5S Workshop &Visual management - Krishna Heda
- 1. Krishna Heda 5S and Visual Management
- 3. Agenda Introduction Objectives Philosophy Work Place Organization First Impression Cost 5S Visual Management Implementation 5S Visual Management Best Practices Shop Floor Event
- 4. Objectives Recognize and/or create a model work environment Participate in, encourage, support, and promote the implementation of 5S and visual management Recognize the potential for using 5S and visual management as a continuous improvement tool As a result of attending this module, you will be able to:
- 5. Work Place Organization - Philosophy Sort Eliminate what is not needed Straighten Organize what remains Shine Clean work area Standardize Schedule cleaning and maintaining Sustain Make 5S a way of life First Impression Cost of Poor Work Place Organization Two Segments of Work Place Organization 5S - Visual Management
- 6. First Impressions “ You never get a second chance to create a first impression.”
- 7. First Impression: Condition of Work Area What does the workplace tell the customer and associates? Items to consider: Openness of work area Color coordination Straight lines (desks, benches, equipment, walls, power drops) Product displays Performance metrics Condition of walls, floors, equipment Visual controls
- 8. First Impression: Work Area
- 9. First Impression: Work Area
- 10. First Impression: Plant Main Aisle
- 11. First Impression: Associate’s Workstation
- 12. Material Storage
- 13. Employee Morale: Break Area
- 14. Poor Workplace Organization Means Waste Unneeded inventory incurs extra inventory-related expenses and obsolescence due to design changes, limited shelf life, etc. Extra manpower is needed to manage the growing inventory Extra time spent looking for equipment, parts, components, etc. Quality defects result from unneeded in-process inventory and machine breakdowns Unneeded equipment poses a daily obstacle to production activities The presence of unneeded items makes designing factory/office layouts more difficult
- 15. Key Characteristics in a 5S Environment An easily understandable layout An open view A clean atmosphere Active management
- 16. Improves safety / Reduces accidents Reduces downtime Enhances operational control of processes Creates a healthier corporate climate Improves product quality Improves efficiency and productivity Improves delivery times and assists in reducing costs Creates a positive work environment Improves customer perceptions 5S: Major Benefits Can You Think of Others?
- 17. Visually understand: workplace organization the work process when there is an abnormality if they are ahead, behind or on schedule Without opening a book or without turning on a computer Without opening a file drawer Without talking to anyone Work Place Organization: Visual Management Create an environment in which anyone can walk into a workplace and visually know the current situation:
- 18. Two Workplaces, Two Ways of Communicating HURRY UP! HIDDEN WORKPLACE VISUAL WORKPLACE 7
- 19. Controls inventory levels Controls lot sizes Improves lead time in a Pull System Promotes One Piece Flow Reduces space by better organization / utilization Reduces energy (manual or mechanical) Promotes quality Visual Management: Major Benefits
- 20. Work Place Organization Philosophy - Summary The condition of the work area is critical to the morale of associates and first impressions of customers Respect is reflected in the condition of the work area 5S and Visual Management apply to any work area
- 21. 5S Workplace Organization The Foundation of the Visual Workplace S ort - Eliminate what is not needed S traighten - A place for everything and everything in its place S hine - Cleaning and looking for ways to keep it clean S tandardize - Maintain and monitor the first 3 S’s S ustain - Stick to the rules 8
- 22. SORT DIVIDE ITEMS INTO Three CATEGORIES: CATEGORIZE NECESSARY ITEMS : * RARELY USED * OCCASIONALLY USED * FREQUENTLY USED RED TAG STRATEGY ATTACH TO ALL UNNECESSARY ITEMS DISCARD UNNECESSARY ITEMS 9 NECESSARY UNNECESSARY RED TAG Category 1. Raw material 6. Dies and jigs 2. In-process stock 7. Tools and supplies 3. Semi-finished goods 8. Measuring devices 4. Finished goods 9. Documents 5. Equipment 10. Other Item name and number Quantity Units $ Value Reason 1. Not needed 6. Other 2. Defective 3. Not needed soon 4. Scrap material 5. Use unknown Disposal by: Department/Business Unit/Product Center Disposal method: 1. Discard 2. Return 3. Move to red-tag storage site 4. Move to separate storage site 5. Other Disposal complete (signature ) Posting date: Disposal date:
- 23. Sort Any unused / unneeded items Items almost never used Items for which no immediate use is planned, but which must be stored on the chance they will be needed later Items used frequently Discard, throw away ( Red Tag and Segregate) (Yellow Tag) Evaluate over time. Keep in work area ( Green Tag) Use white squares to mark location, or store on tool board or another centralized storage unit Action Check Item
- 24. 10 RED TAG Category 1. Raw material 6. Dies and jigs 2. In-process stock 7. Tools and supplies 3. Semi-finished goods 8. Measuring devices 4. Finished goods 9. Documents 5. Equipment 10. Other Item name and number Quantity Units $ Value Reason 1. Not needed 6. Other 2. Defective 3. Not needed soon 4. Scrap material 5. Use unknown Disposal by: Department/Business Unit/Product Center Disposal method: 1. Discard 2. Return 3. Move to red-tag storage site 4. Move to separate storage site 5. Other Disposal complete (signature ) Posting date: Disposal date:
- 25. Sort: Workbench Before Sort... After Sort...
