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The Lean Enterprise. An Introduction to 5S. Lean Foundations Continuous Improvement Training. Learning Objectives. The purpose of the this module is: To introduce the 5S philosophy, actions and measurements. Understand and apply simple Visual Display and Visual Control techniques.

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the lean enterprise

The Lean Enterprise

An Introduction to 5S

Lean Foundations

Continuous Improvement Training

learning objectives
LearningObjectives

The purpose of the this module is:

  • To introduce the 5S philosophy, actions and measurements.
  • Understand and apply simple Visual Display and Visual Control techniques.
  • Explore and examine the benefits of adopting these disciplines.
the benefits of implementing 5s
The Benefits of Implementing “5S”
  • 5S provides a basis for being a world-class competitor and the foundation for a disciplined approach to the workplace.
      • Safer working conditions
      • A cleaner and more organized work area
      • Reduction in non-value added time
      • Effective work practices
      • Efficient work processes

5S Improvements:

Facilitating a change: Safer, Better, Faster !

and the 5 s s are
And The 5-S’s are…

Seiri – (Separate) or Sort

Seiton – (Straighten) Store, or Put-in Place

Seiso – (Clean) or Shine

Seiketsu – (Standardize)

Shitsuke – (Discipline) or Sustain

+ Safety !

S

sometimes called 5s 1 or 6s
Sometimes called 5S + 1 or “6S”

Safety 1st !(in everything we do!)

Seiri – (Separate) or Sort

Seiton – (Straighten) Store, or Put-in Place

Seiso – (Clean) or Shine

Seiketsu – (Standardize)

Shitsuke – (Discipline) or Sustain

S

sort and separate
Sort and Separate

Separate the necessary from the unnecessary.

  • Identify what is required to work a process or perform a particular operation or task.
  • Remove unnecessary tools, equipment, files, binders, parts, procedures, furniture, and other ‘stuff’ from the area.
1 sorting activity steps
1 - ‘Sorting’ Activity Steps
  • Establish criteria and explain the handling of items
  • Assign zones to people
  • Conduct an event
  • Identify not-needed items from what is needed
  • Move identified not-needed items to holding area
  • Conduct a ‘white elephant’ sale or AUCTION
  • Conduct an initial cleaning

Focus on doing and attaining results

red tag example
Red Tag (Example)

Red Tag

Item number_______________

Description________________

Date Tagged_______________

Tagged by_________________

Circle one:

Stored Disposed

Reason _____________________________

Red tags (somewhat of a standard) should be used to identify items that need to be moved or disposed of from the area performing the Sorting event.

2 straighten or put in place
2 - Straighten (or Put-in Place)
  • Organize materials according to frequency of use
  • Implement visual aids to improve communication

Create a place for everything

and

put everything in its Place !

Lay it out - for when YOU are not there …

steps to straightening process
Steps to ‘Straightening’ process
  • Identify key equipment and supplies
  • Determine location for every item
  • Develop shadow boards
  • Label needed items
  • Determine required quantities
  • Outline locations of equipment,

supplies, common areas, and safety zones

  • Document workplace layout, equipment, safety zones, and supplies

Work team involvement is crucial to success

3 shine clean
3 - Shine (Clean)
  • Perform initial clean and sweep of the area
  • Perform daily cleaning and inspection of area and equipment to determine status and need for corrective and preventive action
  • A daily discipline to an agreed upon plan that is executed by the work area team members

A performance improvement discipline

shining steps
‘Shining’ Steps
  • Identify key points to check

to ensure proper performance

  • Determine acceptable performance
  • Determine corresponding

visual indicators and controls

  • Mark equipment and controls
  • Establish ‘who and when’ cleaning plan
  • Conduct daily cleaning and inspections

Progress Towards Prevention over Detection

4 standardize
4 - Standardize
  • Determining, sharing, and using the best processes and methods
  • Standardization serves to minimize variation and the effect of variation on quality and speed
  • We want to look towards standardization with process tooling, methods, parts, sub-assemblies, design, etc

The Standard Becomes the Baseline for Further Improvement

steps to standardization
Steps to ‘Standardization’
  • Document present work area agreements and routine checks
  • Establish and document standardized methods across similar work areas
  • Document new standard methods

Attacking Process and Methods Variation

5 sustain
5 - Sustain
  • Keeping the gains and building further progress
  • A ‘Continuous Improvement’ thought process becomes the culture

Pride in Improvement, Accomplishments, and the Desire to do More

steps to sustaining
Steps to ‘Sustaining’
  • Determine 5S level of achievement
  • Perform routine checks, including point photography
  • Analyze results of routine checks
  • Measure progress and plan for continuous improvement

Sustain Success (“6S”) through Habit

document the current situation
Document The Current Situation
  • Purpose:
    • Record the current situation as a baseline for progress
  • Preparation:
    • Obtain a camera or photographic assistance
    • Obtain a layout and mark the before-picture place and angle
    • Explain the steps of current situation documentation
    • Publish the picture taking date
  • Do it:
    • Take work area photos
    • Evaluate current 5S ‘level of achievement’

Without a Baseline Measurement,

Progress Cannot Be Determined

a 5s case study example
A 5S Case Study (example)
  • Purpose:
    • To Document Before and After

ACTIONS !

