1

Lean Manufacturing

2

Lean Manufacturing

• It is a systemic method for the elimination of waste ("Muda") within a manufacturing process. Lean also takes into account waste created through overburden ("Muri") and waste created through unevenness in work loads ("Mura").

3

4

© 2013 Copyright ISC Ltd. 5

What is 5S?• Based on Japanese words that begin with “S”,

the 5S philosophy focuses on effective workplace organisation and standardised work procedures

• Problems cannot be clearly seen when the workplace is disorganised

• Cleaning and organising the workplace helps the team to uncover problems

• Making problems visible is the first step of improvement

6

7

5’S’ in KAIZEN

• Sorting.

• Simplifying.

• Sweeping.

• Standardizing

• Sustaining.

The ideas of 5S are NOT new . . .• Henry Ford described how he

implemented them in the early 1900s:

“Put all machinery in the best possible condition, keep it thatway, and insist upon absolute cleanliness everywhere inorder that he may learn to respect his tools, his surroundings, and himself.”

8

Before and after 5S…

9

5S APPROACHImplementation:

10

11

5S: SORT - What is it?

• SORTING does not mean rearranging the items in your workplace...

• It means separating the necessary from the unnecessary, and only keeping the necessary

• Why?– Your work area is crowded and hard to work in– Time is wasted looking for papers and equipment– Untidiness hides other problems– Cabinets, shelves and cupboards get in the way and put

barriers between people

12

5S: SORT – Red Tagging• An effective visual method to

identify un-needed items is called red tagging– A red tag is placed on all items

not required to complete your job• These items are then moved to a

central holding area for later evaluation of their value

• Occasionally-needed items are moved to a more organised storage location away from the immediate work area

• Un-needed items are discarded/disposed of

Red Tag CriteriaPriority Frequency of use Action required

High Daily Store at the workplace, where it is needed

Medium Once per week, once per month

Store together, near the workplace

Low Less than once per year Throw away, or store away from the workplace

Unusable items Throw away

13

This applies to:- Paperwork (incl. files & books)- Equipment (incl. furniture)- Facilities (e.g. storage)

14

5S: SET-IN-ORDER – How do we do it?• Place items in the workplace according to their

frequency of use:– Frequently used items close to place of work

• Used every hour, within arms reach• Used several times a day within one pace• Used once a day, in the work area• Used less than once a day, out of the work area

• Keep similar equipment and materials together• Use signs or colour-coding to indicate where things

should be stored• Make it as easy as possible to put things back (big

holes and labelled gaps!)

15

5S: SHINE – What is it?• We get everything clean and looking like new, and we keep

everything clean and looking like new• A standardised method for cleaning and tidying any

operational area so that nothing is out of place, nothing is dirty longer than a day, and anyone visiting the office cannot fail to be impressed with the cleanliness of the work area

• Keeping the work area clean and tidy is the responsibility of the people working in that area, not the responsibility of a cleaner coming round at the end of the day

• A clean work area helps you to identify emerging problems so you can take corrective action more quickly

16

5S: SHINE – How do we do it?• Decide if the work area needs a major clean-up

and if so, how that can be done• Put in a major effort over a short period of time

to get the whole area up to the required standard• Take photos of the newly cleaned area and put

them up in the area to show the standard• Agree what needs to be cleaned daily and by

whom• Carry out regular cleanliness inspections

17

5S: STANDARDISE – What is it?

• The state that exists when SORT, SET-IN-ORDER and SHINE are properly maintained

• Writing, displaying and making visual simple procedures that ensure that all can see whether an area is keeping up with its targets on the 5S

• The place will degenerate back to where we were pre-5S if we don’t standardise

18

5S: STANDARDISE – How do we do it?

• Decide who is responsible for keeping each element of the first 3S up to the required standard and ensure they do it

• Integrate the 3S duties into everyone’s day to day work:– We should each have regular daily or weekly 3S activities as part of

our job, irrespective of grade or function

• Instigate regular audits on the office’s 5S performance• Keep applying the Seven Wastes to drive waste out of the

process as this usually impacts positively on 5S

19

5S: SUSTAIN – What is it?

• Sustain is basically about enforcing and accepting the discipline of 5S – make 5S a habit

• Not letting external factors influence the application of the 5S principles

• Being critical of those not respecting the standards, or not following the set procedures

• Emphasising the visual aspect of all the stages, ask yourself, could a stranger walk in and understand the situation?– Can they tell if we are doing it right or doing it wrong? If the answer is

no, then improve the standard

20

5S: SUSTAIN – How do we do it?

• Inspect before and after working• Keep encouraging and recognising those who participate and

never ignore those who slacken• Use Information Boards to provide recognition to the team

and to show visitors what has been achieved• Keep talking about the 5S, don’t let them become a low status

activity• Use the results of 5S audits to drive continuous improvement• Always be ready to “Red Tag”, or run further Red Tag events• Invite “critical friends” to visit

21

Kaizen

• Masaaki Imai is known as the developer of KAIZEN.

• ‘KAI’ means ‘Change or the action to correct’.

• ‘ZEN’ means ‘Good’.

• Kaizen is small incremental changes made for improving productivity and minimizing wastes.

22

3 Main Principles of KAIZEN

1. Consider the process and the results.

2. The need to look at the entire process of the job at hand and to evaluate the job as to the best way to get the job done.

3. Kaizen must be approached in such a way that no one is blamed and that best process is put into place.

23

Features Of Kaizen

• Widely applicable.

• Highly effective and result oriented.

• A learning experience.

• Team based and cross-functional.

24

Phases in Kaizen

A. Select an event.

B. Plan an event.

C. Implement an event.

D. Follow-up an event.

25

Kaizen Elements

26

Benefits Of Kaizen

• Kaizen reduces waste - like inventory waste, time waste and workers motion.

• Kaizen improves space utilization and product quality.

• Results in higher employee moral and job satisfaction.

• Teaches workers how to solve everyday problems.

27

An Example

Toyota production system is know for kaizen, where all line personnel are expected to stop their moving production line in case 0f any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality which may initiate a kaizen.

28

Pit Falls in Kaizen• Resistance to change.

• Lack of proper procedure to implement.

• Too much suggestion may lead to confusion and time wastage.

• Difficult to implement in large scale process, where analyzing requires a lot of time.

5S at home?

29