Post on 19-Apr-2020
5S
IND E 237
LEAN PRINCIPLES AND FIVE S
• Continuous Flow• Pull Systems• Standard Work• Point Of Use• Setup Reduction• Visual Controls
CONTINUOUS FLOW
CONTINUOUS FLOW MANUFACTURING
• Continuous Flow DefinitionFlow of work in a level manner through the operations—the ideal situation is one-piece flow at and between processes
• BenefitsCFP increases the velocity, predictability andflexibility of the process.
© 2001 V2R Consulting Group
CONTINUOUS FLOW
• Continuous Flow Desires– High Velocity– High Quality– No Waste– All Value Added– Low Cost– On Time Delivery– Flexibility
© 2001 V2R Consulting Group
CONTINUOUS FLOW
• Continuous Flow Detractors– Process Variations– Non Standard Work– Excessive WIP– Unbalanced Workload– Non Synchronous Systems– Complex Processes
© 2001 V2R Consulting Group
PULL PRODUCTION SYSTEM
• Pull System DefinitionA customer-driven system that produces and moves products/services only when the customer needs it
© 2001 V2R Consulting Group
PULL PRODUCTION SYSTEM
BENEFITS OF PULL PRODUCTION
• Reduces work-in-process• Reduces paperwork• Allows for more flexibility• More responsive to what is actually happening• Exposes waste• Helps make problems and abnormal
conditions obvious (must be dealt with)
© 2001 V2R Consulting Group
STANDARD WORK
Standard Work – Definition• The most effective method or process to
complete a task using the least amount of resources producing the best quality product or service.
• Best Practice - Defines and standardizes the best current work practices.
• Reliable methods – repeatable, simple, maintainable, assuring consistent performance, minimizing variation
© 2001 V2R Consulting Group
STANDARD WORK
Standard Work and 5S• Standardizing the work and establishing
a best practice is key to Five S implementation.
• Provides consistency in the operation, and low variation in the output.
• Provides a basis for improvement. © 2001 V2R Consulting Group
POINT OF USE
Point of Use – DefinitionA principle that strives to bring all the necessary resources to the location where value is added in an effort to eliminate waste.
© 2001 V2R Consulting Group
POINT OF USEPoint of Use Types:
– Materials– Tools– Instructions– Supplies– Parts– Equipment– Information
© 2001 V2R Consulting Group
SETUP TIME
Setup Time – Definition– The time from unloading the last part
until the beginning of the run of the next good part.
– Preparing to do work.– Setup time is non value adding.
© 2001 V2R Consulting Group
SETUP TIME
Setup Time and 5S– Organize the workplace so that setup is
minimal.– Address “mental setup” as well as
equipment and tool setup.– Find what is needed without searching.
© 2001 V2R Consulting Group
WHAT ARE THE 5S’s
The Five Rules of Workplace Organization for a Lean Environment. They help to expose waste and support the discipline needed to implement lean thinking.
The goal is to have a place for everything and everything in its place, clean and ready for use.
© 2001 V2R Consulting Group
THE 5S’s
• Sorting – Just Beginning• Simplifying – Focus on Basics• Systematic Cleaning – Make it Visual• Standardizing – Focus on Reliability• Sustaining – Focus on Prevention
© 2001 V2R Consulting Group
THE 5S BENEFITS
To the Employee:• Safer working areas• Lower frustration• Increased involvement in daily decisions• Improved morale• Less wasted time
© 2001 V2R Consulting Group
THE 5S BENEFITS
To the company:• Lower costs• Improved efficiency• Improved quality and standardization• Reduced space requirements• Improved customer perception
© 2001 V2R Consulting Group
THE 5S FINANCIAL BENEFITS
• Labor Costs - Productivity– Direct– Indirect
• Material Costs – Inventory• Overhead Costs• Defect Costs• Flow Time – Cycle Time Reduction• Delivery Performance• New Business - Additional Capacity
© 2001 V2R Consulting Group
5S AS A FOUNDATION
• 5S provides a basis for organizational improvement– Starts to change the culture– Emphasizes and incorporates discipline– Establishes norms and expectations for a lean
environment• Incorporates the beginnings of many lean
principles and tools© 2001 V2R Consulting Group
SORTING
• Establish criteria for needed and unneeded
• Separate the needed from the unneeded• Identify and isolate unneeded items and
decide• Remove unneeded items from the work
area© 2001 V2R Consulting Group