- 26. Sort: Workstation Before Sort... After Sort...
- 27. STRAIGHTEN 2B4659 DETERMINE LOCATION FOR NEEDED ITEMS CUTTER INSERTS 124GF 2HJF 12HJF 12HJF 12HJF 12HJF 12HJF 12HJF 13 VISUAL LOCATIONS PW2000 FIXTURES 2A4397 3A9674 IDENTIFICATION LINES 12HJF 12HJF 12HJF 12HJF 12HJF 12HJF POINT OF USE STORAGE
- 28. Straighten Check Item Tool Board All moveable objects (equipment, machines, tables, material) Machines, equipment Visual Aids / Visual Display Action Tools must be replaced when not in use Must have markings for proper location Show workplace organization Must have all parts in place (safety) Must have all materials (RM, WIP, FG) located and necessary information in place, updated Must be in place and updated Open display of all action items and processes under review or performance requirements
- 29. Straighten: Tool Storage
- 32. Straighten: Common Tooling Storage
- 34. SHINE CLEAN SWEEP CLEANING AS A FORM OF INSPECTION BUILD VALUE IN EQUIPMENT 17 BUILD PRIDE IN WORK AREAS ELIMINATE DIRT
- 35. Shine Check Item Immediate work area Shared areas Outside areas / grounds Paint, coatings on buildings, equipment / machinery and floors Action Sweep, clean, dust zones or (machine, equipment, racks) work areas during down time or idle time, then record on 5S Audit Sheet Sweep, clean, dust in shared work zones or work areas during down time or idle time Sweep, rake, clean outside areas and grounds as necessary Schedule as needed, complete during down time or non-production time
- 36. Shine: Covers Prevent Dust
- 37. Shine: Clean Walls, Floors, Ceilings
- 38. ASSIGN “3S” RESPONSIBILITIES INTEGRATE “3S” DUTIES INTO REGULAR WORK DUTIES CHECK ON “3S” MAINTENANCE LEVEL PREVENTIVE: SORTING STRAIGHTENING CLEANLINESS ASK WHY 5 Minute 5S 1S organize 2S orderliness 3S cleanliness 4S standardize 5S discipline 7:30 - 7:35 xxxxxxxxxxxxx xxx x x xxx x xx x xx x xxx x x xxxxx xxxx x x xxxx x xxxxxxxxxx xxxxxxxxxx xxxxxxx 5 Point Checklist 1. xxxxxxxxxx xxxxxxxxxxxxxx xxxxcx lsdfj sdlk dkdie ldslj sdlj f lsdflj sldkj f 2 x x xxxxxxxxxxxxxxxxx xxxx 3. xxx xx xxxx x x xxxx x xxxxxlsdf lsdkjei lsdkj sdlkj sdl ldf 4. xx xxxxxx x xxxx x xxxxxxxsdlfkj sdflkj sflkjsdflkj flk 5. xxxxx xxx x x xxx xxxx xxxxxsdf,j sdlfjk flsdf ljsd 3 3 2 3 4 3.0 2 3 2 1 4 2.4 21 STANDARDIZE A State NAME M T W T F S Su Ken Sonya Paul Ross Mell Cathy Jesse Roger Ken D. Douglas
- 39. Standardize Check Item Consistent with the entire system Visual aids or visual control systems Visual Workplace Action Follow 5S Audit Sheet and all other visual controls Perform regular, scheduled audits Submit improvement suggestions Stick to the guidelines Produce signs, charts, graphs, paint equipment, color coding systems Implement standard method for cleaning and maintenance Create an environment in which anyone can know in five minutes or less the who, what, when, how and why of any work area: Without talking to anyone, without opening a file drawer, without opening a book or without turning on a computer 5S Guidelines 5S Review Schedule
- 40. Standardize (cont.) Check Item Leader’s activity Action Make 5S part of normal work activity Provide resources Reward and recognize good work Allow time for 5S activity (monthly, weekly, daily)
- 42. Five Point Sorting Check 23
- 43. Five Point Straightening Check 24
- 44. Five Point Cleanliness Check 25
- 45. Standardize: 5S Trend Chart 5S Rating Trend
- 46. PROPER TRAINING CORRECT PROCEDURES BECOME A HABIT SUSTAIN MANAGERS COMMITTED TO 5S 5 S asdfsdfs sdf sdf dsfsdfsdfsfdsdfsdf 27 “ BUY-IN” FROM ALL WORKERS
- 47. Sustain Check Item Associate activity Action Maintain self-discipline Complete daily/weekly checklists Practice until it is a way of life Continue to improve
- 49. 60 5s Checklist for Manufacturing
- 50. 60 5S Checklist for Tool Room
- 51. 60 TPM Checklist
- 52. Sustain: Periodic Reviews
