the lean enterprise an introduction to 5s lean foundations continuous improvement training lean...
TRANSCRIPT
The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseAn Introduction to 5S
Lean Foundations
Continuous Improvement Training
Lean Foundations
Continuous Improvement Training
LearningLearning ObjectivesObjectives
The purpose of the this module is:
To introduce the 5S philosophy, actions and measurements.
Understand and apply simple Visual Display and Visual Control techniques.
Explore and examine the benefits of adopting these disciplines.
The Benefits of Implementing “5S”The Benefits of Implementing “5S”The Benefits of Implementing “5S”The Benefits of Implementing “5S”
5S provides a basis for being a world-class competitor and the foundation for a disciplined approach to the workplace.
Safer working conditions A cleaner and more organized work area Reduction in non-value added time Effective work practices Efficient work processes
Facilitating a change: Safer, Better, Faster !Facilitating a change: Safer, Better, Faster !
And The 5-S’s are…And The 5-S’s are…And The 5-S’s are…And The 5-S’s are…
Seiri – (Separate) or Sort
Seiton – (Straighten) Store, or Put-in Place
Seiso – (Clean) or Shine
Seiketsu – (Standardize)
Shitsuke – (Discipline) or Sustain
+ Safety !+ Safety !
Sometimes called 5S + 1 or “6S”Sometimes called 5S + 1 or “6S”Sometimes called 5S + 1 or “6S”Sometimes called 5S + 1 or “6S”
Safety 1Safety 1stst ! ! (in everything we do!)
Seiri – (Separate) or Sort
Seiton – (Straighten) Store, or Put-in Place
Seiso – (Clean) or Shine
Seiketsu – (Standardize)
Shitsuke – (Discipline) or Sustain
Separate the necessary from the unnecessary.Separate the necessary from the unnecessary.
Sort and SeparateSort and SeparateSort and SeparateSort and Separate
Identify what is required to work a process or perform a particular operation or task.
Remove unnecessary tools, equipment, files, binders, parts, procedures, furniture, and other ‘stuff’ from the area.
1 - ‘Sorting’ Activity Steps1 - ‘Sorting’ Activity Steps1 - ‘Sorting’ Activity Steps1 - ‘Sorting’ Activity Steps
Establish criteria and explain the handling of itemsAssign zones to peopleConduct an eventIdentify not-needed items from what is neededMove identified not-needed items to holding areaConduct a ‘white elephant’ sale or AUCTIONConduct an initial cleaning
Focus on doing and attaining resultsFocus on doing and attaining results
Red Tag (Example)Red Tag (Example) Red Tag (Example)Red Tag (Example)
Red tags (somewhat of a standard) should be used to identify items that need to be moved or disposed
of from the area performing the Sorting event.
Red TagItem number_______________
Description________________
Date Tagged_______________
Tagged by_________________
Circle one:
Stored Disposed
Reason _____________________________
2 - Straighten (or Put-in Place)2 - Straighten (or Put-in Place)2 - Straighten (or Put-in Place)2 - Straighten (or Put-in Place)
Organize materials according to frequency of use Implement visual aids to improve communication
Lay it out - for when YOU are not there …Lay it out - for when YOU are not there …
Steps to ‘Straightening’ processSteps to ‘Straightening’ processSteps to ‘Straightening’ processSteps to ‘Straightening’ process
Identify key equipment and suppliesDetermine location for every itemDevelop shadow boardsLabel needed itemsDetermine required quantitiesOutline locations of equipment,
supplies, common areas, and safety zonesDocument workplace layout, equipment, safety
zones, and supplies
Work team involvement is crucial to success
Work team involvement is crucial to success
3 - Shine (Clean)3 - Shine (Clean)3 - Shine (Clean)3 - Shine (Clean)
Perform initial clean and sweep of the area
Perform daily cleaning and inspection of area and equipment to determine status and need for corrective and preventive action
A daily discipline to an agreed upon plan that is executed by the work area team members
A performance improvement disciplineA performance improvement discipline
‘‘Shining’ StepsShining’ Steps‘‘Shining’ StepsShining’ Steps
Identify key points to check
to ensure proper performanceDetermine acceptable performanceDetermine corresponding
visual indicators and controlsMark equipment and controlsEstablish ‘who and when’ cleaning planConduct daily cleaning and inspections
Progress Towards Prevention over Detection
Progress Towards Prevention over Detection
4 - Standardize4 - Standardize4 - Standardize4 - Standardize
Determining, sharing, and using the best processes and methods
Standardization serves to minimize variation and the effect of variation on quality and speed