SORTING - BEFORE
© 2001 V2R Consulting Group
SORTING - BEFORE
© 2001 V2R Consulting Group
SORTING – EXCESS TOOLS
© 2001 V2R Consulting Group
SIMPLIFYING
• Identify proper location for needed items considering:– Frequency of use– Size– Is it shared?– Safety
• Visually indicate proper location• Place at Point of Use
© 2001 V2R Consulting Group
SIMPLIFYING - BEFORE
© 2001 V2R Consulting Group
SIMPLIFYING - AFTER
© 2001 V2R Consulting Group
SIMPLIFYING - TOOLS FOR SETUP - BEFORE
© 2001 V2R Consulting Group
SIMPLIFYING - TOOLS FOR SETUP - AFTER
© 2001 V2R Consulting Group
SYSTEMATIC CLEANING
• Identify and label “normal” operating conditions
• Identify inspection points• Establish standard cleaning agreements• Clean area and equipment regularly• Inspect while cleaning• Perform preventative maintenance regularly
© 2001 V2R Consulting Group
STANDARDIZING
• Define how tasks should be accomplished
• Establish agreements• Document the processes• Communicate processes and changes• Implement mess prevention
© 2001 V2R Consulting Group
STANDARDIZING –STORAGE CONTAINERS
WITH LABELS
© 2001 V2R Consulting Group
STANDARDIZING –PROCESS SUPPORTED BY
TOOL CART
© 2001 V2R Consulting Group
STANDARDIZING –PROCESS SUPPORTED
ASSEMBLY BUILD CART
© 2001 V2R Consulting Group
STANDARDIZING –LOCATIONS FOR EACH
TYPE OF WORK
© 2001 V2R Consulting Group
STANDARDIZING – TOOLS AT POINT OF USE
© 2001 V2R Consulting Group
SUSTAINING
• Ensure that policies and agreements are followed
• Perform routine checks• Measure the results• Reward positive activities• Review lessons learned and improve
© 2001 V2R Consulting Group
SUSTAINING –COMMUNICATION BOARD
© 2001 V2R Consulting Group
SUSTAINING – DAILY SCAN
© 2001 V2R Consulting Group
SUSTAINING – ROUTINE CHECK LIST
© 2001 V2R Consulting Group
SUSTAINING - RATING
© 2001 V2R Consulting GroupSorting Simplifying Systematic
CleaningStandardizing Sustaining
LEVEL1
LEVEL2
LEVEL3
LEVEL4
LEVEL5
JustBeginning
Focus onBasics
Make i tVisual
Focus onReliabil i ty
Focus onPrevention
Needed and not–needed items aremixed throughoutthe work area.
Items are placedrandomly throughoutthe workplace.
Key work area itemschecked are notidentified and areunmarked.
Work area methodsare not consistentlyfollowed andare undocumented.
Work area checksare randomlyperformed and thereis no visualmeasurement of5S performance.
Needed and not–needed items areidentified and thosenot needed areremoved from thework area.
Needed items aresafely stored andorganizedaccording tofrequency of use.
Key work areaitems to bechecked areidentified, andacceptableperformance levelsare documented.
Work group hasdocumentedagreements forneeded items,organization, andwork area controls.
Initial 5S level hasbeen determined,and performanceis documented andposted in work area.
Initial cleaning hasbeen performed andsources of spills andmesses are identifiedand corrected.
Needed items areoutlined, dedicatedlocations areproperly labeled,and requiredquantities aredetermined.
Visual controls andindicators areestablished andmarked for the workarea, equipment, filesand supplies.
Work group hasdocumentedagreements on visualcontrols, labeling ofitems, and requiredquantities ofneeded items.
Work group isroutinely checkingarea to maintain5S agreements.
Work area hasdocumentedhousekeepingresponsibilities andschedules and theassignments arebeing consistentlyfollowed.
Needed items in workarea are minimized innumber, and areproperly arranged forretrieval and use.
Inspection occursduring daily cleaningof work areas andequipment, andsupplies arerestocked.
Reliable methodsand standards forhousekeeping, dailyinspections, andworkplace arrangementare documented andfollowed by allmembers of thework group.
5S Levels of Achievement
Sources andfrequency of problemsare documented aspart of routine work,root causes areidentified, andcorrective actionplans are developed.
Cleanliness problemareas are identifiedand mess preventionactions are in place.
Needed items can beretrieved within 30seconds and require aminimum numberof steps.
Potential problemsare identified andcountermeasuresare documented.
Reliable methodsand standards forhousekeeping, dailyinspections, andworkplacearrangement areshared and are usedthroughout similarwork areas.
Root causes areeliminated andimprovementactions focus ondevelopingpreventive methods.