Download - Copy of lla – capstone project 5s
LLA – Capstone Project Chris Taylor 2012
5s 5s
Charter name: 5s 5s
End Point:
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www.Velaction.com
Bryan Kinish As needed End Date: 5/30/2012Daily Start Time:Report Out Date / Time:
© Copyright 2010 by Velaction Continuous Improvement, LLC. Attachments?
Resource Team On-Call Dates ScheduleJohn Talbot As needed Duration (Days): ~67Ed H As needed Start Date: 3/27/2012
Bryan Kinish Buyer N/A
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Name Job Title Training NeedsChris Taylor Production Manager
Review of new 5s Audit Checklist FormCesar Flores Production Supervisor
Adam Brown Production Supervisor
John Talbot Materials Manager Special Equipment / Materials Date Arranged Ed H Quality Manager
% ΔUnits Current Goal
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Charter Author: Chris Taylor
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Problem Statement:
Current 5s procedure is outdated & specific to Production department. Actual 5s audits occur in 3 areas within Timbercon, 2 of which are outside of Production department. Lean principles apply to
all functioning areas within a organization.
Corporate strategy / goals improved by this kaizen NotesTo provide a system to ensure adherence with Lean Manufacturing principles
Simplify a 5s process usable by all Timbercon departments
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Kaizen Summary Key Deliverables (in order of importance)Review of processes and documentation and current
practices Rewrite of current documentation
Simplified Worksheet for audits
Visual charts for departmental results
Operations departments
Does VSM Exist? VSM Owner or Exec. Sponsor: N/A
Value Stream Name: N/A
N/A
Champion: Chris Taylor
Kaizen Charter Form
Kaizen Name: 5s 5sS
co
pe Process Name: Consolidation of 5s procedure
Start Point:
Date Created: 3/27/2012 Team Leader: Chris Taylor
Current Revision: Rev A Facilitator: Chris Taylor
5s 5s: Scope & StrategyReview and simplification of our 5s procedureOperational areas within Timbercon facilityProblem statement:
Current 5s procedure is outdated, narrow in scope, and specific to the Production department.
3 areas w/ differing schedules: Production Materials warehouse Shop
Goals:Provide system to ensure adherence to Lean Mfg PrinciplesSimplify 5s process for use by all departments
Charter Team:Charter beginning - 1/24/12 Discussion w/ operatorsCharter Leader/Champion: Chris Taylor
Team members:Cesar Flores, Production SupervisorAdam Brown, Production Supervisor
Team resources:John Talbot, Materials ManagerEd Holz, Quality ManagerBryan Kinish, BuyerTracy Slate, Supervisor Materials & Shipping
ProcedureWorksheetsSchedules
Current State:
• Current document is Rev. A, 12/3/07, creation and release.
• No reference of 2 other worksheets
• Yellow highlights indicate production specific references
Procedure:
PWI - 103 PRODUCTION 5’S & RED TAG PROGRAM
1.0 Purpose: To provide a system and instructions to ensure adherence with the Lean Manufacturing Principles. 2.0 Scope: This procedure applies to all production employees and Leads are responsible for assuring their lines compliance & auditing. The Production Manager is responsibility for the overall program. All new employees will receive 5’S training. 3.0 Reference Documents: QF – 109 5’S Audit Worksheet 4.0 Definitions 5S A method for removing all excess materials and tools from the workplace and organizing the
required items (using Visual Controls) such that they are easy to find, use and maintain this, creates a self-sustaining culture which perpetuates a neat, clean, efficient workplace.
Red Tag A method of identifying and removing all unneeded workplaces items by using a Red Tag visual
management system, The Red tag process also takes into account the need to identify the proper locations for items that are used in the workplace and it includes organizing them so that they are easy to find and use through the application of visual controls.
5.0 Procedure:
5.1 All production personnel are trained in 5’S. 5.2 5S audits are performed on a weekly basic by the designated Team Leads. 5.3 Each team has a determined Cleaning Standard and Schedule identifying the daily expectations and
each individual assigned task. 5.4 Each team member is encouraged and expected to participate in 5S Kazien events. All production
personnel are expected to be incompliance with their 5’S Cleaning Standards requirements. 5.5 On a predetermined weekly audit date the Team Leads is responsible for scoring their line. (Ref.
QF109) 5.6 Immediately after each weekly team audit, a follow up audit is conducted by the Production Manager.
Audit includes maintaining the accuracy and consistency of the scoring system for each team. 5.7 Weekly and monthly team audit results are posted on the Production Board. 5.8 As each team is conducting the 5S Kazien event a Red Tagging process is implemented. As teams
identify unneeded items in the workplace, they are identified with a Red Tag and relocated to a designated location.
5.9 Any red tag item issued to production is monitored by a designated Lead/Engineering Tech. 5.10Any unused red tagged items stored in the red tag holding area for more than 3-months will be reviewed by Engineering and the Production Manager for disposition.
