Lean Manufacturing 5 S and the Visual Workplace

Lean Manufacturing 5 S and the Visual Workplace

Objectives l Understand how to implement a Visual Workplace that • Makes each person’s job easier • Enables you to successfully manage the workplace • Improves the overall success of your company l Understand impact of 5 S on • Customer value • Throughput • Efficiency Learn tools for identifying waste in your work area l Learn tools for eliminating waste in your work area l

Topics Covered Workplace organization (5 S) l Visual Display l Visual Metrics l Visual Control l

What is 5 S? l 5 S is the Japanese concept for House Keeping. l Sort (Seiri) Straighten (Seiton) Shine (Seiso) Standardize (Seiketsu) Sustain (Shitsuke) l l

The Visual Workplace What is It? 5 S, Visual Workplace, Lean together create… l An immaculate (clean and tidy) workplace with • • l Only what is needed Only in the amounts needed Only when it is needed And at the location where it is needed A pleasant and stimulating workplace with • Standard procedures that are easily understood • Standard procedures that are visually clear

The Visual Workplace What is the Goal? l A workplace that • • l Responds quickly to customer needs Enables decisions at the lowest possible level Is completely aligned (united) Promotes employee growth The least waste way to deliver value to the customer If you can't walk a plant and understand the product flow and operations immediately, then the plant can't be run properly. Noel Goutard, Valeo SA

The Visual Workplace Expectations l l l The flow of goods is apparent at a glance Information or tools are available in 30 seconds or less Historical and current performance levels are apparent Waste is visible Abnormal conditions are immediately recognizable The normal condition is • zero defects • zero abnormalities • zero accidents

The Visual Workplace Maturity Levels Ad hoc is a Latin phrase which, literally, means "For this". It generally signifies a solution designed for a specific problem or task, non-generalizable, and which cannot be adapted to other purposes.

Visual Display Location Marker

Visual Display Production Status Board

Visual Display Standard Work

Visual Metrics Purpose Enable a person to self-manage their work. l Enable management to recognize trends and re-align to targets and strategies. l If you are not going to use the data, don’t collect it!

Visual Metrics Characteristics l Provide data • To people who can act on the data • In time to act on the data • To people affected by the data l Visually link results to specific • Performance targets • Improvement initiatives (plans, projects, ideas) l Communicate information • To workers and management • In a format that is easy to understand

Visual Metrics How to Develop l l l l What needs to be measured? Who is the user? How to keep track of details? How often to take the data? Who will do the tracking? How to display it? Where to locate the display?

Visual Metrics Production monitors at Korry Electronics Version 2 Version 1 Daily summary

Visual Metrics PTP Daily Production Board

Visual Metrics Takt Time Sheet

Visual Controls Purpose Enable the work force to get control of the workplace and everything that occurs within it. l Enable a process to create error free product. l Integrate the standard with the action so that deviation is eliminated. l

What Is 5 S? Word Association: l What do you think of when you hear 5 S? 5 S is a series of techniques that provide the foundation for a visual management system.

Why Do 5 S? l l l Why? Why? To create the Least Waste Way to deliver Value to the Customer

Where Does 5 S Apply? l Any process involved in delivering value to the customer • Factory • Office • everywhere

Who Does 5 S? Any one involved in delivering value to the customer l TOP-DOWN Leadership l • Lead by example • Active in the culture change l BOTTOM UP Implementation • Everyone has to be involved • It’s not a program - it’s a way of life. It starts in YOUR workplace!

5 S l l l Sort Set in order Shine Standardize Sustain - Identify and eliminate what is not needed A place for everything and everything in its place An effective, organized, professional environment Develop standards and stick to them 5 S is a way of life Corporate goal is to have all companies at a level 3 by the end of 2003.