- 53. 1. Removing unnecessary items 2. Storage of cleaning equipment. 3. Floor cleaning. 4. Bulletin boards. 5. Emergency access 6. Items on floor 7. Aisleways - markings 8. Aisleways - maintenance 9. Storage and arrangement 10. Equipment - painting All items not required for performing operations are removed from the work area, only tools and products are present at work stations. All cleaning equipment is stored in a neat manner; handy and readily available when needed. All floors are clean and free of debris, oil and dirt. Cleaning of floors is done routinely -- daily at a minimum -- posted schedule. All bulletins are arranged in a neat and orderly manner. No outdated, torn or soiled announcements are displayed. Fire hoses and emergency equipment are unobstructed and stored in a prominent easy-to-locate area. Stop switches and breakers are marked or color-coded for visibility. Work-in-process, tools and any other material are not left to sit directly on the floor. Large items such as tote boxes are positioned on the floor in clearly marked areas, identified by painted lines. Aisles and walkways are clearly marked and can be identified at a glance; lines are straight and at a right angles with no chipped or worn paint. Aisles are always free of material and obstructions; nothing is placed on the lines, and objects are always placed at right angles to the aisles. Storage of boxes, containers and material is always neat and at right angles. When items are stacked, they are never crooked or in danger of toppling over. All machines and equipment are neatly painted; there are no places in the plant less than six feet high that are unpainted. Item # and description 5S Evaluation Form Item Score (0 - 5) What is the team doing to improve to next level? Subtotal pg 1 Pg 1 of 2
- 54. 11. Equipment - cleanliness 12. Equipment - maintenance 13. Equipment - storage 14. Documents - storage 15. Documents - control 16. Tools & gages arrangement 17. Tools & gages convenience 18. Shelves & benches - arrangement 19. Workbench & desk - control 20. 5S control & maintenance All machines and equipment are kept clean by routine daily care; Controls of machines are properly labeled and critical points for daily maintenance checks are clearly marked. Equipment checksheets are neatly displayed and clean. Nothing is placed on top of machines, cabinets and equipment; nothing leans against walls or columns. Guards and deflectors are used to keep chips and coolant from falling to the floor. Only documents necessary to the operation are stored at the work stations and are stored in a neat and orderly manner. All documents are labeled clearly as to content and responsibility for control and revision. Obsolete or unused documents are routinely removed. Tools, gages and fixtures are arranged neatly and stored, kept clean and free of any risk of damage. Tools, gages and fixtures are arranged so they can be easily accessed when changeovers or setups are made. Arranged, divided and clearly labeled. It is obvious where things are stored; status and condition is recorded. Kept free of objects including records and documents. Tools and fixtures are clean and placed in their proper location. There is a disciplined system of control and maintained at the highest possible level. It is the responsibility of everyone to maintain this system and environment. Item # and description 5S Evaluation Form Item Score (0 - 5) What is the team doing to improve to next level? Pg 2 of 2 Subtotal pg 2 + Subtotal pg 1 Total 5S score : 20 =
- 55. In a third-rate workplace, Associates leave trash and no one stops to pick it up. In a second-rate workplace, Associates leave trash but others pick it up. In a first-rate workplace, no one leaves trash but Associates would pick it up if they saw it. Where Are We Now? This is World Class!
