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July '10, IDRO Seminar 0

Best Practice of

Use-Ware for

Improving Factory Operation

Mr. Hajime SUZUKI (Dr. Practice)Professional Engineer

authorized by Japanese Government

July '10, IDRO Seminar USE-WARE, Practical KAIZEN Prefesional Eng'r, Hajime SUZUKI

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Guidelines* for

Practical KAIZEN

*by Dr. Practice

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3. Practical Approach

4. Basics of Production Management 1) Effective Problem Finding 2) Effective Problem Solving 5. Integrated Activities


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1) Critical Issue Oriented, not Tool oriented

2) Start from Pilot (Model) Area, not company-wide from the first

3) Practice Basics with Intensive Effort not introducing sophisticated techniques/systems

3. Practical Approach

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(1) Process Analysis (2) Stratification(3) 3 Gen ③find Fact (Genjitsu) ②by closely observing Actual thing (Genbutsu) ①at Site (Genba)

(4) 3 Mu ①Muda (waste) ②Mura (un-even: low and high in defect, etc.) ③Muri (un-natural, such as stacking too high, etc.)

4. Basics1) Effective Problem Finding


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In addition to the aboveS (Safety) andM (Morale) should be examined.

Production (capacity)

Material

Product

Machine

Delivery

Supply

Process

Quality (check and control)

Cost (waste of material & man, etc.)

Delivery (waiting time, etc.)

Order

Planning,Scheduling

(1) Process Analysis

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1) Pareto diagram

2) Cause & effect diagram

3) Histogram

4) Check sheet

5) Scatter diagram

6) Stratification

7) Control chart and Graph

Ordinary 7 QC Tools Practical “8 QC Tools”(in the order of effective use)

1. Stratification2. Check sheet

4. Histogram

5. Pareto diagram

6. Cause & effect diagram

7. Scatter diagram

3. Graphs

8. Control chart

(2) Stratification


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Genba (at Site): 1. Manufacturing Ind. Painting process, Assembly line, Inspection station, Material stockyard, Production floor, Product warehouse, Maintenance store, etc.

2. Non-Manufacturing Ind. 1) Restaurant: Guest dining room, Kitchen, etc. 2) Shop: Showroom, Sales floor, etc. 3) Transportation: Road, Station, Truck, Warehouse, etc.

'3 Gen'-1 (Genba, Genbutsu, Genjitsu)

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Genbutsu (Actual thing): 1. Manufacturing Ind. - Good Quality product, - Rejected parts, - Work instruction in Foreign language, - Semi-product covered with dust, etc.

2. Non-Manufacturing Ind. 1) Restaurant: - Table wares, - Foods, - Materials, - Cooking utensils, etc. 2) Shop: - Best selling goods (design/color combination), - Showcase, etc.



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Genjitsu (Fact): - Semi-product covered with dust Why with dust? - - staying 3 months Why staying so long? - - order was cancelled after produced Why cancelled after produced? - - this customer often gives uncertain order Why started production without confirming order - - followed general rule 'start as early as possible' Why followed general rule? - - there is no special rule for this kind of non-reliable customer


Link: Pipe Plant

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Muda : Waste 1) Waste of material - Defective products, - Start-up waste, - Design waste, - Dead stock, - Long staying stock. etc.

2) Waste of manpower - Idle time, - Over time, - Reworking, etc.

3) Waste of facility - Broken facility, - Excess facility, etc.

'3Mu-1' (Muda, Mura, Muri)


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Mura : Un-even Data: 1) Daily production very high and very low 2) Defects very low and very high

Operaton: 3) Driving very fast and very slow 4) Materials coming too much and too little 5) Machines stop frequently etc.


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Muri : Un-natural 1) Working un-easy posture 2) Carrying too heavy thing 3) Trying to reach too high, Working too much overtime 4) Driving too fast 5) Stacking too high etc.



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(1) Best Conditions (2) Flow Production(3) Visual Control ① for right Management (report with high-lighting) ② for right Operation at shop-floor (in-line visual control) ③for promoting shop-floor activities

(4) PDCA ① for Daily Operation and management ② for improvement activities

Effective Problem Solving2) Effective Problem Solving

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If 4Ms are good (normal), No defect will come out.

Good Methods

Good Machines and

Conditions

Good Men (Operators)

Good Materials

No Defect

(1) Best Conditions

Do your Best !