Without a Baseline Measurement,

Progress Cannot Be Determined

process followed for the 5s kaizen event
Process followed for the 5S ‘Kaizen’ Event
  • 2 Days of Office Work
    • Conducted a detailed audit of current conditions
    • Created a flow process diagram
    • Brainstorming Session with entire dept.
    • Developed a layout that addressed issues
  • 3 Days in Departments
    • Rearranged both areas to optimize flow
    • Decluttered
    • Moved Accessory inventory to Stockroom

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before
Before

After

  • Excess inventory in area
  • Lack of space for work & storage

- Clutter removed

- Consolidation of workspace & storage

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before21
Before

After

  • Scattered work in process
  • No protocol for Eng’s seals in area for failure analysis

- Racks organized with work in process & out of work area

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before22
Before

After

  • Work area was not defined
  • Storage in several areas
  • Old furniture

- Machines lined up to optimize flow

- Relocated & upgraded hoist

- Standardized benches

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before23
Before

After

  • Product with no part code
  • Non-conforming to paint booth regulation

- Safer condition

- Decreased excess inventory

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before24
Before

After

  • Work areas were not conducive to communication or flow

- Work space standardized

- Flow optimized – assemble, test & package

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before25
Before

After

  • Cluttered work areas
  • Old benches

- Standardized work areas

- Each employee is responsible for cleaning bench at day’s end

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before26
Before

After

  • Testing equipment scattered & unorganized

- Testing equipment along one wall and upgraded

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before27
Before

After

  • Instruction manuals in 2 cabinets with boxes on top

- Instruction manuals in 1 cabinet – organized and labeled

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after the kaizen event
After the Kaizen Event
  • Many actions remain
  • Team meets every 1-2 weeks to keep medium to long term actions moving – examples:
    • Track cross-training plan
    • Put up doors or plastic strip barriers to separate assembly room from rest of shop
    • Complete the labeling of drawers & standardization of tools
    • Engineering protocols in place
    • Audit plan to sustain improvements

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levels of achievement beginning phases
Levels of Achievement (beginning phases)

LEVEL

2

Focus On Reliability

Necessary and un-necessary items are identified;those not needed are gone.

Needed items are safely stored and organized according to usage frequency.

Key area items are marked to check and required level of performance noted.

Work group has documented area arrangement and controls.

Initial 6S level is established and and is posted in the area.

LEVEL

1

Just Beginning

Needed and not needed items are mixed throughout the area.

Items are randomly placed throughout the workplace.

Key area items checked are not identified and are unmarked

Work area methods are not always followed and are not documented.

Work area checks are randomly done and there is no 6S measurement.

Sort

Shine

Standardize

Sustain

Straighten

levels of achievement strive for five
Levels of Achievement (Strive for Five !)

Sort

Straighten

Shine

Standardize

Sustain

a simple 5s progress check
A Simple 5S Progress Check
  • There are 5 ways to appraise the level of 5S at each stage.
    • Evaluation of self/ team.
    • Evaluation by expert/ consultant.
    • Evaluation by supervisor/ manager.
    • Combination of the above.
    • ‘Friendly’ competition among groups.

Key to Sustaining a “Visual” Business – Make it FUN !

5s implementation
Lessons Learned

Start with cross functional team

Discuss benefits (METRICS)

Train, then immediately do

Agree on a vision

Agree on standards

Define the area to do

Define roles

Don’t let participants walk away

Keys to Success

Get everyone involved

Get commitment and authorization for facility wide improvement

Have leaders set expectations & do follow-up

Establish standards

Establish routines

Keep it simple

Link to other Improvement activities

5S Implementation
summary
Summary
  • 5S is more than “cleaning up”, it is a discipline that is used to support all Lean Enterprise activities.
  • Visual Controls, like Visual Displays, can resolve many information and communication problems in the workplace.
  • Another important result is fewer work frustrations and a SAFER and more satisfying work experience.
  • Again, the result is improved work efficiency and effectiveness.
next steps
Next Steps

Want to become a “Tool Master ” ?

  • Lead a 5S event in your area (a small defined area)
  • 1 hour training session
    • Materials you saw today plus a video
  • You and your team go and see (GEMBA)
    • And then do ! (Kaizen)
  • Evaluated by Lean Coach/ MBB (30/60/90 day Metrics)

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expectations
Expectations
  • Leadership Development
  • Improved Process state (sustained)
  • Team development
  • Propagation of “Lean Thinking”

(Drive the culture …)

    • 5S “Tool Mastery” Certificate
    • Recognition and Reward (picture, $)

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the lean enterprise36

The Lean Enterprise

An Introduction to 5S

Lean Foundations

Continuous Improvement Training