Transcript Document

Introductions
• Lean knowledge or experience
•No prior experience
•Some experience
•Able to discuss
•Able to teach others
•Lean expert
Lean Manufacturing
Overview
Problem
Solving
Lean
Layout
Error
Proofing
Standardized
Work
Lean
Manufacturing
Total
Productive
Maintenance
5S /
Visual
Factory
Kanban
Quick
Changeover
Introduction
Lean Manufacturing:
“least-waste” way to manufacture high
quality products
TPS- Toyota Production System
Kaizen- Continuous Improvement
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Why
Personal Considerations
Continuous Improvement can affect you where you
work and live
Job Security
• Our job security depends on the long-term health of the
company.
• We must improve production efficiency, reliability, and
leadtime if we are to continue to meet competitive
challenges and customer expectations.
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Improvement means Change
Lean is a “steady platform for
change” that empowers people to
continuously look for ways to
make work better
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If you keep doing what you’ve
always done,
you will keep getting what you
always got!
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5S Work Place Organization
2S
3S
5S
1S
4S
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5S – What is it?

A Management philosophy devoted to the
proper arrangement and orderliness of the
workplace.

5S lays the foundation for continuous
improvement (Kaizen, Lean
Manufacturing).

A tool used to eliminate waste. (MUDA)
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Waste
Anything other than the minimum amount of
equipment, materials, parts, space, and worker’s time
which are “absolutely essential” in adding value to
the product.
Eight Deadly Wastes
• Over Production
• Transportation
• Product Defects
• Excess Motion
• Inventory
• Waiting
• Excess Process
• Under-utilizing People
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Over
Production
Waiting
Transportation
Correction
MUDA
Unused
Creativity
Over
Processing
Motion
Inventory
5S
The Foundation for Everything
“Good factories develop beginning with the 5Ss;
bad factories fall apart beginning with the 5Ss.”
—Hiroyuki Hirano, Chairman JIT Management Laboratory, Co.,
5S
The Foundation for Everything

The underlining principal of 5S:
A place for everything and everything in its
place.
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Management Support
5S starts from the top
 Without the support of:
- Upper management
- Middle management
- Front line supervision

YOU WILL SURELY FAIL !!!!!!
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5S
Sort
Set In Order
Shine
Standardize
2S
1S
5S
Sustain
3S
4S
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Meaning of the 5S’s

Sort

Clearly distinguishing between what is necessary and what is
unnecessary, while disposing of the latter.
Evaluate all items in the workplace and determine which items are
really needed.
Understand why items are needed.
Keep only what’s needed.
Throw out what’s not needed.
Include desk drawers and filing cabinets
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Sort
Where?
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Walkways, Floors
Storage shelves
Cabinets
Drawers, Desks
Walls, Bulletin Boards
Between Dock Doors
Around poles
On and around machines
EVERYWHERE!!!!!
What?
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Excess materials
Tools, fixtures, gauges
Spare parts
Documents
Brushes
Cloths
Furniture
Seldom used equipment
EVERYTHING!!!!!
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Sort and JIT
Corresponds to the Just-In-Time principle:
 Keep only what is needed.
 Only in the amounts needed.
 Only when it’s needed.
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Remove all items not needed for current
production.
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Sort – Problem Avoidance
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The plant becomes crowded and hard to work in.
Cabinets, lockers and shelves required for
unneeded items get in the way of communication
and place unwanted walls between employees.
Time is wasted searching for parts, tools and
fixtures.
Unneeded inventory and machinery are costly to
maintain.
Excess stock on hand hides problems on the
production floor.
Unneeded items and equipment make it harder to
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improve the process flow.
Sort
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Sort
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Meaning of the 5S’s

Set In Order

Organize the necessary items so that they can be used and returned
easily.
Sort first so we don’t waste time straightening things we don’t need.
Organize all needed items
- Locate items where they most needed.
- Identify where to return items when not in use.
- Identify items and their storage locations.
Make the order of things clearly understood at first glance.
Eliminate all wasted time and motion.
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Set In Order
Provide a convenient, orderly and safe place for
everything…and keep it there!
Set In Order
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Set In Order
Can we achieve
requirements more
simply?
…incorporate tools
Keep tools close to
where they are needed
Set In Order
Make
locations
obvious
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Label names and
addresses
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122
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Marking Color Code