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Delivery : Delivery in Time

Finished Product : No Long Staying/Dead stock

Production

Material : No Long Staying/Dead stock

　　　　 :Well controlled WIP　　　　　　　　　　　　　　　　Final process

　・・

1st process

(2) Flow Production

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(3) Visual Control① For Management “Visual Report” for managers to easily see important

points by highlighting with red color, etc. ② For Shop-floor Control “In-process (or in-line) Visual Control” for operators to easily follow work standard ③ For Shop-floor Motivation Visual Control posted on boards at shop-floor

Link: Case Machine (Visual Control-1)

Link: Visual Control 2

Link: Visual Control 3


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Plan, action Plan

2nd Target

Plan, action Plan*1

1st Target

(4) PDCA-2 (for Achieving Target)

Action*2

Check

Action=Helping to achieve target *2: and Appreciation

Plan=Target for improvement *1: and Preparation

Do=Improvement activitiesIn Do step, we have small (p)(d)(c)(a)

Check=Progress of improvement

Check

Do (a) (c)

(p) (d)

Do (a) (c)

(p) (d)

Action*2

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PlanExisting level

(4) PDCA-1 (for Daily Operation)

Do=Daily operation

PlanBetter level

ActionDo

Check

Higher level

Plan=Existing system & method

Check=Result such as customer claim, reject, late delivery, etc. Action=Improve system & method

Action

ActionDo

Check

Action

Link: Case ISO Aplication.


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Case Study 1Best Practice

after

3-day Course and

Small-scale Consultation

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Best Participant In Suzuki's 'Practical IE' Course

Large variety of cushions for outdoor furniture exported to many European countries.

Link: Case Co. B

Top Mgt of Co. B attendedSuzuki’s IE course, thenSuzuki visited Co. B and gave guidelines on how toapply (Use-Ware).

She digested all what Suzuki gave, then applied them practically (developed her own Use-Ware).The case is prepared separately.


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Practical 5S 5S with Kaizen

developed through Suzuki’s 20 years experiences

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In Japan, ・ 5S has been practiced for many years as common sense as Seiri　 Seiton「整頓整理」　for Safety, Quality, Efficiency then Environment. ・ In 1986, 1st book on 5S was published, since then 5S rapidly became popular. ・ In good companies, it has been continuously practiced and keeping high level.

History of 5S

In many countries, ・ 5S was successful during the initial period, however after a while, it easily become superficial, cosmetic and non-useful due to wrong application.　　

In Iran, - How is the situation?　　


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Ordinary 5S

Good for initial stage, but needs some modification for Practical use.

Seiri（整理）: Sort out necessary items and un-necessary items, then discard un-necessary items.

Seiton（整頓）: Arrange necessary items in good order so that they 　　　　　　　　　　can be easily picked up for use.

Seiketsu（清潔）: Maintain high standard of Seiri, Seiton, Seiso and 　　　　　　　　　　　　workplace organization at all times.

Shituke（躾）: Train people to follow good housekeeping discipline 　　　autonomously.

Seiso　(清掃）: Clean the workplace completely so that there is no dust on floor, machines or equipment.

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Objective Effective Problem Solving

•Best Conditions

•Flow Production

•Visual Control

•PDCA

PQCDSM

•Production capacity

•Quality

•Cost

•Delivery

•Safety

•Morale

•Customer Satisfaction

•Internal Effectiveness and Safety

•Profit •Happy Life

5S •Seiri

•Seiton

•Seiso

•Seiketsu

•Shitsuke

5S with Kaizen: always think Objectives


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1. 1st stage: Ordinary 5S

Key point of Practical 5S

2. 2nd stage: Practical 5S Practice by thinking ”the objective of 5S at each work place” for Effective Problem Solving, namely, 1) Best Conditions　 2) Flow Production 3) Visual Control 4) PDCA　

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Practical Seiri: Sort out and remove un-necessary items and from the workplace.

What is the key point here ?

⇒Clear ‘Criterion’ and ‘Instruction’

Practical 5S: Modified by SUZUKI -1

“quantity (of necessary items)”


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Practical Seiton:Arrange - - for easy use (Location, Arrangement, Indication)

also must be in

“good conditions” (ready for use) in “fail safe ” (no chance of misuse, preventing any accident)


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Practical Seiso:Clean - - or equipment. Do it by considering the objective,

1) “collect dust without scattering” for clean workplace, 2) “remove dust without damaging product” for sensitive product,

3) “check and correct abnormal conditions” for machines and equipment.



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Practical Shitsuke:No modification, but for newly established factory, Rules, Regulations and Work Standards come first).

Practical Seiketsu:“Prevent from becoming dirty” and keep high level cleanliness“Maintain good hygiene”


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Case Study 2Best Practice

after

3-day Course x 2 timesand

6 times Consultation


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Best Participant In Suzuki's ‘Practical 5S' Course

When I showed this picture.Mr. A said ‘we are much higher level, I don’t need this’ and left the class with nothing.

On the other hand Mr. D, owner of apparel company, attended 2 times in the same course. He worked with Suzuki as model company and achieved good result. He went to Japan as an excellent participants. He cooperated in sharing his experiences in Practical 5S Course.

He was expecting what looks like this.

Link: Case Appael 2Link: Case Appael 1

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Positive Mind

With your Positive Mind,Your dream will

come true !

Please surprise me with your

practice !


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