Sort Remove the clutter (disorder) so you can see what is happening. Separate the necessary from the unnecessary l Unnecessary tools, equipment, and procedures need to be removed from the workplace l

Sort Levels of Achievement

Set In Order A place for everything, and everything in its place. Able to find things in 30 seconds l Clean and ready for use l Most important is the transparency l

Set In Order Levels of Achievement

Shine An effective, organized environment. l l Identify customers, suppliers, value Make the normal visible – regular cleaning, visual data Visual controls on delivery of value – signal and response Data driven, continuous monitoring

Shine Levels of Achievement

Standardize Develop standards and stick to them. Define and document the current process l Make it the standard for everyone l Define and work to the future state l

Standardize Levels of Achievement

Sustain 5 S is a way of life! Level Sort Identify and eliminate what is not needed Level of Excellence 1 Necessary and unnecessary items are mixed together in the office area. (Piles of paper work) 1 2 3 4 5 Necessary and unnecessary items are separated, excess files, unused ref Matl, Boxes of files, 2 Broken items are still present. 3 All unnecessary items have been removed from the office area, files and drawers are organized. Documented method has been established to maintain work area free of unnecessary items. Use 4 of Red Book. 5 Employees continually seeking improvement opportunities. Comments Level Set in Order A place for everything and everything in its place 1 Office area shows no sign of organization. Items are randomly located. 2 Designated location established for all items as required. 3 Designated locations are marked to make organization more visible, in basket, WIP, Task board (color coding, outlining, labeling, numbering, etc). Documented method has been established to recognize with visual sweep if items are out of 4 place or exceed quantity limits. Use of Red Book. Vehicle developed to provide continual evaluation and process in place to implement 5 improvements. Level of Excellence 1 2 3 4 5 Comments Level Shine An effective, organized, professional environment 1 No Visuals in place. Office and computers are dirty and disorganized. 2 Some Visuals in place. Office and personal work surfaces cleaned on a reg. scheduled basis. 3 Visual controls in place as required. Office area cleaned daily. Visual controls practiced continually. Housekeeping tasks are practiced continually. Use of Red 4 Book. 5 Excellent visual controls. Office has professional appearance. Level of Excellence 1 2 3 4 5 Comments Level Standardize Develop standards and stick to them Level of Excellence 1 No attempt is being made to document or improve current processes. 1 2 3 4 5 2 Methods are being improved but changes haven't been documented. 3 Information on process improvements and reliable methods are shared with employees. Changes are being incorporated and documented. (Past 5 S sheets, Value Stream Implementation 4 Plans, Process Improvement Sheets. Op. Ex Metrics are being tracked and demonstrate area improvement). Use of the RED BOOK 5 Employees are continually seeking elimination of waste with all changes documented and information shared with all. Comments Level Sustain 5 S is a way of life 1 Minimal attention is spent on adhering to the 5 S’s. 2 A recognizable effort has been made to adhere to the 5 S’s. 3 Adherence to 5 S policy and procedures. Use of the Red Book. 4 Documented methods have been put into place to ensure Self-discipline. 5 General appearance of a confident understanding of and adherence to the 5 S culture. Comments AREA FOCAL'S NAME: __________________ l l TOTAL 5 S LEVEL: Level of Excellence 1 2 3 4 5 _____ Set a good personal example Regular evaluation of 5 S program Constantly look for ways to improve the program 5 S becomes part of the culture of the entire organization

Sustain Levels of Achievement

Implementation In Your Company l l l 5 S your workplace Select company approach Train Provide support Establish audit program Walk the floor

Company Approach Alternatives l Company-wide program • • l + High visibility + Quick progress Can become its own goal Can get focused on housekeeping Value stream by value stream • + Integrated into the conversion to lean • + Tied to providing value and eliminating waste • Some are doing it, some aren’t

Support Role Of Management l Provide Resources • Tools, Materials • Training • Time l Promote Ongoing Efforts • Encourage Creative Involvement By Everyone l Acknowledge And Support Efforts • Tangible And Intangible Rewards l Set An Example

Support Role of the Individual l l l Learn 5 S Participate In 5 S Implementation Help To Educate Coworkers Show Enthusiasm Take The Initiative Bring Ideas To Promote Or Implement 5 S Ask For Support Or Resources

