LEAN & 5S TN plant

1

Mastertitelformat bearbeiten

1

5S Training for the Shop Floor

LEAN & 5S TN plant

2

Agenda• Welcome• Why Lean• What is 5S?

–What are the 5S’s?–Where do they apply?

• Teamwork and our project

LEAN & 5S TN plant

3

DISCOVERY OF 5S• The secret of Japanese manufacturing

companies success was studied• 5S turned out to be the most impressive

"secret"• The factories were so well organized that

abnormal situations were readily apparent

• This passion of cleanliness and orderliness became a hallmark of Japanese organizations

LEAN & 5S TN plant

4

Lean Mission Statement• To Improve Product, Reduce Cost,

and WOW customers.

Lean Vision Statement

• To be an industry leader in Quality, Cost, Delivery & Customer satisfaction.

LEAN & 5S TN plant

5

Lean Strategy• To obtain a Lean, culturally grounded

operation by:– Implementing Lean Principles and Methods– Measuring and verifying improvements based on

ongoing financial analysis– Sustaining resulting improvements through

standardization and training– Continuously improving through plant-wide Lean

integration

LEAN & 5S TN plant

6

Objectives• To understand the importance of

5S to our lean initiatives• To know what the 5S’s are and

the key benefits of each• To be able to implement 5S

across the facility

LEAN & 5S TN plant

7

The concept of Lean Management can be summarized as the methods that efficiently produce the desired added-value (in production and management).

The core idea of Lean a management is “to create value without waste“.

The goal is that all activities work efficiently with each other to add customer desired value and to avoid non-valued activities (waste, in Japanese "muda“)

Lean Management / Lean Production

Great quantity production

Lean Production

LEAN & 5S TN plant

8

A product goes through many small single steps (e.g., raw material, work in process, storage, being moved, etc.) of those, only a small part are real added value steps.

Nevertheless, the customer is only ready to pay for real added value. All other internal cost are of little interest to him. Hence, they are losses and, therefore, should be removed from the production process as much as possible.

A large part of these losses originate from many small things that go un-noticed because they have become a habit.

The added value thought

Work with appreciation of

valueHidden waste

Evident waste

Work with appreciation of

value

Evident wasteHidden

waste

without Optimizing With optimizing

LEAN & 5S TN plant

9

What is Lean?“ A systematic approach to identifying

and eliminating waste (non-value-added activities) through continuous

improvement. To remove any expenditure of resources for any goal

other than the creation of value for the end customer.”

LEAN & 5S TN plant

10

8 WASTES8 WASTES• DDefect / Correction• OOverproduction• WWaiting• NNot utilizing employee talents• TTransportation / material movement• IInventory• MMotion• EExcessive processing

LEAN & 5S TN plant

11

What is 5S?• It is a tool to make our plant more lean• It organizes the area, less time looking• It standardizes the area, helps training• It reduces waste, of all kinds• It improves safety and quality• It reduces space and time requirements• It separates value from non value added

LEAN & 5S TN plant

12

Lean

Cul

ture

Fun

dam

enta

ls

LEAN & 5S TN plant

13

What are the 5 S’s• Sort (What you do)

– Red tag for remove anything from the area that is not needed for the immediate process.

– Keep what is needed– Reduce the on hand inventory, parts

and tools to what is needed for the immediate work

LEAN & 5S TN plant

14

What are the 5 S’s• Sort (how we will do it)

Red Tag known unneeded items, note were they belong (parts to stock, turn tools in)Red Tag unknown or items you are uncertain about note reason for taggingRemove all red tagged items to the local red tag area/cart. (If a needed, they can be removed)

LEAN & 5S TN plant

15

Sort: Red Tag• Sort items to:

– generally needed– sometimes needed– unnecessary items.