Work Area
-
White
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Aisles
-
Yellow
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WIP
-
Blue
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Scrap/Non-Conforming
-
Red

Finished Parts
-
Green
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Meaning of the 5S’s



Shine
Clean floors, equipment, and furniture in all areas of the workplace.
During and after the straightening process, the work place must be
scrubbed.
Make things clean , neat and orderly.
- Sweeping floors.
- Wiping off machinery, tools, computers and furniture.
- Use the cleaning process to inspect for sources of dirt, oil,
trash, etc.
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Shine
Monitor and restore
the condition of
equipment and the
workplace during
cleaning
Meaning of the 5S’s
 Standardize


Maintaining and improving the standards of the first
three S’s
The first three S’s have been done
- Sort
- Set In Order
- Shine
Maintain and improve the first three S’s.
-Eliminate causes of dirt leaks and spills.
-Create systems to keep things neat and organized.
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Standardize
Establish standards of cleanliness and
procedures for routinely maintaining
workplace condition
Problems when Standardize is
not implemented well
Conditions go back to the old and
undesirable levels
 At the end of the day piles of unneeded
materials are left over.
 Tool storage areas become disorganized

The purpose of Standardize is to prevent setbacks in the first
three. To make implementing them a daily habit.
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Standardize Everything
Beyond the Cleaning
 Work methods
 Data processing
 Reports
 Cleaning
 Forms
 Training
 Tools
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Meaning of the 5S’s
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

Sustain
Achieving the discipline or habit of properly maintaining the
correct 5S procedure.
Develop a habit of practicing the first four S’s
Make 5S a way of life.
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Definitions
 Sort
- Clearly distinguishing between what’s necessary
and what’s unnecessary, while disposing of the latter.
 Set
In Order - Organize the necessary items so that
they can be used and returned easily.
 Shine
- Clean floors, equipment, and furniture in all
areas of the workplace
 Standardize
- Maintaining and improving the
standards of the first three S’s
 Sustain - Achieving the discipline or habit for properly
maintaining the correct 5S procedure.
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Benefits of 5S’s
How will we, as a group, benefit from 5S?
 Reduced Waste
 Improved Safety
 Easier Maintenance
 Higher Quality
 Improved Profitability
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Benefits of 5S’s Con’t
How will you, as an individual, benefit?
 You can take pride in a 5S workplace
 Your co-workers will respect you and your
work space.
 You can also keep a positive mental attitude

5S CREATES A BETTER PLACE TO WORK
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RED TAG STRATEGY
Initiate first round of Red Tagging
 Select members from various areas
 Select a manager to lead the team
 First session should be plant wide