- 56. Displays history Gives people information management wants them to know Displays status Drives maintaining the status quo Can be interesting to look at Provides current, up to date information Gives people information they need to know to be successful Displays abnormalities to anyone clearly Drives improvement Can alert, prevent, and provide fail-safe processes Visual Controls vs. Visual Displays Visual Display Visual Control
- 57. Visual Controls Examples Operator Process Control (OPC) Board Examples
- 58. Visual Display Set-up Time Equipment Performance 41 World Class Time 3:00 min Our Best Time 5:30 min Our Last Time 7:30 min
- 59. Business Unit 8500 Machine Down Time 0 100 200 300 400 500 600 W/E 10/09 W/E 10/23 W/E 11/06 H o u r s Equipment Performance 43 W/E 10/02 W/E 10/16 W/E 10/30
- 60. EAST END MAINTENANCE TEAM LABOR HOURS FOR T.P.M (LEVEL 2) TOTAL 13,915 HRS (LEVEL 2 PM’S) Equipment Performance 44
- 61. Cell Mission: To be the lowest cost producer of small machined rings while consistently meeting customer requirements on quality and delivery. CELL 235 TEAM MEMBERS People Organization 53 SUE NICOLE JIM CELL LEADER BRIAN CYNTHIA TOM TED PAUL
- 62. STANDARD WORK COMBINATION SHEET People Standards 54 OPERATION NAME OPERATION TIME (IN SECONDS) STANDARD WORK COMBINATION SHEET MODEL NUMBER AND NAME WORK SEQUENCE DATE PREPARED DEPT. QUOTA PER SHIFT TAKT TIME OPERATOR NUMBER Manual Automatic Walking wwwwww TOTALS WALKING 1 2 3 4 5 6 7 Pick up blank Unload/load/switch on Measure thread diameter Put down finished piece Unload/load/switch on Unload/load/switch on Unload/load/switch on M110 L210 D310 T410 2 4 5 4 3 6 2 2 2 2 2 2 2 2 28 29 27 12 26 14 12345-67890 master cylinder Master cylinder machining 2/20 40 690
- 63. ? 35-IP4 101-RTY 5664-11 831-UI WHAT IS WRONG WITH THIS METHOD OF STORAGE? Product Organization 66
- 64. 101PI 794-23O 103PI 102PI 199-IO 365-98U 199-5RT 122-O89 23-56T 101PI 101PI 794-23O 794-23O 23-56T 23-56T 102PI 102PI 365-98U 199-IO 365-98U 103PI 103PI 122-O89 122-O89 199-5RT 199-5RT SMALL PARTS STORAGE 14C Product Organization 67
- 65. KANBAN SCHEDULING BOARD PART # 128450 PART # 145398 PART # 56701 RAW MATERIAL WITHDRAWAL MFG.. INST. 6 CARD SYSTEM Product Organization 81
- 66. Master Cylinder 12345-678909 Pick up raw material Finished product 5 40” 40” Finished Product Raw Material L210 T420 L310 1 2 3 4 5 Inspect 6 7 Product Organization 70 M110
- 67. Visual Control Tools and Methods No. Name Illustrations Description Red Tag The red tag strategy helps us distinguish needed items for unneeded items in the work- shops. Red tag teams use red tags to mark unneeded items for removal. In the signboard strategy, we set signs that indicate what belongs where and in what amount, so that anyone will be able to understand where things belong. A B 1 Red Tag Strategy 2 Signboard Strategy
- 68. Visual Control Tools and Methods (cont.) No. Name Illustrations Description 3 White/Yellow Line Indicators 4 Red Line Indicators When organizing workshops in an orderly condition, marking out pathways and in- process storage sites with white or yellow tape makes it easy for anyone to keep the workshop neat. Red line indicators form part of the signboard strategy. We set up poles next to inventory (warehouse or in-process inventory) stocks and mark the minimum allowable stock height with a red line to show when excess inventory exists.
