5s at new belgium brewing company by andrew sturm cellarman new belgium brewing co. mbaa-rmd...
TRANSCRIPT
5S at New Belgium Brewing Company
by
Andrew SturmCellarman
New Belgium Brewing Co.www.newbelgium.com
MBAA-RMD Presentation.November 2, 2006
Introduction• 5S Concept
• 5S Structure
• Implementing 5S at NBB
• Lessons Learned
5S Concept
• An organized and clean workplace is safe, efficient and productive
• There are five keys to the 5S system
• Sort, Set in order, Shine, Standardize, Sustain
1. Sort (Seiri) (整理 )
• Sort through all materials in work area
• Keep only essential items
• Everything else is stored or discarded
Benefits of “Sort”• Improved safety
• Improved communication
• Smoother work flow
• Improved quality and productivity
2. Set in order (Seiton) (整頓 )
• Tools, equipment, and materials must be systematically arranged for the easiest and most efficient access
• There must be a place for everything, and everything must be in its place
Benefits of “Set in Order”
• Improved safety
• Improved quality
• Improved productivity
Visible Arrangement Storage
Visible Arrangement Storage
3. Shine (Seiso) (清掃 )
• Keep the workplace clean as well as neat
• Cleaning is a daily activity
• At the end of each shift, the work area is cleaned up and everything is restored to its place
Benefits of “Shine”• Improved safety
• Improved team morale and ownership
• Improved quality
• Reduced equipment downtime
4. Standardize (Seiketsu) (清潔 )• Allows for control and consistency • Basic standards apply throughout facility • Co-workers understand responsibilities
• Housekeeping duties are part of regular work routines
5. Sustain (Shitsuke) (躾 )
• Sustaining discipline
• Maintaining standards
• Keeping the facility in safe and efficient order day after day, year after year
Benefits of “Sustain”
• Improved morale
• Increased efficiency
• Positive impressions on customers
Bringing 5S to NBB• Create a 5S group of employees
• 5S education
• Set goals
• Establish measures for success
Before and after
Before and after
Before and after
Before and after
Before and after
Before and after
Auditing
• Quarterly audits of production areas
• Managers, cross departmental staff and administrators participate
• Administrators set goals based on audit results
COF 5S AuditForm 1 ("The South 40") Name
last audit: 6/ 06 Date
Please round scores to nearest 0.5 Any Score below 4.0 requires comments! Sort - Eliminate Clutter 1 = Utterly neglected- totally abysmal. Set in Order - Organize 2 = Little effort apparent- lots of room for improvement. Shine - Clean 3 = Some effort- not great, but not bad. Standardize - Have a Plan 4 = Area looks good. Sustain - Follow Through 5 = Area looks good and was good (4+) last audit
Cellar 1 Last Today's Comments (add. space on back of sheet)
Floors & Drains 4.5Tanks and Pipes 4.8
Free of clutter 4.5Organized Appearance 4.5
Sub-total 4.6 x Subtotals will auto calculate
Wood Cellar Last Today's Comments
Floors & Drains 3.8Racks 4.3
Propagators (PPV1 & 2) 4.8Organized Appearance 3.5
Sub-total 4.1 x
Bright Cellar Last Today's Comments
Floors & Drains 4.8DE (Pallet and Bag Can) 5.0
DE Mezanine (part of pkg mez) 5.0Tanks and Pipes 4.8
Organized Appearance 5.0Sub-total 4.9 x
Cellar Office Last Today's Comments
Floors/ Sink 5.0Cabinets/ Bookcases 4.3Countertops/ Racks 5.0
Organized Appearance 5.0Sub-total 4.8 x
Office Hallway Last Today's Comments
Floors/ Wall Guards 5.0Yeast Prop Kegs 5.0
Lockers/ Glove Rack 4.8Organized Appearance 4.8
Sub-total 4.9 x
Reporting results
NBB 5S Progress
0
10
20
30
40
50
60
70
80
90
100
BH COF PKG DOM QA LC MAINT
Sc
ore 2004
2005
Lessons learned• Everyone must be involved
• Training
• Continuous improvement
• Pursue perfection
Where do we go from here?
• 5S becomes a sustained practice for NBB
• Examine efficiencies gained from 5S