We want to look towards standardization with process tooling, methods, parts, sub-assemblies, design, etc
The Standard Becomes the Baseline for Further Improvement
The Standard Becomes the Baseline for Further Improvement
Steps to ‘Standardization’Steps to ‘Standardization’Steps to ‘Standardization’Steps to ‘Standardization’
Document present work area agreements and routine checks
Establish and document standardized methods across similar work areas
Document new standard methods
Attacking Process and Methods VariationAttacking Process and Methods Variation
5 - Sustain5 - Sustain5 - Sustain5 - Sustain
Keeping the gains and building further progress
A ‘Continuous Improvement’ thought process becomes the culture
Pride in Improvement, Accomplishments, and the Desire to do More
Pride in Improvement, Accomplishments, and the Desire to do More
Steps to ‘Sustaining’Steps to ‘Sustaining’Steps to ‘Sustaining’Steps to ‘Sustaining’
Determine 5S level of achievementPerform routine checks, including point
photographyAnalyze results of routine checksMeasure progress and plan for continuous
improvement
Sustain Success (“6S”) through HabitSustain Success (“6S”) through Habit
Document The Current SituationDocument The Current SituationDocument The Current SituationDocument The Current Situation
Purpose: Record the current situation as a baseline for progress
Preparation: Obtain a camera or photographic assistance Obtain a layout and mark the before-picture place and angle Explain the steps of current situation documentation Publish the picture taking date
Do it: Take work area photos Evaluate current 5S ‘level of achievement’
Without a Baseline Measurement, Progress Cannot Be Determined
Without a Baseline Measurement, Progress Cannot Be Determined
A 5S Case Study A 5S Case Study (example)(example)A 5S Case Study A 5S Case Study (example)(example)
Purpose: To Document Before and After
ACTIONS !
Without a Baseline Measurement, Progress Cannot Be Determined
Without a Baseline Measurement, Progress Cannot Be Determined
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Process followed for the 5S ‘Kaizen’ EventProcess followed for the 5S ‘Kaizen’ Event
2 Days of Office Work– Conducted a detailed audit of current conditions– Created a flow process diagram– Brainstorming Session with entire dept.– Developed a layout that addressed issues
3 Days in Departments– Rearranged both areas to optimize flow– Decluttered– Moved Accessory inventory to Stockroom
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Before
Excess inventory in area Lack of space for work & storage
After
- Clutter removed
- Consolidation of workspace & storage
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Before
Scattered work in process No protocol for Eng’s seals in
area for failure analysis
After
- Racks organized with work in process & out of work area
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Before
Work area was not defined Storage in several areas Old furniture
After
- Machines lined up to optimize flow
- Relocated & upgraded hoist
- Standardized benches
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Before
Product with no part code Non-conforming to paint booth
regulation
After
- Safer condition
- Decreased excess inventory
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Before
Work areas were not conducive to communication or flow
After
- Work space standardized
- Flow optimized – assemble, test & package
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Before
Cluttered work areas Old benches
After
- Standardized work areas
- Each employee is responsible for cleaning bench at day’s end
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Before
Testing equipment scattered & unorganized
After
- Testing equipment along one wall and upgraded
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Before
Instruction manuals in 2 cabinets with boxes on top
After
- Instruction manuals in 1 cabinet – organized and labeled
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After the Kaizen EventAfter the Kaizen Event
Many actions remain Team meets every 1-2 weeks to keep medium to
long term actions moving – examples:– Track cross-training plan– Put up doors or plastic strip barriers to
separate assembly room from rest of shop– Complete the labeling of drawers &
standardization of tools– Engineering protocols in place– Audit plan to sustain improvements
Levels of Achievement (beginning phases)Levels of Achievement (beginning phases) Levels of Achievement (beginning phases)Levels of Achievement (beginning phases)
SustainStandardize Shine Straighten Sort
Work area checks are randomly done and there is no 6S measurement.
