Brief introduction of 5s and lean manufacturing. 5s implementation procedure Types of waste

1. 5S AND LEAN
MANUFACTURING
Engr.Nouman Ali
AM Production

2. TABLE OF CONTENTS
 Module No 1
• (5s)
• Sort
• Set in Order
• Shine
• Standardize
• Sustain
 Module No 2
• (Lean Manufacturing)
• Basic goals of lean manufacturing
• Type of waste

3. 5s Methodology
5S can identify and reduce “abnormalities” and “waste”,
improve “team work”, “cleanness”, “safety” and “productivity”
 Abnormalities
 Waste
 Team work
 Cleanness
 Safety
 Productivity

4. 5s
S1 SORT
S2 SET IT ORDER
S3 SHINE
S4 Standardize
S5 SUSTAIN

5. 5s Principles

6. Sort
Sorting all workplace items
All tools, gauges, materials, classified then stored
Remove items which are broken, unusable or only
occasionally used

7. Sort
Frequency of use
LOW
High
Average

8. Red Tag Area
Marked specific area for red tags
Give red tag labels to all staff
Sort the things which are not needed and past the
red tag on it.
Store that item in red tag area
Duration (?)

9. Red Tag Area

10. Red Tag Area

11. Red Tag Technique

12. Red Tag Technique

13. Red Tag Technique
Place the all unnecessary in red tag area for one
week
Allow the staff to go in red tag area and observed
that if anything is needed then remove that item
from red tag area

14. Set In Order
 Once you have eliminated all the unneeded items
 Now turn to the left over items
 Place them in some order
 Size or as per work requirement
 Proper layout
 Use color codes for quickly identifying items
 Clearly label each item and its storage area
A place for everything and
everything in its place

15. Set In order

16. Set In Order
Frequency of use
LOW
High
Average
On shop floor
Near to shop
floor
In racks or
store

17. Shadow boards

18. Shadow boards

19. Shadow boards

20. Shine
 Create a spotless workplace
 Identify and eliminate the causes of dust and remove them
 Sweep dust, polish and paint
 Divide area into zones
 Define responsibilities for cleaning

21. Shadow boards

22.  Use dust collecting covers or devices to prevent possible
dust from floor
 Investigating the causes of dust and implement a plan to
eliminate the sources of dust
 Operators clean their own equipment and working area and
perform basic preventive maintenance daily
Shine

23. Shine
Before
After

24.  Generate a maintenance system for first 3s
 Regularly audit all the check points of 3s
Standardize

25. Standardize

26. Sustain
 Create awareness
 Lead by examples
 Motivations & discipline
 Make it a way of life

27. 5s Test
 60 sec rule
 30 sec rule

28. 30 Second Rule
 One must locate the item with in 30 sec if 5s is properly
implemented
 Also apply to electronic record

29. 5s Implementation
P
R
E
P
A
R
T
I
O
N
SORT
SET IN
ORDER
STANDARDI
ZE
SHINE
SUSTAIN
SELF-
ASSESSMENT
(DEPARTMENT
WISE)
CONTINUOUS
IMPROVEMEN
TS
PLAN DO CHECK ACTION

30.  Organize the program committee (PLAN)
 Develop a plan for each S (PLAN)
 Divide factory into zones (PLAN)
 Publicly announcement the start of the program (DO)
 Provide training and education to employees. (DO)
 Select a day and everybody cleanups his/her workplaces/area
(DO)
 Select a day and everybody organizes his/her own workplace.
(DO)
 Evaluate the results of 5s (CHECK)
 Self-examination and take corrected actions. (ACTION)
5s Implementation

31. 5s Implementation

32. 5s Awards
 Best zone
 Best person

33. Lean Manufacturing
 The concept of lean manufacturing was developed
in 1920’s
 Lean manufacturing focuses on reducing waste
 The core idea is to maximize customer value while
minimizing waste

34. LEAN MANUFACURIN

35. “The production of goods using less of
everything by reducing ‘waste’ and
increasing value added activity”
If it doesn’t add value, it adds cost!
What is Lean Manufacturing

