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5S Workshop &Visual management - Krishna Heda

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Recognize the Amazing potential by using 5S and visual management as a continuous improvement tool

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5S Workshop &Visual management - Krishna Heda

  1. 1. Krishna Heda 5S and Visual Management
  2. 2. Operations Strategy
  3. 3. Agenda <ul><li>Introduction </li></ul><ul><ul><li>Objectives </li></ul></ul><ul><li>Philosophy </li></ul><ul><ul><li>Work Place Organization </li></ul></ul><ul><ul><ul><li>First Impression </li></ul></ul></ul><ul><ul><ul><li>Cost </li></ul></ul></ul><ul><ul><ul><li>5S </li></ul></ul></ul><ul><ul><ul><li>Visual Management </li></ul></ul></ul><ul><li>Implementation </li></ul><ul><ul><li>5S </li></ul></ul><ul><ul><li>Visual Management </li></ul></ul><ul><ul><li>Best Practices </li></ul></ul><ul><li>Shop Floor Event </li></ul>
  4. 4. Objectives <ul><li>Recognize and/or create a model work environment </li></ul><ul><li>Participate in, encourage, support, and promote the implementation of 5S and visual management </li></ul><ul><li>Recognize the potential for using 5S and visual management as a continuous improvement tool </li></ul>As a result of attending this module, you will be able to:
  5. 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 <ul><li>First Impression </li></ul><ul><li>Cost of Poor Work Place Organization </li></ul><ul><li>Two Segments of Work Place Organization </li></ul><ul><ul><li>5S - </li></ul></ul><ul><ul><li>Visual Management </li></ul></ul>
  6. 6. First Impressions “ You never get a second chance to create a first impression.”
  7. 7. First Impression: Condition of Work Area <ul><li>What does the workplace tell the customer and associates? </li></ul><ul><li>Items to consider: </li></ul><ul><ul><li>Openness of work area </li></ul></ul><ul><ul><li>Color coordination </li></ul></ul><ul><ul><li>Straight lines (desks, benches, equipment, walls, power drops) </li></ul></ul><ul><ul><li>Product displays </li></ul></ul><ul><ul><li>Performance metrics </li></ul></ul><ul><ul><li>Condition of walls, floors, equipment </li></ul></ul><ul><ul><li>Visual controls </li></ul></ul>
  8. 8. First Impression: Work Area
  9. 9. First Impression: Work Area
  10. 10. First Impression: Plant Main Aisle
  11. 11. First Impression: Associate’s Workstation
  12. 12. Material Storage
  13. 13. Employee Morale: Break Area
  14. 14. Poor Workplace Organization Means Waste <ul><li>Unneeded inventory incurs extra inventory-related expenses and obsolescence due to design changes, limited shelf life, etc. </li></ul><ul><li>Extra manpower is needed to manage the growing inventory </li></ul><ul><li>Extra time spent looking for equipment, parts, components, etc. </li></ul><ul><li>Quality defects result from unneeded in-process inventory and machine breakdowns </li></ul><ul><li>Unneeded equipment poses a daily obstacle to production activities </li></ul><ul><li>The presence of unneeded items makes designing factory/office layouts more difficult </li></ul>
  15. 15. Key Characteristics in a 5S Environment <ul><li>An easily understandable layout </li></ul><ul><li>An open view </li></ul><ul><li>A clean atmosphere </li></ul><ul><li>Active management </li></ul>
  16. 16. <ul><li>Improves safety / Reduces accidents </li></ul><ul><li>Reduces downtime </li></ul><ul><li>Enhances operational control of processes </li></ul><ul><li>Creates a healthier corporate climate </li></ul><ul><li>Improves product quality </li></ul><ul><li>Improves efficiency and productivity </li></ul><ul><li>Improves delivery times and assists in reducing costs </li></ul><ul><li>Creates a positive work environment </li></ul><ul><li>Improves customer perceptions </li></ul>5S: Major Benefits Can You Think of Others?