- 69. Visual Control Tools and Methods (cont.) No. Name Illustrations Description 5 Andon (alarm lamps) 6 Kanban Andon immediately alerts necessary people to abnormalities that occur in the factory. Kanban are administrative tools that help us maintain Just-In-Time production. The two main types of kanban are transport kanban and production kanban. CARD F
- 70. Visual Control Tools and Methods (cont.) No. Name Illustrations Description These are display boards that indicate current conditions on production lines. Data shown on these boards include pro- duction results, operating conditions, and causes for line stops. We use these charts to find the work methods that use the best combination of people, machines, and materials. One of these charts should be on display at each line in the factory. 7 Production Management Boards 8 Standard Operation Charts Standard Operation Chart Cond. _____ Prod. _____ Line stops cause _____ _____
- 71. Visual Control Tools and Methods (cont.) No. Name Illustrations Description Set-up display areas exhibiting defective items along with graphic data urging Associates not to allow the same defects to reoccur. Error prevention boards help promote independent manage- ment to reduce human errors. 9 Defective Item Displays 10 Error Prevention Error Prevention Board
- 72. More Visual Control Examples Work instructions mounted on a harness jig
- 73. More Visual Control Examples Safety instructions mounted on a wire cutting machine. Lubricate and gauge levels clearly marked
- 74. More Visual Control Examples Has the nut been tightened to the right point?
- 75. War Room
- 76. Leadership must LEAD / TEACH / AUDIT! Agree to standards in advance Document “before and after” (photographs or videos) Always involve those directly affected by potential change Allow time and provide support for all required follow-ups Involve “critical eyes” in the process 5S & Visual Management: Lessons Learned
- 77. Shop Floor Work Shop Agenda Videotape or photograph area prior to 5S workshop. Perform a 5S evaluation. Sort through equipment, tools, material, files, etc. Apply red tags to items that are no longer needed. Dispose of red tagged items. Straighten remaining items. Clean equipment, tools, and area. Apply visual controls. Videotape or photograph area after 5S workshop. Perform a 5S evaluation. Compare and post scores.
- 78. Shop Floor Work Shop Agenda
Editor's Notes
- #4: Purpose: To review agenda with participants Main Points: Agenda is self-explanatory
- #5: Purpose: To identify what the participants will get out of this module Main Points: Objectives are self-explanatory
- #7: Purpose: To drive home the point of how important the first impression is to our Customers and employees. Main Points: - First impressions are positively impacted by associate morale - First Impression and Employee morale are influenced by management attitude. - Leadership is critical for creating the environment.
- #15: Purpose: To illustrate how the waste resulting from poor organization costs the company. Main Points: Unneeded inventory included those items we stockpile in our desks. Think of how much space can be freed up if we keep only those items we truly need, and the number we truly need. Teaching Tip: Ask: Can you think of any items that are lying around not be used? When was the last time it was used?
- #18: Purpose: Introduce Visual Management to the audience. Main Points: The main objective of visual management is to provide employees, management, etc., with an understanding of what is going on in the work environment in a quick, organized manner. This will enable them act immediately when situations warrant it. One should immediately be able to tell: - Workplace organization - The work process - Schedule condition - Abnormalities Teaching Tips: Ask: What are some examples of Visual Management in your plant or department?
- #19: Purpose: to show the class the difference in how info. is conveyed in a visual workplace as opposed to a hidden workplace. Main Points: In a hidden workplace, the manager has the production schedule in his back pocket. What do you think the employees reaction will be in the hidden factory to this manager request? In a visual workplace, the employee can see how they are doing relative to the schedule and take action if their is an abnormality. The result may be the same, with the employee working overtime or having to borrow a person from another department, but how the info is perceived is different Visual communications help give employees a more accurate perception of reality
- #20: Purpose : Discuss benefits Main Points : Slide is self-explanatory. Training Tips: Ask: How does visual management help with JIT?