36.  Customer value
 Minimizing waste
Lean simply means creating more value for
customer with minimum recourses
What is Lean Manufacturing
Value Waste

37. 1- Improve quality:
Quality can be defined as absence of variation
during process.
Quality can be define as the ability of product
to meet customer’s requirements
2- Eliminate waste:
The activity does not add value during process
3- Reduce total cost:
By reducing waste and non value process and
by improve quality we can reduce the cost
Basic Goals of Lean
Manufacturing

38. CASH !!
Value
Customer:
Low Cost
High quality
Availability

39. SIPOC
 Suppliers
 Inputs
 Processes
 Outputs
 Customers
The SIPOC is flow diagram that display cross-functional
activities in a single diagram

40. SIPOC
SIPOC (CRF)
Supplier Input Processes Output Customer
Management Fund, Specifications Purchasing of R.M Raw Material PCM
Quality Deparment
Quality Inspectors/Incomming
inspection
Raw Materail Ok/Ng Raw materail Store
Store Ok R.M with Requisition form Issuence of R.M Ok R.M
Production
Department
Production Dpt
Moulding section, Injection
moulding machine , Cutting ,
labour etc
Moulding , Triming ,
packing
Cover Rear Frame
Body
Final inpestion/
Quality gate/
Online inspection
Final inspection Inspection methods , time Inspection of CRF Ok CRF Store
Store Storing of CRF in store Materail handling Invetory of CRF Honda
Store Material Transportation
Material transportation to
AHL
DC (with AHL stamp) Honda

41. Types of wastes
Basically there are eight types of wastes
 Transportation
 Inventory
 Motion
 Waiting time (Bottle neck)
 Over Production
 Over Process
 Defects (Scrap & rework)
 Under-utilized staff

42. Transportation
Common Causes:
 Poor Layout (Large distance b/w operations)
 Lengthy or complex material handling
 Multiple storage locations
Examples:
 Transportation of products from one functional area to another
 Moving of employs for printing documents

43. Inventory
Any supply in excess quantity
Common causes:
 Over production
 Dormant items
 Poor layout
Examples:
 Raw material in excessive quantity

44. Motion
Any moment of peoples and machine that does not add value to the
product
Common causes:
 Poor Workstation layout
 Poor housekeeping
 Shared tools
 Workstation Congestion
Examples:
 Walking of helper to get the tools from other department (shared tools)
 Motion of helper to get sub-assembly parts for assembly operation

45. Waiting Time
Operator waiting for machine
Machine waiting for operator
Waiting of parts, material, cutters, maintenance ETC
Common causes:
 Poor man-machine condition
 Machine breakdown
 Insufficient staff
 Mismatched Production rates

46. Waiting Time
Examples:
 Waiting for breakdown to be resolved
 Bottle Neck
 Operator waiting or working slowly

47. Over Production
Producing more then requirement
Common causes:
 Large batch size
 Wrong Production planning
Examples:
 Extra production then customer need

48. Over Process
Doing more then customer need
Extra process which are not required
Common causes:
 Unclear quality standards
 Equipment over designed
 Lack of standard work
Examples:
 Overheating
 Over polishing
 Too tight tolerance

49. Defects
Defective or scrap materials
Rework
Common causes:
 Use of incompetent manpower
 Lack of standard work procedure
 Lack of skills
 No proper inspection of raw material
 Damage during material handling

50. Defects
Examples:
 Parts damaged due to excessive heat
 Damaged due to storage
 Missing bush and grommets due to lack of control
 Parts assembled with incorrect orientation

51. Under Utilized People
Selecting right person for right job
Common causes:
 Inappropriate policies
 Management does not involve employees in problem solving
 Losing good operators & having bad supervisor
Examples:
 Lack of job knowledge
 Problem solving just by management
 Wrong person place by management

52. Target

53. Target

54. Target

55. Target

56. Target

57. TANKS 