Identify Red Tag Targets
 Inventory, equipment, supplies, tooling
 Office areas are not exempt from red tagging
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RED TAG STRATEGY
Hillman
B.S.A.
ARMSTRONG
Sopwith Ltd..
RED TAG STRATEGY
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Define Red Tag criteria
Determine what criteria will be used to distinguish
a needed item from an unneeded item
Example: Save only the items needed to make the
next day, next week’s or next month’s production
schedule.
Make Red Tags
Determine information to be recorded on tags
Determine material to be used for red tags
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RED TAG STRATEGY
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Conduct Red Tag Session
Explain the red tag criteria to all teams
Make sure you have a good cross-section of people tagging
items in order to prevent the “I MIGHT NEED THAT”
Syndrome
Red tag the entire plant as rapidly as possible
Evaluate the red tag items
Review the material that has been tagged
Dispose of the truly unnecessary inventory, equipment and
other items
Discard any material which is still tagged after a
predetermined amount of time
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All tags must be completed and returned
RED TAGGING HINTS
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Record information about all tags used on a Red Tag Log
where you can track disposition easily
Make sure everyone understands what is to be tagged and
why
Discourage people from being defensive
Be fair all areas get tagged
Don’t compromise; IF IN DOUBT, THROW IT OUT!
Necessary items can be tagged if improvements are known
or suggested
Do not put multiple tags on any one object
Make reasonable allowances for decorative items such as
plants or family photos
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Forms
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CELL/AREA
TAG NUMBER
RED TAG
CATEGORY
1. RAW MATERIAL
2. WIP
3. FINISHED MAT'L
4. TOOLS
5. SUPPLIES
6. EQUIPMENT
7. FURNITURE
8. OFFICE MAT'L
9. BOOKS/MAGAZINES
10. OTHER
TAG DATE:
ITEM NAME:
QUANTITY:
REASON TAGGED:
DISPOSITION REQUIRED
1. DISCARD
2. IN CELL STORAGE
3. LONG TERM STORAGE
ACTION TAKEN
4. REDUCE INVENTORY
5. SELL/TRANSFER
6. OTHER__________________
DATE
--------------------------------------------------------------------------------------------------------------CELL/AREA
RED TAG LOCATOR
LOCATION
DESCRIPTION
TAG NUMBER
Item Disposition Guidance
•Determine the category each tagged item belongs
Directions
•Determine required action, record on tag and Unneeded Items Log
•Take action
Category
Obsolete
Action
•Sell
•Hold for depreciation
•Give away
•Throw away
Defective
•Return to supplier
•Throw away
•Repair
Scrap
Trash / garbage
•Remove to proper location
•Throw away
•Recycle
Unneeded in this area
•Remove to proper location
Used at least once per day
•Carry with you
•Keep at place of use
Used about once per week
Used less than once per month
Seldom used
•Store in area
•Store where accessible in plant
•Store in distance place
•Sell
•Give away
•Throw away
Use unknown
•Find out use
•Remove to proper location
Red Tag Checklist
•Examine all items in each category
Directions
•Red tag every item that may not be needed
•Enter a  when a category is inspected
Search these spaces
Floors
Aisles
Operation areas
Work Stations
Corners, behind/under equipment
Stairs
Small rooms
Offices
Loading docks
Inside cabinets and drawers
Look for unneeded equipment
Machines
Small tools
Dies
Jigs
Bits
Conveyance equipment
Plumbing, pipes, etc.
Electrical equipment
Wire, fixtures, junction boxes
Look for unneeded furniture
Search these storage places
Shelves
Racks
Closets
Sheds
Other storage areas
Search the walls, boards, etc.
Items hung on walls
Bulletin boards
Signboards
Other
Look for unneeded material / supplies
Raw materials
Supplies
Parts
Work in process
Finished products
Shipping materials
Look for other unneeded items
Cabinets
Benches and tables
Chairs
Carts
Work clothes
Helmets
Work shoes
Trash cans
Other
Other
Unneeded Items Log
Unneeded Item
#
Date
Reason for Tagging
Notes / Disposition
Workplace Scan
To identify workers, processes, and functions of the area. To plan the Workplace Scan.
Target Area Name:
Directions:
Define the boundaries of the target area and tape it off.
State the primary purpose of the target area.
Record the functions of the target area.
Plan the Workplace Scan by identifying who is responsible for each step and when completion is
expected
Scan Step
•Draw an area layout
•Draw a material spaghetti chart
•Complete 5-S & Safety audits
•Take photos
•Create a workplace scan display
Who
When
Workplace Audit Checklist
BEFORE
Sort
Set in Order
AFTER
Distinguish between what is needed and not needed
Unneeded equipment, tools, furniture, etc. are present
Unneeded items are on walls, bulletin boards, etc.
Items are in aisles, stairways, corners, etc.
Unneeded inventory, supplies, parts, or materials are present
Safety hazards (water, oil, chemical, machines) exist
A place for everything and everything in its place
Correct places for items are not obvious
Items are not in their correct places
Aisles, workstations, equipment locations are not identified
Items are not put away immediately after use
Height and quantity limits are not obvious
Cleaning, and looking for ways to keep it clean and organized