- #22: Purpose: Workplace organization is necessary in order for visual controls to be effective. Main Point: The tool we use to achieve workplace organization is called 5S (read each of the 5 S’s with the brief description)
- #23: Purpose: To understand that the first step to workplace organization is to get rid of unneeded items and to categorize needed items. Main Point: get rid of unnecessary items categorize needed items by frequency of use and choose storage site accordingly red tag strategy: used to identify unneeded items, give four tags to each team member or cell member to attach to things by the end of the day. Teaching Tip: Describe the process that you would use to clean out your garage: Throw out junk, put snow blower and shovel in shed
- #25: Purpose: To introduce the team members to the red tag and describe its uses. Main Points: 1 red tag should be attached to all unnecessary items. Categorize each item by writing the appropriate number in the first square Note that all items tagged do not need to be discarded as can be seen under the category disposal method. Some groups are setting up red tag storage sites to move all questionable items to until a decision can be made regarding their use.
- #28: Purpose : To show that all items which are needed should have a visually designated place based on their frequency of use. Main Points: Items used frequently should be located at point of use (OK to move your arms but not your legs) Items should be stored so that they are easily identified and accessible everything should have a home so that it is returned to the exact same place each time Floor markings to designate different areas and markings on tables to help unneeded items standout
- #30: Purpose: To show examples of Straighten. Main Points: - Photograph of Maintenance Dept. tool storage at El Paso Plant 111 (Lear Electrical & Electronics Division). - They eliminated separate tool boxes for associates. - Results in reduced cost.
- #31: Purpose: To show examples of Straighten. Main Points: Photographs of raw material storage.
- #34: Purpose: To show examples of “Shine” Main Points: - Availability of cleaning supplies make the 5S process easier.
- #35: Purpose: 3rd S is shine. Work areas should be cleaned, people should have the same attitude as they do to keep their homes or yards clean and neat Main Points: Clean dirt and grime off of tables, workstations, floors By cleaning things you are forced to touch them and this becomes a form of inspection, such as detecting loose bolts or broken hydraulic lines Cleaned maintained equipment will retain its value and perform better People will take more pride in working in cleaner conditions
- #37: Purpose: To show examples of Shine Main Points: - Dust covers prevent tools from getting dusty and potentially causing quality problems.
- #38: Purpose: To show examples of “Shine” Main Points: - Notice that the floors, walls, and ceilings are clean.
- #39: Purpose: The 4th S is standardize. Maintain and monitor the first 3 S’s Main Points: While the first 3 S’s are activities, the 4th S is a state or condition which one strives for This will determine whether any improvements made in the first 3 S’s will be maintained or if it was just a one time improvement to impress visitors Begin by assigning responsibilities for doing 3S, unless everyone knows exactly what they are responsible for doing and when, where, and how to do it, 3S has little meaning Set aside a certain time, minimal (term 5 minute 5S is a loose one) to do 5S each day to make it habitual Evaluate how well the 3 S’s are being maintained using 5 point checklists To take standardize to a higher level, we must ask why do unneeded items accumulate (despite 1st S), why do tools not get put back (despite 2nd S), why do floors get dirty (despite 3rd S). Preventative sorting prevents unneeded items from being brought into the work areas in the first place, only allow what is needed to be brought in, consistent with JIT. If you don’t bring in 4 months worth of supplies, then you don’t have to find a place for them. Preventative straightening; eliminate need for tool, suspension (tool hangs from elastic cord), incorporation where tool remains a part of the work station Preventative cleaning; prevent dirt from getting on the floor
- #40: Purpose: To describe how to Standardize the 5S Main Points: - Establishing a schedule and standards for maintaining the area’s Sort, Straighten and Shine to maintain a quality workplace. - Need to schedule time and resources for 5S activity - Creating a model work area to demonstrate the 5S philosophy is helpful - Utilize standard 5S check sheets/audit sheets - Perform regularly scheduled audits - It helps to get management involved - Make sure all associates understand the 5S’ Other helpful tips: Post Schedule Post Rating Standard Cell Level Boards Management walk-arounds Training Scheduling time and resources for 5S activity Check sheets
- #41: Purpose: To describe how to Standardize the 5S Main Points: - Leader’s should make sure 5S becomes part of normal work activities.
