better machine reliability
Shine - Paint for Effect/Control
Lines vs areas
High usage vs remote
Operator discretion
Wear factors
Quality of paintwork – set the standard before
the work starts
Shine – Painting for Effect
Shine – Painting for Control
Shine - Lighting
Commensurate with activities
Importance of outside lighting
Potential savings
Shine – Eliminate sources
• Eliminate process
• Contain
• Reduce
• Streamline clean up tasks
• Better access
• Better tools
• Better methods
Shine – Summary
Cleaning and Inspection
Form a team, start with a piece of plant,
clean & inspect, fix defects, restore like
new
Paint for Effect and Control
Lighting – review
Eliminate source – Identify, prioritize, develop
solutions
Lean Manufacturing – 5S
STANDARDISE
Standardisation
Basis for Improvement
If everyone does things differently how can we
expect to improve the process!
Standardized work
practices make
continuous improvement
possible
S
P
C
D
Three aspects of Standardisation
The standard to be
achieved
The Method – How it is
to achieved?
1. The sequence of
tasks
2. The tools to be used
3. Frequency
Who is responsible and when
Lean Manufacturing – 5S
SUSTAIN
Sustain
Changing behaviour
Sustain
New culture
Making the new behaviour a habit
Sustain
“Activities required to maintain the focus and
improve the 5S Program”
• 5S Scoreboard
•Audits by team, by peers and by management
• Scoring the audits and monitoring progress
• Photo audits and the “Wall of Shame”
• Management by walking around
• Leadership – Never walking past something that is not
acceptable
Lean – 5S
Key points from today
Breakaway group activity
Exercise
(Group Activity 30 mins & presentation)

Company outline


The company has recently gone through a restructure due to market conditions, the board have
directed that cost and overall competitiveness must be improved longer term to ensure the
companies survival. The route management has decided on is to improve the business through a
competitive manufacturing model . A key point highlighted by the board is that the facility is a mess
with nothing in it’s place and has been the way for some time now, there have been several attempts
to clean it up for special events, but nothing seems to last.
Project

The board has approved the competitive manufacturing strategy but has requested a short term
bullet point plan outlining the first steps of the strategy with a view to getting the business focussed
and implementing 5S.

Your role today is to develop that short term strategy and present to the board….
Consider

Are the building blocks in place for 5S?

How can we make the changes stick?

Is there any short term wins?

What other hurdles will we face?
Key Points From Today
•
High accountability
•
Knowledge of 5s
•
Visual management tools
•
Time allocation
•
Long term vision required
•
Team morale
•
Quick wins
•
Sense of urgency (empowering)
•
Support structure
•
Engagement at all levels
•
Ownership in work areas
•
Endurance/tenacity
•
What good looks like
•
An appropriate budget set
Key Points From Today
•
Training – commitment
•
Up front planning
•
Foundations in place
•
Rewards and recognition program (not financial)
•
Measure results
•
Positive recognition (timeliness)
•
Genuine Leadership commitment
•
Audit and monitor
Team “Company X” Workshop Notes
•
•
Senior leadership workshops “LEAN”
•
Lean principals and why - burning platform
•
Shop floor – history past failures
Budget - timeline (5-10 yrs)
•
Resource requirements
•
Develop total plan with Lean expert as reference point
•
Steering group
•
Pilot site program
•
Risk – “best bang for buck”
•
Communication plan and change management plan
•
Launch event
•
•
•
Tools in place – champions on board
Pilot program
•
Floor training
•
Short term wins
Sustain plan
Team “Maroon Angels” Workshop Notes
•
Gain leadership commitment
•
Define vision
•
Development plan and deployment
•
Budget /schedules
•
Training and education
•
ID Quick win opportunities
•
Determine process partner(s)
•
Team structure
•
Team buy in and empowerment
•
Reward recognition
Team “Gold” Workshop Notes
•
•
What went wrong with other implementations?
•
Steering committee – knowledge/consultants
•
Costs/budget/time
Develop role out plan
•
•
Communicate the plan to all employees including culture change
Identify the area for the role out
•
Train area employees
•
Get middle management/supervisor/employee buy in
•
Role out
•
Audit/ measures
•
Scheduled DT for measures analysis
Lean Leaders Program
Cert IV in Competitive Manufacturing
Lean Leaders Program
Cert IV in competitive Manufacturing
• Delivered on-site rotating between participating businesses
• 1 day a week for 10 weeks
• Program Sponsor for each site
Each site is asked to provide a sponsor to assist participants if
they encounter roadblocks.
• Assessment Tasks
The program is designed for each week to build upon the
preceding week and develop the participants understanding of
competitive manufacturing concepts. They are requested to
apply them to a focus area in your business.
• Flexible Assessment
The majority of tasks make use of templates which teach a
standardized and structured approach to improvement.
Participants are welcome to use your tools and template instead
and to submit other evidence of current competency where
appropriate rather than generate new evidence.
Lean Leaders Program
Cert IV in competitive Manufacturing
Upon completion of the course participants will have covered off on the following components.
• Lean Concepts Introduced
• Application of tools in own environment
• Understanding waste
• Understanding value stream management
• Soft Skills and Engagement
• Understanding self and others
• Performance Management
• Conflict Resolution
• Coaching and mentoring
• Strategy Cascade and Performance Scoreboards
• Converting strategy into tactical action plans
• Simple project management strategy for action plans
• Collecting and using data to make improvement decisions
• Harnessing visual management and competition to improve performance
• Leading team and performance management using scoreboards
• The 7 Quality Tools and Structured Problem Solving
• Understanding 7 Quality Tools
• Basic Problem Solving Skills 5 Whys and A3’s
• Root Cause Analysis
Lean Leaders Program
Cert IV in competitive Manufacturing
•
Mistake Proofing
• Cost of Defects
• 6 Mistake Proofing Principals
• The 4 elements of Zero quality control
• Poka-Yokes
• Quick Changeover and OEE
• Inventory Management
• Defining set up time
• Eliminating Changeovers
• Developing a quick changeover plan
• Facilitating Improvement Teams
• Identifying constraints
• True Kaizen – everybody, everyday
• Time and Resources
Sustaining Improvement Long Term
• Creating a CI culture
• Standard work instructions
• Keeping standards relevant
• Audits
• Visual Control