  17. 17. <ul><ul><li>Visually understand: </li></ul></ul><ul><ul><ul><li>workplace organization </li></ul></ul></ul><ul><ul><ul><li>the work process </li></ul></ul></ul><ul><ul><ul><li>when there is an abnormality </li></ul></ul></ul><ul><ul><ul><li>if they are ahead, behind or on schedule </li></ul></ul></ul><ul><ul><li>Without opening a book or without turning on a computer </li></ul></ul><ul><ul><li>Without opening a file drawer </li></ul></ul><ul><ul><li>Without talking to anyone </li></ul></ul>Work Place Organization: Visual Management <ul><li>Create an environment in which anyone can walk into a workplace and visually know the current situation: </li></ul>
  18. 18. Two Workplaces, Two Ways of Communicating HURRY UP! HIDDEN WORKPLACE VISUAL WORKPLACE 7
  19. 19. <ul><li>Controls inventory levels </li></ul><ul><li>Controls lot sizes </li></ul><ul><li>Improves lead time in a Pull System </li></ul><ul><li>Promotes One Piece Flow </li></ul><ul><li>Reduces space by better organization / utilization </li></ul><ul><li>Reduces energy (manual or mechanical) </li></ul><ul><li>Promotes quality </li></ul>Visual Management: Major Benefits
  20. 20. Work Place Organization Philosophy - Summary <ul><li>The condition of the work area is critical to the morale of associates and first impressions of customers </li></ul><ul><li>Respect is reflected in the condition of the work area </li></ul><ul><li>5S and Visual Management apply to any work area </li></ul>
  21. 21. 5S Workplace Organization The Foundation of the Visual Workplace <ul><li>S ort - Eliminate what is not needed </li></ul><ul><li>S traighten - A place for everything and everything in its place </li></ul><ul><li>S hine - Cleaning and looking for ways to keep it clean </li></ul><ul><li>S tandardize - Maintain and monitor the first 3 S’s </li></ul><ul><li>S ustain - Stick to the rules </li></ul>8
  22. 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. 23. Sort <ul><li>Any unused / unneeded items </li></ul><ul><li>Items almost never used </li></ul><ul><li>Items for which no immediate use is planned, but which must be stored on the chance they will be needed later </li></ul><ul><li>Items used frequently </li></ul><ul><li>Discard, throw away ( Red Tag and Segregate) </li></ul><ul><li>(Yellow Tag) Evaluate over time. </li></ul><ul><li>Keep in work area ( Green Tag) </li></ul><ul><li>Use white squares to mark location, or store on tool board or another centralized storage unit </li></ul>Action Check Item
  24. 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. 25. Sort: Workbench Before Sort... After Sort...
  26. 26. Sort: Workstation Before Sort... After Sort...
  27. 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. 28. Straighten Check Item <ul><li>Tool Board </li></ul><ul><li>All moveable objects (equipment, machines, tables, material) </li></ul><ul><li>Machines, equipment </li></ul><ul><li>Visual Aids / Visual Display </li></ul>Action <ul><li>Tools must be replaced when not in use </li></ul><ul><li>Must have markings for proper location </li></ul><ul><li>Show workplace organization </li></ul><ul><li>Must have all parts in place (safety) </li></ul><ul><li>Must have all materials (RM, WIP, FG) located and necessary information in place, updated </li></ul><ul><li>Must be in place and updated </li></ul><ul><li>Open display of all action items and processes under review or performance requirements </li></ul>
  29. 29. Straighten: Tool Storage
  30. 30. Straighten: Material Storage
  31. 31. Straighten: Maintenance Supplies
  32. 32. Straighten: Common Tooling Storage
  33. 33. Straighten: Cleaning Supplies
  34. 34. SHINE CLEAN SWEEP CLEANING AS A FORM OF INSPECTION BUILD VALUE IN EQUIPMENT 17 BUILD PRIDE IN WORK AREAS ELIMINATE DIRT
  35. 35. Shine Check Item <ul><li>Immediate work area </li></ul><ul><li>Shared areas </li></ul><ul><li>Outside areas / grounds </li></ul><ul><li>Paint, coatings on buildings, equipment / machinery and floors </li></ul>Action <ul><li>Sweep, clean, dust zones or (machine, equipment, racks) work areas during down time or idle time, then record on 5S Audit Sheet </li></ul><ul><li>Sweep, clean, dust in shared work zones or work areas during down time or idle time </li></ul><ul><li>Sweep, rake, clean outside areas and grounds as necessary </li></ul><ul><li>Schedule as needed, complete during down time or non-production time </li></ul>
  36. 36. Shine: Covers Prevent Dust
  37. 37. Shine: Clean Walls, Floors, Ceilings
  38. 38. ASSIGN “3S” RESPONSIBILITIES INTEGRATE “3S” DUTIES INTO REGULAR WORK DUTIES CHECK ON “3S” MAINTENANCE LEVEL <ul><li>PREVENTIVE: </li></ul><ul><li>SORTING </li></ul><ul><li>STRAIGHTENING </li></ul><ul><li>CLEANLINESS </li></ul><ul><li>ASK WHY </li></ul>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. 39. Standardize Check Item <ul><li>Consistent with the entire system </li></ul><ul><li>Visual aids or visual control systems </li></ul><ul><li>Visual Workplace </li></ul>Action <ul><li>Follow 5S Audit Sheet and all other visual controls </li></ul><ul><li>Perform regular, scheduled audits </li></ul><ul><li>Submit improvement suggestions </li></ul><ul><li>Stick to the guidelines </li></ul><ul><li>Produce signs, charts, graphs, paint equipment, color coding systems </li></ul><ul><li>Implement standard method for cleaning and maintenance </li></ul><ul><li>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 </li></ul>5S Guidelines 5S Review Schedule