- #42: Purpose: To show an example of a cell 5S assignment board. Main points: This board is currently being used in some of the cells. Everyone knows when and who is responsible for sweeping up the work area each day With clear responsibilities, cleanup has a greater chance of sticking
- #43: Purpose: To show an example of a quick 5 point check for the 1st S Main Points: This quick checklist will make it easy to monitor how well the 1st S is being maintained
- #44: Purpose: To show an example of a quick 5 point check for the 2nd S Main Points: This quick checklist will make it easy to monitor how well the 2nd S is being maintained
- #45: Purpose: To show an example of a quick 5 point check for the 3rd S Main Points: This quick checklist will make it easy to monitor how well the 3rd S is being maintained
- #46: Purpose: To suggest methods to ensure improvements are sustained Main Points: -Charting improvements provides a visual record of progress - You should also capture action items, responsibility, and assign dates to complete the action items.
- #47: Purpose: To show the 5th S, sustain or self discipline Main Points: Begins with training so people understand the meaning and importance of 5 S Workers buy-in and agree to support 5S activities Once 5S is implemented and people continue to do it, it becomes a habit like brushing your teeth every morning Management supports people who are performing 5S activities, and insures that people are following agreed upon procedures (e.g. putting tools back in their proper location) Teaching Tip: Ask the class for some examples of how managers or supervisors could support 5S
- #48: Purpose: To describe “Sustain” Main Points: Practicing New 5S as a way of life, establishing and following rules and initiating improvements daily. This is the most challenging “S” Associate spirit will improve with sustained 5S process. Periodic reviews reinforce commitment to 5S. Management commitment is important. Make 5S a way of life, but also look to improve. Benefits: Quality mindset Early warning system Continuous improvement Teaching Tips: Ask: What challenges have you encountered in trying to sustain other initiatives in your area? What works for you? Against you? Which of these aspects seems most challenging to you?
- #49: Purpose: To show an example of daily activities to help Sustain a 5S culture Main Points: This PM checklist is located at the Grinder/Polisher workstation in the Materials Engineering Lab at the Philippine Engineering and Technology Center. There are 8 tasks that the operator is responsible for completing on a daily basis. Note the blue sticker on the power head. The sticker bears the name of the owner of the equipment. The number sticker corresponds to the criticality/classification of the equipment to the lab. On a scale of 1-3, or A-C, the grinder/polisher this is a 2. Teaching Tips: Ask:
- #50: Purpose: To show an example of a visual tool which displays people’s status, a Skills Matrix Chart. Main Points: This chart tells everyone in the cell exactly who is capable of doing what and what their strengths and weaknesses are. Note that names don’t necessarily have to be on the chart. It can be looked at from an overall perspective of where the cell is lacking and could use improvements .
- #51: Purpose: To show an example of a visual tool which displays people’s status, a Skills Matrix Chart. Main Points: This chart tells everyone in the cell exactly who is capable of doing what and what their strengths and weaknesses are. Note that names don’t necessarily have to be on the chart. It can be looked at from an overall perspective of where the cell is lacking and could use improvements .
- #52: Purpose: To show an example of a visual tool which displays people’s status, a Skills Matrix Chart. Main Points: This chart tells everyone in the cell exactly who is capable of doing what and what their strengths and weaknesses are. Note that names don’t necessarily have to be on the chart. It can be looked at from an overall perspective of where the cell is lacking and could use improvements .
- #53: Purpose: To suggest methods to ensure improvements are sustained Main Points: This photo shows management performing a 5S review.
- #56: Purpose: To get discussion going about status of 5S at the different Lear facilities Main Points: We must realize that we cannot implement 5S and walk away. If we don’t keep it alive with periodic reviews we will loose it just as we have in the past.
- #57: Purpose : To discuss the differences between Visual Displays (displaying reports) and Visual Controls (displaying information needed to perform work well, produce quality products, etc.). Main Points : Slide is self-explanatory.
- #58: Purpose: To explain what should be included in visual controls. Main Point: Shown are two different examples of Operator Process Control (OPC) Boards. Current process/product operating data is posted on the boards. This information includes: Machine downtime Scrap Takt Time 5S rating Production volume Process flow charts Teaching Tips: Ask: What type of information is displayed in your facility?