Audit Example 1

Audit Example 2

Audit Example 3

Audit Example 4

Audit Example 5

Implementation In Your Workplace Identify your customers l Determine the value you deliver l Eliminate waste l • • • Sort Set In Order Shine Standardize Sustain

Implementation What Should Be the Goal? l A person should be able to walk into your area and within 5 minutes (without the need for a presentation) be able to determine • • • The customers and suppliers The process flow The deliverables The resources being used The value being measured The current status

How Do I Deal With…? l The person who doesn’t mind working in a cluttered environment or in a disorganized layout. “I can find anything instantly!” • Can they really find anything? • Is there really never any wasted time? • Do they understand that the information is a company resource and needs to be available to everyone? l The person who is not motivated • Do they understand how this makes their job easier? • Do they understand they have multiple customers and one of them (the stockholders) expect the least waste way

Summary Why Do 5 S? l Increased Customer Satisfaction l l l A clean, organised environment gives customers confidence Improved On Time Performance Reduced Cost Improved Morale Improved Safety Improved Quality

Sort Red Tag Program l l l Red tag all unnecessary items Create a temporary red tag holding area Move red tagged items to the holding area for one week Dispose of remaining red tagged items Continue red tagging regularly.

Sort Criteria Three Main Factors l Usefulness l • Required • Helpful • In the way l Frequency of Use • • l Daily Weekly Monthly Rarely Cost • Resources Required to Replace • Resources Required to Store

Sort Making Decisions Each person determines what is necessary for his/her own work area. l The group decides what is necessary for group areas. Necessary Unnecessary l Used for daily work Used periodically Used by someone in group Required by law or regulation Unsafe Defective Obsolete (outdated) Unused Extra (duplicate)

Sort Opportunities in the Office Area l l l l Books Business Forms Cabinets Catalogs – Correspondence Documentation – References Equipment Magazines l l l l Paper Prints Processes Programs Samples Shelves – Tables Supplies Trash

Sort Opportunities in the Factory l l l Raw Material In Process Items Completed Items Tools Machines Space

Set In Order Simplify l Put everything in its place • Frequency of use • Economy of Motion l Use visual aids • • • l Shadow boards Standard work Labels (return addresses) Clearly marked places for items that are movable Colors, shapes Keep it that way

Set In Order Value of Space The value of space drops in direct proportion to the distance from the work place. Work Area Distance Only store what you immediately need within the work place.

Set In Order Economy of Motion 111 ft Detour Define Measure Analyze Improve Control

Set In Order Economy of Motion Tools Material Supply

Set In Order Put Everything in Its Place Labeled as to what is in the cabinet Return Address Labeled Locations Marked

Set In Order Put Everything in Its Place No Private Tool Boxes

Set In Order Shadow Boards A place for everything and everything in its place.

Set In Order Common Area Reference Materials List of Contents

Set In Order Standard Work Final Assembly Cell

Set In Order Marked Spaces

Set In Order Colors & Shapes

Set in Order Keep It That Way Identify potential problems with a regular physical and visual sweep. Look for: • Unrealistic conditions or expectations. • Program errors, broken or malfunctioning equipment or fixtures. • Missing information and out of location files, references, material, supplies etc. ?

Shine Physical Process l Determine shine targets and assignments • Product, equipment, space (work area) l Prepare for the shining process • Specify supplies and equipment • Store cleaning tools where they are: • Easy to find • Easy to return l Establish a cleanliness standard • The cleanliness acceptance criteria must be understood • 5 minutes of shine time should be adequate for most areas

Shine Visual Process l l l Identify customer and suppliers Identify value as defined by the customer Define primary measurements of value Determine trigger points Define Response • Who • What

Standardize Define the Work Environment Define the current process l Define the “better way” for each task to be performed l Make it visual l

Standardize Communicate l Every territory should have a communication board • • • 5 S Vision 5 S Targets Area Layout Team Before & after photos Current status Red Tag status Improvement Ideas Results 5 S Information Board

Standardize Communicate

5 S Audit Form - Office

5 S – Group Chart

5 S Audit Form - Sample X X X

5 S Level 3 Office Guidelines

5 S Level 4 Red Book