  40. 40. Standardize (cont.) Check Item <ul><li>Leader’s activity </li></ul>Action <ul><li>Make 5S part of normal work activity </li></ul><ul><li>Provide resources </li></ul><ul><li>Reward and recognize good work </li></ul><ul><li>Allow time for 5S activity (monthly, weekly, daily) </li></ul>
  41. 41. Daily Clean-Up 22
  42. 42. Five Point Sorting Check 23
  43. 43. Five Point Straightening Check 24
  44. 44. Five Point Cleanliness Check 25
  45. 45. Standardize: 5S Trend Chart 5S Rating Trend
  46. 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. 47. Sustain Check Item <ul><li>Associate activity </li></ul>Action <ul><li>Maintain self-discipline </li></ul><ul><li>Complete daily/weekly checklists </li></ul><ul><li>Practice until it is a way of life </li></ul><ul><li>Continue to improve </li></ul>
  48. 48. Sustain: Daily Activities
  49. 49. 60 5s Checklist for Manufacturing
  50. 50. 60 5S Checklist for Tool Room
  51. 51. 60 TPM Checklist
  52. 52. Sustain: Periodic Reviews
  53. 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. 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. 55. <ul><li>In a third-rate workplace, Associates leave trash and no one stops to pick it up. </li></ul><ul><li>In a second-rate workplace, Associates leave trash but others pick it up. </li></ul><ul><li>In a first-rate workplace, no one leaves trash but Associates would pick it up if they saw it. </li></ul> Where Are We Now? This is World Class!
  56. 56. <ul><li>Displays history </li></ul><ul><li>Gives people information management wants them to know </li></ul><ul><li>Displays status </li></ul><ul><li>Drives maintaining the status quo </li></ul><ul><li>Can be interesting to look at </li></ul><ul><li>Provides current, up to date information </li></ul><ul><li>Gives people information they need to know to be successful </li></ul><ul><li>Displays abnormalities to anyone clearly </li></ul><ul><li>Drives improvement </li></ul><ul><li>Can alert, prevent, and provide fail-safe processes </li></ul>Visual Controls vs. Visual Displays Visual Display Visual Control
  57. 57. Visual Controls Examples Operator Process Control (OPC) Board Examples
  58. 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. 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. 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. 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. 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. 63. ? 35-IP4 101-RTY 5664-11 831-UI WHAT IS WRONG WITH THIS METHOD OF STORAGE? Product Organization 66
  64. 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. 65. KANBAN SCHEDULING BOARD PART # 128450 PART # 145398 PART # 56701 RAW MATERIAL WITHDRAWAL MFG.. INST. 6 CARD SYSTEM Product Organization 81
  66. 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. 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. 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. 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. 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. 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. 72. More Visual Control Examples Work instructions mounted on a harness jig
  73. 73. More Visual Control Examples Safety instructions mounted on a wire cutting machine. Lubricate and gauge levels clearly marked
  74. 74. More Visual Control Examples Has the nut been tightened to the right point?
  75. 75. War Room
  76. 76. <ul><li>Leadership must LEAD / TEACH / AUDIT! </li></ul><ul><li>Agree to standards in advance </li></ul><ul><li>Document “before and after” (photographs or videos) </li></ul><ul><li>Always involve those directly affected by potential change </li></ul><ul><li>Allow time and provide support for all required follow-ups </li></ul><ul><li>Involve “critical eyes” in the process </li></ul>5S & Visual Management: Lessons Learned
  77. 77. Shop Floor Work Shop Agenda <ul><li>Videotape or photograph area prior to 5S workshop. </li></ul><ul><li>Perform a 5S evaluation. </li></ul><ul><li>Sort through equipment, tools, material, files, etc. Apply red tags to items that are no longer needed. </li></ul><ul><li>Dispose of red tagged items. </li></ul><ul><li>Straighten remaining items. </li></ul><ul><li>Clean equipment, tools, and area. </li></ul><ul><li>Apply visual controls. </li></ul><ul><li>Videotape or photograph area after 5S workshop. </li></ul><ul><li>Perform a 5S evaluation. Compare and post scores. </li></ul>
  78. 78. Shop Floor Work Shop Agenda

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