5s - becoming a visual factory
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Introduction to 5S - Becoming a Visual FactoryTRANSCRIPT
It is a factory that is; Self Explaining Self Ordering Self Regulating Self Improving
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They are the foundation for an effective Lean Manufacturing System
“The 5S’s are the foundation – or workplace “pillars” – upon which we establish flow production, visual control, standard operations, and other JIT building blocks.” Hiroyuk Hirano
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What are the Benefits to me?
They improve Workplace Safety They improve Job Satisfaction They remove Obstacles and Frustrations They improve Communication flow
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What are the benefits to the company? • Reduced changeover time = improved
productivity • Reduced defects = improved quality • Reduced waste = reduced cost • Reduced delays = improved delivery • Reduced injuries = improved safety • Reduced breakdowns = improved flow • Reduced complaints = improved morale
...…Company Growth
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Separate the necessary from the necessary and get rid of what you don’t need.
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SORT
Typical Activities include Throw out the things you don’t need. Deal with the cause of dirt and leaks Housecleaning. Treat defects and breakage Inspect covers and troughs to prevent leakage and
scatter. Clean the grounds. Organize the warehouse/store. Eliminate grime and burrs. Eliminate oil pans.
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Everything in its place and a place for everything!
Establish a neat layout so you can always get just as much of what you need when you need it.
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Typical Activities include Everything has a clearly designated place Thirty second storage and retrieval Filing standards Zoning and placement marks Eliminate lids and locks. FIFO (First In First Out) Straight lines and right angles. Functional placement of times.
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Not so good!
Good!
Is a daily activity, clean as you go. Keep everything clean.
Inside / Outside / On top / Below
Focus on mess prevention instead of mess cleanup. Look for ways to contain messes. Use vacuums not hoses for cleanup
Cleaning as a form of inspection.
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Typical Activities include Individual responsibility Make cleaning and inspection easier Sparkling clean campaigns Everybody is a janitor Perform cleaning inspections and correct minor
problems. Clean even the places most people do not notice.
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Develop process that define the “best method” for things to be done.
Use agreed upon visual standards. Document changes and share with others
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Typical Activities include Okay marks Danger zones Color coding Warning colors Fire extinguisher signs Mistake proofing Wire/cord/hose management
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Sustain or discipline is a process of repetition and practice.
Keeps the first 4S’s from losing ground. Paves the way for other kaizen efforts.
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Typical Activities include One minute 5S Pick-up practice Practice dealing with emergencies Individual responsibility and accountability 5S manuals Communication and feedback Seeing is believing
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SEPARATE THE NECESSARY FROM THE UN-NECESSARY
SORT ITEMS ACCORDING TO NOT NEEDED NOW NOT NEEDED IN 15
MINUTES NOT NEEDED IN 1 HOUR NOT NEEDED THIS
MORNING NOT NEEDED THIS SHIFT NOT NEEDED TODAY (24
HOURS)
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RED TAG DO NOT
NEED REMOVE
FROM AREA AUCTION THROW
AWAY
YELLOW TAG NOT SURE
YET DATE IT TO
DETERMINE USE
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RED TAG ITEMS RETURN TO STORE AUCTION AREA SCRAP BIN REPAIR AREA ZONE RETRIEVAL AREA
WHAT DO I DO WITH IT AFTER I HAVE TAGGED IT?
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YELLOW / GREEN (MUST HAVE A HOME)
STORE BASED ON FREQUENCY OF USE STORE BASED ON SEQUENCE USED REDUCE NUMBER OF TOOLS / FIXTURES
NEEDED CARTS MOVABLE ITEMS NEED FLOOR
LOCATIONS IDENTIFIED USE COLOR CODING TO DISTINGUISH
OWNERSHIP STORE FOR RETRIEVAL CONVIENCE
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WHEN SETTING UP STORAGE KEEP THESE IN MIND
ONE STEP RULE KEEP ITEMS AS CLOSE AS POSSIBLE TO REDUCE WALK / MOVEMENT
45 DEGREE RULE MINIMIZE TWISTING
IF MORE THAN A FEW POUNDS PUT OUTSIDE OF REACH TO ALLOW FOR ERGONOMIC ADJUSTMENT PRIOR TO LIFT
STRIKE ZONE STORE ABOVE THE KNEE BELOW THE CHEST
HIGHER THE POUNDS – CLOSER TO KNUCKLES LOCATE HEAVY ITEMS TO ELIMINIATE LIFTING MOVEMENTS.
(REDUCE BENDING, STOOPING, UN-NECESSARY ARM MOVEMENTS)
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Each area needs to develop checklists to evaluate the effectiveness of your 5’s activity.
Checklists need to identify Identify the Who, What, Where, When
Use visual standards where items are critical.
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5’s Levels of Excellence
Develop Autonomous Maintenance Checklists for Equipment Look at Daily Needs Weekly Needs Yearly Needs Assign Responsibility
Plan for a Daily 5’s Sweep 3 MINUTES where everyone participates.
This includes everyone from the top to bottom of the organization.
It occurs regardless of where you are at that moment!
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Look for ways to improve Reward areas for their efforts Management walkthroughs of areas Have areas evaluate their level of excellence Look for customer impressions / feedback at
post in the area.
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MANAGEMENT Provide time for 5’s improvement activities
3 Minute Daily Clean
Walk through the area once per week with a focus on 5’s Recognize Behaviors
Practice pick-up behaviors Encourage new methods by sharing your ideas!
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ZONE LEADERS Do self evaluation as a baseline Organize Red Tag Events Develop area checklists Develop cleaning checklist and responsibilities Develop autonomous maintenance schedules
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LEAN FOCAL Provide training to Zone Leaders and other
employees as needed. Provide the needed tools to the Zone Leaders
Red Tag Forms Evaluation Sheet Samples of Checklists
Provide 5’s Visibility on Plan and Activities Help Where Needed
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The 5S’s Five Keys to a Total Quality Environment, Takashi Osada, Asian Productivity Organization 1991
5 Pillars of the Visual Workplace, Hiroyuki Hirano, Productivity Press 1995
Seminar, “Visual Factory Management”, Saddle Island Institute
Seminar, “5’s Workshop Leaders Guide”. The Boeing Company
www.magnatag.com
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