Floors, walls, stairs, and surfaces are not free of dirt, oil, and grease
Equipment is not kept clean and free of dirt, oil, and grease
Cleaning materials are not easily accessible
Lines, labels, signs, etc. are not clean and unbroken
Other cleaning problems of any kind exist
Shine
Standardize
Sustain
Maintain and monitor the first three S’s
Necessary information is not visible
All standards are not known and visible
Standard Work doesn’t exists for all cleaning and maintenance jobs
All quantities and limits are not easily recognizable
Items cannot be located in 5 seconds
Stick to the rules
Area workers have not had 5-S training
5-S is not performed routinely
Personal belongings are not stored neatly
Standard Work is not available or up to date
Daily 5-S audits are not performed
Note: Check all that apply, plan countermeasures.
Set in Order Inspection Sheet
•Inspect all items in entire area
Directions
•Move items to proper place
•Enter a  when a category is inspected
Equipment
Materials / supplies / inventory
Machines
Small tools
Dies
Jigs
Raw material
Supplies
Parts
Work in process
Bits
Conveyance equipment
Finished product
Shipping materials
Cleaning equipment
Electrical equipment
Fixtures, junction boxes, etc.
Computer equipment
Cleaning supplies
Other items
Charts, graphs, etc.
Books, checklists, etc.
Bulletin boards
Signboards
Furniture
Cabinets
Benches and tables
Chairs
Carts
Shelves
Racks
Pens, pencils, rulers, etc.
Work clothes
Helmets
Work shoes
Trash cans
Personal items
Shine Inspection Sheet
•Search all items in the area for cleaning needs
Directions
•Use this with the Initial Cleaning Plan
•Enter a  when a category is completed
Large Surfaces
Ceilings
Aisles
Work Stations
Corners, behind/under equipment
Stairs
Loading docks
Walls
Doors
Pillars and posts
Floors
Other
Carts
Shelves
Racks
Inside equipment / furniture
Machines
Conveyance equipment
Closets
Drawers
Cabinets
Sheds
Tool boxes
Storage bins
Surfaces of equipment and furniture
Other items
Machines
Conveyance equipment
Plumbing, pipes, sinks
Electrical equipment
Materials and supplies
Trash cans
Bulletin boards
Labels and signs
Fixtures, junction boxes
Chairs
Small tools
Hoses, cords, tubing, etc.
Other
Initial Cleaning Plan
Directions
•List tasks and complete the columns below
Target Area
Task
Location
Who
When
Materials and Tools Needed
Current Score:
Previous Score:
Area Name:
5S
S
o
r
t
#
Check Item
1
Unneded materials or parts.
2
Unneded machines or other
equipment.
3
Unneeded jigs, tools or dies?
5
Have unneeded items been
marked?
Are display boards well
organized?
S
e
t
6
Are there location indicators?
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Are there item indicators?
I
n
8
Are there quantity indicators?
O
r
d
e
r
9
Are walkways and in-process
inventory identified?
4
Have improvements been made
Description
Does the inventory or in-process inventory
include any unneeded materials or parts?
Are there any unused machines or other
equipment around?
Are there any unused jigs, tools, dies or
similar items around?
Is it obvious which items have been marked
as unnecessary?
Are notices kept clean and orderly?
Are shelves and other storage area marked
with indicators and addresses?
Do the shelves have labels showing which
items go where?
Are the minimum and maximum allowable
quantities indicated?
Are white/yellow lines or other markers used
to clearly indicate walkways and storage
area?
Are jigs and tools arranged more rationally to
10 to facilitate jig and tool handling? facilitate picking them up and returning
11 Trash, water or oil on floors?
S
h
i
n
e
Scored By:
Date:
Are machines covered with
12 shaving and oil?
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14
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them?
Are the floors ket shiny, clean and free of
debris?
Are the machines wiped clean?
Is equipment inspection
Do operators clean their machines while
combined with equipment
checking them?
maintenance?
Have specific cleaning task been Is there a person responsible for overseeing
assigned?
cleaning operations?
Do operators routinely sweep floors and wipe
Has clealiness become a habit?
equipment without being told?
Is the room/are ventilated well enough to be
Is there proper ventilation?
clear of heavy dust?
Is the angle and intensity of lighting adequate
Is there proper lighting?
for the work being performed?
Are workers wearing dirty or oil stained work
Are work clothes clean?
clothes?
Have improvements been made
Instead of cleaning up the messes, have
to prevent things from getting
people found ways toavoid making messes?
Have rules been established for
maintaining the first three of
Are the first three of 5S's being maintained?
5S's?
S
t
a
b
i
l
i
z
e
d
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S
u
s
t
a
i
n
21 Are safety signs posted?
22 Are safety guards in place?
Are all safety signs easily readable?
23 Time and Structure
Has time been set aside for sustaining?
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18
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24 Is there an support?
25 Has 5S become a way of life?
Are safety guards being used properly?
Has management and maintenance provided
all of the needed support to sustain?
Have the workers developed the diciplines
required for maintaing the first four of 5S's?
1
Score
2
3
4
59
60
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