Work area methods are not always followed and are not documented.
Key area items checked are not identified and are unmarked
Items are randomly placed throughout the workplace.
Needed and not needed items are mixed throughout the area.
LEVEL
1Just Beginning
Initial 6S level is established and and is posted in the area.
Work group has documented area arrangement and controls.
Key area items are marked to check and required level of performance noted.
Needed items are safely stored and organized according to usage frequency.
Necessary and un-necessary items are identified;those not needed are gone.
LEVEL
2Focus On Reliability
Levels of Achievement Levels of Achievement (Strive for Five !)(Strive for Five !) Levels of Achievement Levels of Achievement (Strive for Five !)(Strive for Five !)LEVEL
5Continuous
Improvement
Cleanliness problem areas are identified and mess prevention actions are in place.
Needed items can be retrieved in 30 seconds with minimum steps.
Potential problems are identified and countermeasures documented.
Proven methods for area arrangement and practices are shared and used
Root causes are eliminated and improvement actions include prevention.
LEVEL
4Focus On Reliability
Cleaning schedules and responsibilities are documented and followed.
Minimal needed items arranged in manner based on retrieval frequency
Work area cleaning, inspection, and supply restocking done daily.
Proven methods for area arrangement and practices are used in the area.
Sources, frequency of problems are noted w/root cause & corrective action
LEVEL
3Focus On Reliability
Initial cleaning is done and mess sources are known and corrected.
Needed items are outlined, dedicated locations are labeled in planned quantities
Visual controls and indicators are set and marked for work area.
Agreements on labeling,quantities, and controls are documented.
Work group is routinely checking area to maintain 6S agreements.
SustainStandardize Shine Straighten Sort
A Simple 5S Progress CheckA Simple 5S Progress Check A Simple 5S Progress CheckA Simple 5S Progress Check
There are 5 ways to appraise the level of 5S at each stage.1. Evaluation of self/ team.
2. Evaluation by expert/ consultant.
3. Evaluation by supervisor/ manager.
4. Combination of the above.
5. ‘Friendly’ competition among groups.
Key to Sustaining a “Visual” Business – Make it FUN !
Key to Sustaining a “Visual” Business – Make it FUN !
5S Implementation5S Implementation 5S Implementation5S Implementation
Lessons Learned
Start with cross functional team
Discuss benefits (METRICS) Train, then immediately do Agree on a vision Agree on standards Define the area to do Define roles Don’t let participants walk
away
Lessons Learned
Start with cross functional team
Discuss benefits (METRICS) Train, then immediately do Agree on a vision Agree on standards Define the area to do Define roles Don’t let participants walk
away
Keys to Success
Get everyone involved Get commitment and
authorization for facility wide improvement
Have leaders set expectations & do follow-up
Establish standards Establish routines Keep it simple Link to other Improvement
activities
Keys to Success
Get everyone involved Get commitment and
authorization for facility wide improvement
Have leaders set expectations & do follow-up
Establish standards Establish routines Keep it simple Link to other Improvement
activities
SummarySummarySummarySummary
5S is more than “cleaning up”, it is a discipline that is used to support all Lean Enterprise activities.
Visual Controls, like Visual Displays, can resolve many information and communication problems in the workplace.
Another important result is fewer work frustrations and a SAFER and more satisfying work experience.
Again, the result is improved work efficiency and effectiveness.
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Next StepsNext StepsNext StepsNext Steps
Want to become a “Tool Master ” ?
Lead a 5S event in your area (a small defined area)
1 hour training session
– Materials you saw today plus a video
You and your team go and see (GEMBA)
– And then do ! (Kaizen)
Evaluated by Lean Coach/ MBB (30/60/90 day Metrics)
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ExpectationsExpectationsExpectationsExpectations
Leadership Development
Improved Process state (sustained)
Team development
Propagation of “Lean Thinking”
(Drive the culture …)
– 5S “Tool Mastery” Certificate
– Recognition and Reward (picture, $)
The Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseThe Lean EnterpriseAn Introduction to 5S
Lean Foundations
Continuous Improvement Training
Lean Foundations
Continuous Improvement Training