• Persons that know the job review the red tags. Determine sometimes need storage

• Evaluate all needed items for placement• Size workbenches/areas (what is actually needed)

• Apply this to everything (not just supplies & materials)

LEAN & 5S TN plant

16

Identify Red Tag TargetsWhat to tag

• Inventory• Equipment• Furniture• Storage• Fixtures and jigs• Clutter• Defects• Outdated signs or posters• Wall hangings

Where to Look• Under stacks of inventory• Unlabeled boxes or containers• Under machines or cabinets• In corners and dark areas• Behind equipment or cabinets• Under tables and conveyors• Along walls• In draws and storage cabinets

LEAN & 5S TN plant

1717

Stratification ManagementIt is a key step in SORT. See the strategy table below:

Usage Frequency of Use Storage Method

Things not used in the past year Throw them outLOW Things used once in last 6-12 months Store at a distance

AVG Things used once in last 1-6 months Store in central areaThings used more than once a month in the workplace

Things used once a week/month Store near the work-

HIGH Things used every day place or carry by the

Things used hourly person.

LEAN & 5S TN plant

18

Fill-in Red TagInformation

• Date• Tagged by:• Name of Item• Location• Reason for tagging

– Not needed– Defective– Scrap Material– Obsolete– Other_______________

• Suggested action• Category• Comments

LEAN & 5S TN plant

19

Red Tag Holding Areas• Local area with one week storage• Central area for plant• Highly visible • Clearly labeled with rules posted• Has a holding area manager• Clear disposition procedure• Make holding area obvious

LEAN & 5S TN plant

20

What are the 5 S’s• Sort (We get rid of the clutter)

• Set in Order– Organize the way we keep necessary things– Make it easy for anyone to find and use them– A place for everything & everything in its place.– Position items by where they are used– Store seldom used items to be findable– Label or outline items to identify when missing– Analyze why getting /returning takes so long– Devise a system everyone gets, use 4 step plan

LEAN & 5S TN plant

2121

Step 1: Analyze the status quo.

Step 2: Decide where things belong.

Step 3: Decide how things should be put away.

Step 4: Obey the put-away rules.

Now let us understand each step in detail.

What are the four steps in SET IN ORDER?

LEAN & 5S TN plant

2222

Start by analyzing how people get things out and put them away, and why it takes so long. - Time spent getting things out and putting them away is the time lost. If this unproductive time could be reduced, there will be substantial savings .- Typical reasons for delay in retrieving things:

> Not knowing what things are called (daily usage name)> Not sure where things are kept, Item not labeled> Storage site far away / scattered all around, Repeated trips> Unclear if spare parts exist (no ledger and nowhere to ask)> Too big / heavy to carry, and transport

Step 1 of 4: Analyze the status quo

LEAN & 5S TN plant

2323

Step 2 of 4: Decide where things belong- Develop criteria for deciding where things belong- Selecting a suitable criteria will require some study- If an item has two names (its real name and what everybody calls it), select one and stick to it.- Identify each item by a unique name or code. (Do not give same name to items with minor differences. For example, two ball bearings of same diameter but different ball hardness must be given different names)

LEAN & 5S TN plant

2424

Step 3 of 4: Decide how items to be stored

- This is critical to functional storage. - Storage has to done with retrieval in mind.- Items must have a location. Name alone is not sufficient. - List the storage location and identifying name on item.Adhere to the following:

- A place for everything and in its place- Quick identification: Arrows / lamps. - Frequent-use items to be retrieved easily- Safe storage : Heavy things on the bottom- Rack height: Knee to shoulder height is most convenient

LEAN & 5S TN plant

2525

Step 4 of 4: Obey the put-away rules- Always put things back to where they belong- Manage inventories to prevent stock-out > Out of stock >> Decide on minimum stock level >> Indicate that more are on order > Somebody is using it >> Have an indication of who is using it & when they will return it > Lost >> Decide how many there should be . >> Draw a shadow outline indicating clearly what is missing

LEAN & 5S TN plant

26

Set in Order1. Make a list of what you use to do the job:

• Tools• Parts• Data/Information

2. Place these items to best help work flow through area:• Easy to locate• Easy to reach• Easy to use

3. Include communal areas, use teams on these areas:• Establish locations for shared items, tools, and information• Establish min/max levels for work in process, parts, & supplies• Think about the flow of the process

LEAN & 5S TN plant

27

Setting in Order1. Decide where to keep needed items

– Locate items according to their frequency of use (higher frequency = closer to you)

– Store items together if they are used together (i.e. – ratchets with bolts)

– Store them in the sequence they are used– Consider tools on retractable cords (overhead)– Simplify – use one tool for multiple functions