- #59: Purpose: To offer suggestions on how to make machine status more visual. Main points: By posting theses times by the machine, the operator can see what is expected and what they must strive for in order to reach World Class Status. Also, if your set-up is slower than it was previously you will know it. Now you can find and eliminate the cause of the slower set-up time.
- #60: Purpose: An example of a performance trend of the equipment within a cell. Main points: This particular chart shows downtime of a particular area or machine. We can see if we are improving or what needs improvements.
- #61: Purpose: An example of a performance trend of the equipment within a cell. Main Points:
- #62: Purpose: To give an example of a team member board on display. Note the mission or purpose is also displayed on the board. Main points: This tool lets the workers in the cell and even outside workers and visitors know who works on that team and what their primary function is.
- #63: Purpose: To show an example of what a Stand. Work Comb. Sheet looks like and what the info. on it tells us. Main point: This worksheet graphically shows us what the persons operation loads are, what the steps are, and whether or not they are within Takt time. This chart gives us a lot of information at just one glance and tells someone if they are going to be able to meet their production requirements.
- #64: Purpose: To illustrate a poor method of storing products. Main point: Can the audience tell you what is wrong with this method of storage? -boxes not clearly marked -boxes stored to high (cant see what’s in them or the quantity left) -boxes too big (hard to move without another person or equipment)
- #65: Purpose: To give an example of what a good product storage method looks like Main point: What is better about this method of storage? -boxes clearly marked (even color coded) -boxes small enough to be moved easily by one person alone -shelves are slanted to slide down next part or product when one is removed -inventory line in use (tells us when the stock is low and needs replenishment) -boxes aren’t stored too high (can see the contents and quantity left)
- #66: Purpose: Main Points:
- #67: Purpose: To show what a Standard Work Sheet looks like and to explain how it can help make a factory more visual. Main Points: This visually shows where all the WIP should be. By looking at the cell and your Standard Work Sheet one can tell if something is wrong (example-too much inventory or materials by a machine).
- #68: Purpose : To describe some tools and methods that can be used to implement visual management. Main Points : Slides are self-explanatory.
- #69: Purpose : To describe some tools and methods that can be used to implement visual management. Main Points : Slides are self-explanatory.
- #70: Purpose : To describe some tools and methods that can be used to implement visual management. Main Points : Slides are self-explanatory.
- #71: Purpose : To describe some tools and methods that can be used to implement visual management. Main Points : Slides are self-explanatory.
- #72: Purpose : To describe some tools and methods that can be used to implement visual management. Main Points : Error Prevention Board - Display acceptance criteria, boundary alerts, etc.
- #73: Purpose: To show other ways to use visual controls. Main Points: Work instructions, including photos and instructions, are mounted on a jig board so that the operator can clearly see how to assemble a wire harness. Teaching Tips:
- #74: Purpose: To show other ways to use visual controls. Main Points: Safety instructions for a hand terminal press machine have been laminated and mounted at the workstation. Lubricant and gage levels are clearly marked on this machine. The numbers correspond to a daily TPM checklist item that the operator is responsible for checking. Teaching Tips:
- #75: Purpose: To show other ways to use visual controls. Main Points: When the white lines are lined up, then the nut has been tightened to the right point. Teaching Tips:
- #76: Purpose: To show another example of Visual Controls - War Room in the Iowa City plant. Main Points: A “War Room” is a room where all manner of current production or operating data is posted. The room is used for daily Accountability Meetings. The type of information posted: EH&S and Ergonomics Ergonomics Production scoreboards (pieces per hour, downtime, financial forecast, action plans) Shipping (number of shipments, under shipments, number of trucks, problem loads, problems caught by shipper) Injection Mold Change activity Manufacturing Operational Charts (sales, efficiency, indirect labor, overtime, scrap, supply spending) “ The Cell Leaders are the center of our universe.” Steve Lahey - Quality Manager
- #77: Purpose : To review some lessons learned. Main Points : Slide is self-explanatory.
- #78: Purpose: Provide the participants with an agenda of tasks to be performed during a 5S COMPASS session. Main Points: Teaching Tips: Ask:
- #79: Purpose: Provide the participants with an agenda of tasks to be performed during a 5S COMPASS session. Main Points: Teaching Tips: Ask: