M SE 507 Lean Manufacturing 5S Process Implementation

1. Department of Manufacturing System & Engineering Management MSE 507 Lean Manufacturing 5S Process Implementation Instructor: Professor Hamid Gholami 3rd May, 2012 Team members: Dhruv, Rijul Daga, Riyanka Daggubati, Hitesh

2. A place for everything and everything in its place. “Behind all workplace successes or failures are the 5S” – Hirayuki Hirano 1S - SORT (Seiri) Identifying unnecessary tools,Red tagging, yellow tagging 2S – SET (Seiton) Synchronize by item labeling, color coding & markings 3S – SHINE (Seiton) Cleaning, eliminating small imperfections 4S – STANDARDISE (Seiketsu) Updating SOP 5S – SUSTAIN (Shitsuke) Audits, newsletters, review meetings, goals

3. “The value of performance” 5S Event

4. Project Charter • Problem statement • machine shop areas are not as organized for efficient work flow • waste in space usage and raw materials • damaged or unused tooling MPD (Mechanical Production Directorate) plans to consolidate some machine shops, and this is a preliminary step towards that consolidation. • Project description Within a kaizen framework, use 5S principles to specific work areas and organize, clean, standardize and sustain 5S • Project Target/Objectives Apply 5S to specific areas in MPD M3 first floor mechanical fabrication areas only • Scope • In : M3 First Floor Mechanical Fabrication Production Areas • Out : Office areas on same floor, NO MOVEMENT OF FLIGHT H/W

5. Schedule

6. 1 2 3 4 5 M3 1st Floor – Areas to 5S Area 1 Milling-1 Area 2 Milling-2 Area 3 Lathe & Turn Area 4 Sheet Metal Fab Area 5 Precision Assembly

7. Standard Kaizen Process Lean Kaizen event

8. All actions closed as of 5/23/06 Develop the Plan Lathe & Turn Milling-1 Milling-2 • Kaizen To-Do Lists developed for each sub team Sheet Metal Fab Precision Assembly

9. After Tool Storage rack Before During M3 5S Lean Event • Time spent looking for support tooling (MUDA) • Sort, Shine • Set in order, standardize

10. M3 5S Lean Event Before After • Equipment relocation to improve work flow

11. ImplementationUpdates 1. End of the day debriefs • Team #1 Milling1 • Completed all action items; moved, cleaned, installed shelving, organized • Team #2 Miling2 • Accomplished ~50% action items; rest are investigative, longer term • Team #3 Lathe & Turn • Got rid of lots of old cabinets • Team #4 Sheet Metal Fab • Moved shelves down about 40 feet, clearing much space • Team #5 Precision Assembly • About 50% of actions, rest are longer term including computers, monitors. Initial 30 day review – 6th January 06 Final review – 22nd May 2006 2. Reviews

12. File: PSC MPD Mech Fab 5S Lean 11-19-05_ROM METRICS AND SAVINGS.xls Conclusion and Results 1. Freed square footage area – 4250 • 93% reduction in motion • Total cost benefit - $527k • Increased employee morale and efficiency • Reduced workplace accidents

13. SpaceFreed By Eliminating Non-Value Added items

14. Case Study – 2MaST - Australia • Introduction • Management consultancy and training • Found in 1971, Australia • Focuses on four main skills • Applying 5S • Sort (Organize) • Set (Neatness) • Shine (Cleaning) • Standardize • Sustain (Self-discipline)

15. MaST • Transition • Reflection and learning • Link between 5S and strategic business plan • Changes in the internal cultures of the organization • Lesson for the international group • Conclusion • 5S was incorporated in strategic business plan • Increased the morale of the employees