LEAN & 5S TN plant

28

Setting in Order2. Identify locations

– Once the best locations have been chosen we need to identify these locations so that everyone will know what goes where and how many of each belong there

– Make it easy for anyone to find them, use them and put them back after use

– Make it obvious when items are not in their correct place

LEAN & 5S TN plant

29

Identifying Locations

• Signboards• Labeling• Painting

– Color Coding– Outlining

LEAN & 5S TN plant

30

Signboards• Types

– Amount Indicators • Specific number or min /max lines

– Location Indicators• Inventory, tooling• A1, B1, B2, etc

– Item Indicators• Machine Name/Process• Inventory, parts, Equipment

LEAN & 5S TN plant

31

Painting / Marking• Used for identifying locations on floors

and walkways• Mark off working areas from walk ways• May show:

– Flow direction– Storage locations– Hazards or safety call outs– Areas where items should not be stored

LEAN & 5S TN plant

32

Painting / Marking• Color coding

– Shows which parts, tools, etc are used for which purpose or used together

– Used for storage containers • Coating containers color of coating

• Outlining– Way to show what parts, tools go where

LEAN & 5S TN plant

33

Examples of Set In Order

LEAN & 5S TN plant

34

Set in Order• You set-up how your workplace will be.• Make it visual, work flow should be clear• Set locations and min/max levels• Make each job as easy as possible:

• Parts in easy reach• Tools in easy reach• Clear access, no obstructions in your path

LEAN & 5S TN plant

35

What are the 5 S’sSort Set in Order

• Shine– We keep everything swept and clean– Keep everything in top condition so that

when we need to use it, it is ready to be used

– A clean workplace implies quality work

LEAN & 5S TN plant

36

Benefits of Shine• Safety– No debris, fluids or materials on floor to

cause slips, trips or falls• Morale

– Dirty work places lead to low morale and pride for what we do

• Customer Service / Satisfaction– Customers touring a clean and organized

facility are more likely to appreciate the efforts

LEAN & 5S TN plant

37

Shine Activities• Make a list of Shine Targets

– Warehouse items, equipment, space• Decide Shine assignments and methods

– Who will do what, what is needed and how will it be done

• Prepare Shine tools– Make sure we have what we need– Remember Set in Order – easy access

• Start Shining

LEAN & 5S TN plant

38

What are the 5 S’s• Sort Set in Order Shine

• Standardize– Establish a baseline to know how we are doing. – Use accepted visual controls (labels, outlines, tape)– Document who does what to maintain area(check

list)– Makes implementing Sort, Set in Order and Shine a

daily habit so that conditions are maintained– Each standard set should be continuously improved– Get agreement before any change is implemented

LEAN & 5S TN plant

39

Establishing the Habits 1. Decide who is responsible for which

activities• Activity Charts, Checklists, Schedules

2. Integrate duties into regular work activities

• 5 Minute 5S, Cleaning / Inspection3. Check that conditions are maintained

• Identify locations and flow (Label, Outline,ect)

• 5S Audits

LEAN & 5S TN plant

40

1. Designate responsibility for activities• People need to know exactly what

they are responsible for doing and exactly when, where and how to do it

– Standard procedures for how things are done should be developed

• 5S Schedules– Shows who is responsible for cleaning

which areas and when they must do it

LEAN & 5S TN plant

41

What are the 5 S’s• Sort Set in Order Shine Standardize

• Sustain– Setting high standards from first 4 S’s– Having discipline to maintain these standards– Involve the whole workforce– Management support and drive– Creating conditions that keep good habits– Constancy of purpose

LEAN & 5S TN plant

42

Favorable Conditions• Workforce that knows the benefits of 5S• Time allowed to practice and maintain• Organized, focused effort• Management support and drive• Results that are publicly documented• Efforts that are recognized & rewarded• Needs to be beneficial and satisfying

LEAN & 5S TN plant

43

The Rules…• Remove fixed ideas• Think of ways to make it possible• No excuses needed• Go for the simple solution, not the perfect one• Correct mistakes right away• Repeat ‘Why’ 5 times• Ask ideas from many people• There is no end to improvement

LEAN & 5S TN plant

44