QF205 5s AUDIT SHEET (MATERIALS)
QF109 5s AUDIT SHEET
QF109 5S AUDIT SHEET Work Cell: Scored By: Date: 5S Categories Work Cell Score Location/Comments
SORT: Distinguish Between what is needed and not needed. Unneeded equipment, tools, f urniture, etc. are present……...………… 0 1 2 3 4 5
Unneeded items are on walls, bulletin board, etc………...…………………… 0 1 2 3 4 5 I tems are present in aisle ways, stairway, corners, behind machines 0 1 2 3 4 5 Unneeded inventory, supplies, parts, or materials are present……… 0 1 2 3 4 5
SET TO ORDER: Organizing for ease of use, straightening up and putting things away. Everything is stored in a marked location …….…………………………………… 0 1 2 3 4 5 I tems are placed in an orderly manner...…………………………………………….. 0 1 2 3 4 5 Aisle ways, workstations, equipment locations are indicated…………. 0 1 2 3 4 5 Material locations and required quantities are indicated………………… 0 1 2 3 4 5 consumable location. Check shelf lif e material expiration dates. I tems 10 seconds away……………………………………………………………………………… 0 1 2 3 4 5 Designated equipments turned” Off ” ………………………………….…………….. 0 1 2 3 4 5
SHI NE: Sweeping, scrubbing and cleaning and keeping things that way. Floors, walls, and surfaces are f ree of dirt oil and grease……… 0 1 2 3 4 5 Equipment is kept clean and f ree of dirt, oil, and water...………………… 0 1 2 3 4 5
• 3 versions 5s Audit SheetWorksheets:
QF205 5S AUDIT SHEET (MATERIALS) Work Cell: Scored By: Date: 5S Categories Work Cell Score Location/Comments
SORT: Distinguish Between what is needed and not needed. Unneeded equipment, tools, f urniture, etc. are present……...………… 0 1 2 3 4 5
Unneeded items are on walls, bulletin board, etc………...…………………… 0 1 2 3 4 5 I tems are present in aisle ways, stairway, corners, behind machines 0 1 2 3 4 5 Unneeded inventory, supplies, parts, or materials are present……… 0 1 2 3 4 5
SET TO ORDER: Organizing for ease of use, straightening up and putting things away. Everything is stored in a marked location …….…………………………………… 0 1 2 3 4 5 I tems are placed in an orderly manner...…………………………………………….. 0 1 2 3 4 5 Aisle ways, workstations, equipment locations are indicated…………. 0 1 2 3 4 5 Material locations and required quantities are indicated………………… 0 1 2 3 4 5 consumable location. I tems 10 seconds away……………………………………………………………………………… 0 1 2 3 4 5 Designated equipments turned” Off ” ………………………………….…………….. 0 1 2 3 4 5
SHINE: Sweeping, scrubbing and cleaning and keeping things that way. Floors, walls, and surf aces are not f ree of dirt oil and grease……… 0 1 2 3 4 5 Equipment is kept clean and f ree of dirt, oil, and water...………………… 0 1 2 3 4 5
QF207 5S SHOP AUDIT SHEET Machine Shop: Scored By: Date: 5S Categories Work Cell Score Location/Comments
SORT: Distinguish Between what is needed and not needed. No Unneeded equipment, tools, f urniture, etc. are present……...………… 0 1 2 3 4 5
No Unneeded items are on walls, bulletin board, etc………...…………………… 0 1 2 3 4 5 I tems are present in aisle ways, stairway, corners, behind machines ……. 0 1 2 3 4 5 No Unneeded inventory, supplies, parts, or materials are present……… 0 1 2 3 4 5
SET TO ORDER: Organizing for ease of use, straightening up and putting things away. Everything is stored in a marked location …….………………………………………… 0 1 2 3 4 5 I tems are placed in an orderly manner...………………………………………………….. 0 1 2 3 4 5 Aisle ways, workstations, equipment locations are indicated………………. 0 1 2 3 4 5 Material locations and required quantities are indicated………………………. 0 1 2 3 4 5 consumable location. Check shelf lif e material expiration dates. Designated equipments turned” Off ” unless otherwise noted……………… 0 1 2 3 4 5
SHINE: Sweeping, scrubbing and cleaning and keeping things that way. Floors, walls, and surfaces are f ree of dirt oil and grease………………….. 0 1 2 3 4 5 Equipment is kept clean and f ree of dirt, oil, and water...……………………… 0 1 2 3 4 5
QF207 5s SHOP AUDIT SHEET
• 3 differing timelines• Weekly - Procedure
• Production• Sustaining this has been difficult- drop at end of
year
• Bi-weekly-Monthly• Materials schedule not documented
• Monthly• Shop schedule not documented • Not always
Schedules:
• 2 pages per audit or 38 pages per month
• Production –16(weekly) • Materials – 2(bi-monthly) • Shop – 1(monthly)
• Inconsistencies with schedule
• Extra processing 135 ft• Overproduction/underproduction 78 ft• Motion 135 ft
= 348 ft • 6 operators involved w/ audits
• 15-20 minutes per audit or 6.33 hours monthly = $120.00
Waste per month:
Walking Distance
• Team discussion started on March 27
• Increase the urgency to make necessary changes
• Build team to make this happen
• Create the vision and get the buy-in
• Empower action and create short term wins
Problems solving tools
Charter in motionReview documentation for revision
Create new format for checklist
Create new chart for visual results
Identify locations for results to be posted
Documentation review
Audit Checklist
Draft
5s Audit results summary
5s Audit results summary
Kaizen Results