5S & Visual Control 21

5S & Visual Control 21

5S and Visual Control 5S and Visual Control What is 5S? 5 Elements of 5S Sort Straighten Shine Standardize Sustain Why 5S? Waste Workplace observation Visual Factory 22

What is 5S? What is 5S? 5S is a method to improve and sustain workplace organization 5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems). These are foundational to continual improvement and a manufacturing strategy based on "Lean Manufacturing" (waste removing) concepts. Reduces clutter A place for everything and everything in its place 23

What is 5S? What is 5S? Improves how the operation appears to customers always be tour ready Creates pride in the workplace Reduces the time it takes to look for tools and equipment OUR GOAL OUR GOAL - any part or tool must be able to be found within 60 seconds. 24

Elements of 5S Elements of 5S Sort Remove all unnecessary materials and equipment Straighten Make it obvious where things belong Shine Clean everything, inside and out Repair everything broken, missing or damaged. Standardize Establish policies and procedures to ensure 5S Sustain Training, daily activities 25

Why 5S? Why 5S? To eliminate the wastes that result from uncontrolled processes. To gain control on equipment, material & inventory placement and position. Apply Control Techniques to Eliminate Erosion of Improvements. Standardize Improvements for Maintenance of Critical Process Parameters. 26

Expected 5S results Expected 5S results Floor space freed-up by separating out those things which are not needed Savings in time and effort when the items are organized for easy retrieval Reduction in parts inventories = saving money Improvements in quality and safety Visibly cleaner & more organized area Documented work standards Reduced floor space and inventories 27

Types of Waste Types of Waste Overproduction Delays (waiting) Transportation Process Inventories Motions Defective Products Unused Employee Creativity 28

Types of Waste Types of Waste 1. Overproduction - Are we making more than the next process can use? Why? 2. Waiting - Do we wait for any of the 5Ms: Materials, information or decisions? Manpower? Machines? Why? 3. Unnecessary Motion - When and how far do we have to walk to do our job? Is there much lifting, bending or reaching? Why? 4. Unnecessary Transportation - How do we move materials through the area: Lift trucks? Racks? Carts? Why? 29

Types of Waste Continued Types of Waste Continued 5. Over Processing - Do we do anything to the WIP that the next process doesn t want or has to undo? Why? 6. Unnecessary Inventory - Do we have more than 1 day of raw materials, work in process or finished goods? Why? 7. Defects or Correction - Do we have to inspect, repair or scrap incoming material? Does the next process have to inspect, repair or scrap what we give to them? Why? 8. Unused Employee Creativity - What ideas do our people have to make this situation better? What changes have been stated before but not heard? 30

Waste Identification Waste Identification What waste can be identified in the following photos? 31

Workplace Observation Workplace Observation Clearly define target area Identify purpose and function of target area Develop area map Show material, people, equipment flow Perform scan diagnostic Photograph problem areas Develop a project display board (area) 32

Safety & Sort Safety & Sort Review area and document any Safety hazards these items will be addressed first Identify clutter Determine disposition of each piece When in doubt, move it out Red Tag Exercise 33

Red Tag Process Red Tag Process One-time activity to remove or disposition clutter To be started on each casemaker before the end of 2007 Each shift responsible for performing and participating in this task 1. Identify clutter, unused equipment, etc 2. Fill out and attach red tag 3. Note in red tag log 4. Red tags have a disposition within 30 days 34

Red Tag Inspection Sheet Red Tag Inspection Sheet Search Floors Aisles Operation areas Workstations Corners, under equipment Small rooms Offices Loading docks Inside cabinets Look for unneeded equipment Machines, small tools Dies, jigs, bits, Conveyance equipment Plumbing, electrical parts Look for unneeded furniture Cabinets Benches, tables Chairs Carts Search these storage places Shelves Racks Closets Sheds Search the walls Items hung up Old bulletin boards Signs Look for unneeded materials Raw material Supplies Parts Work in process Finished goods Shipping materials Look for other unneeded items Work clothes Helmets Work shoes Trash cans Other 35

Activity One: Sort Tag Process 1. Make & number tags 2. Identify holding area 3. Tag and remove items to holding area 4. Log tags, then review and dispose of tagged items 5. Return tag to recorder when each item is disposed Storage Criteria Frequency of Use Never Less than once per month Once per week Action Throw away (sell/donate) Store in facility Store in work area Once per day or more Carry or keep at workplace Hints Don t tag people If in doubt, tag it Only one tag per item Understand policy on personal items: plants, pictures, etc. 36

Straighten Make it obvious where things belong Lines Divider lines Outlines Limit lines (height, minimum/maximum) Arrows to show direction LARGE CLEAR Labels Color coding Item location Stop Light Signs/Pictures Equipment related information Show location, type, quantity, etc 37

SHADOW BOARD SHADOW BOARD Good This shadow board makes it easy to identify any missing tools from the area. No Good This shadow board is too good meaning it is difficult to tell what items are missing because it is so realistic looking. 38

Shine Clean everything, inside and out Inspect through cleaning Prevent dirt, and contamination from reoccurring Results in Fewer breakdowns Greater safety Product quality More satisfying work environment 39

Shine Check Sheet Shine Check Sheet Ceilings Aisles Workstations Corners Under equipment Loading docks Walls Doors Floors Pillars, posts Machines Plumbing, sinks Cabinets, shelves, racks Carts, Racks Drawers, storage bins Fixtures, power boxes 40

Typical Team Standards Typical Team Standards Sort Amount of tools and parts Tools and parts that belong in the area Straighten Location of aisles Location and of tools and parts Shine Cleaning schedule Maintenance tasks - How often do we need to replace parts, pumps, gears? Checklist of what to look for as cleaning is performed 41

5S Examples 5S Examples Before 5S After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting) 42

5S Examples - Sort, Straighten 5S Examples - Sort, Straighten See the difference? 1. Sort - All unneeded tools, parts and supplies are removed from the area 2. Straighten - A place for everything and everything is in its place 43

Standardize Establish guidelines for the team 5-S conditions Make the standards and 5-S guidelines visual Maintain and monitor those conditions 44

There are at least 5 root causes Oh no!! Machines Manpower Methods Materials Measures Caused by the alignment of errors due to system problems and variability Any system could have detected and prevented the problem We usually blame only the manpower system 45

Sustain Determine the methods your team will use to maintain adherence to the standards 5-S concept training 5-S communication board Before and after photos One point lesson Visual standards and procedures Daily 5-minute 5-S activities Weekly 5-S application 46

After 5S After 5S Clear, shiny aisles Color-coded areas No work in process 47

Visual Factory Implementation Visual Factory Implementation Develop a map identifying the access ways (aisles, entrances, walkways etc.) and the action areas. Perform any necessary realignment of walkways, aisles, entrances. Assign an address to each of the major action areas. Mark off the walkways, aisles & entrances from the action areas 48

Visual Factory Implementation Visual Factory Implementation Apply flow-direction arrows to aisles & walkways Perform any necessary realignment of action areas. Mark-off the inventory locations Mark-off equipment/machine locations Mark-off storage locations (cabinets, shelves, tables) Color-code the floors and respective action areas 49

The more inventory a company has the less likely they will have what they need. Taiichi Ohno 50