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T03
BASIC LEAN TRAINING
Principle 3
Create Flow
Objectives
The objectives of this chapter are:
Explain the system of how to standardize
the process as part of continuous flow
Principle 3
CREATE FLOW
 5S
 Process standardization
 Continuous flow
Tools:
Principle 3
5S
5S: Organization of Work
Principle 3
5S
5S origin
 Conceived in the 1950s, in postwar Japan;
 The need to organize the Country and Industry was
enormous, leading to the development of the 5S
program by Kaoru Ishikawa;
 Nowadays it is known and adopted by the great
majority of organizations, as a tool of continuous
improvement.
Principle 3
5S
What is it?
It’s a method for creating a clean
and orderly work station, so that
waste or something out of the
ordinary is immediately visible.
Principle 3
5S
What is it?
 5 steps that aim to simplify and facilitate our day-to-day work
 An exercise in managing the work environment
 Promote the continuous growth of people and therefore, the
commitment to the integral improvement of the environment
and working conditions.
 Form the basis for increasing productivity and quality
Principle 3
5S
Why Organization and Tidiness?
 Identifies the causes of failure
 Improves the work environment, satisfaction and
well-being in the workplace
 Safety increases
 Quality increases
 Increases the knowledge of employees
Principle 3
5S
It’s not a Cleaning Campaign!
10
13
23
27
30
47
51
58
62
79
40
1 minute
1 S  Seiri (整理)
Select and eliminate
what is not needed
(Sort )
Organize (Set in order )
One place for each item and
everything in it’s own place
5 S  Shitsuke (躾)
2 S  Seiton(整頓)
3 S Seisō (清掃)
Clean and maintain clean (Shine)
4 S  Seiketsu (清潔)
Standardize (create
processes to maintain
the 3 previous Steps)
Maintain (Sustain)
(use regular audits to maintain
discipline)
1
2
3
4
5
Principle 3
5S
Keep
necessary
items
Eliminate
unnecessary
items
 X
Principle 3
5S
1st S  Seiri: Sort
Excess amount
file or delete
Some advantages:
 Larger and useful space
 Visualisation
 Reduction of costs
Objectives:
 Avoid excesses and wastes of any
nature
 Use resources as needed
 Keep only the necessary objects and
data in the workplace
Principle 3
5S
1st S  Seiri: Sort
How to do it
1 - Mark the objects that are not really used with
a red dot, using stickers or spray paint.
Principle 3
5S
1st S  Seiri: Sort
Eliminate those
objects
How to do it
2 – Use of Red tag placed in each article:
 Indication of a reason for marking it
 Indication of a proposal for action
 Decision Making
Principle 3
5S
1st S  Seiri: Sort
Principle 3
5S
1st S  Seiri: Sort
How to do it
3 - Objects marked with a card are provisionally stored
separately (temporary storage, quarantine area)
 Clarify future use within the space of one week after
marking.
 Disposal of unused warehouse objects no later than
one week.
Principle 3
5S
1st S  Seiri: Sort
10
13
23
27
30
47
40
Only numbers from 1 until 49 were selected
 A place for every item and every item on it’s
place
 Organize according to need of use
 Sort by priorities / action (decide / archive)
 Identify the storage location
Principle 3
5S
2nd S  Seiton: Organize
Principle 3
5S
2nd S  Seiton: Organize
Some advantages:
 Better security conditions
 Saving time in object search
 Less physical tiredness
 Improved flow of people, information and
materials
 Easier to find objects and information
Objective:
 To have a system to store and quickly locate
what is used
 Have a functional and practical layout
 Use visual communication
 Ensure safe conditions
Used constantly
Used ocasionally
Used rarely
At hand
Near the work place
Outside work place
Principle 3
5S
2nd S  Seiton: Organize
How to achieve it
10
13
23
27
30
47
40
Objectives:
 Increase work efficiency
 Increase worker motivation
 Create a pleasant atmosphere in the
workplace
Principle 3
5S
3rd S  Seiso: Clean
 Raise awareness of quality
 Improve product or service quality
 Eliminate any dirt, acting on the
sources of contamination
Some advantages:
 Visualization
 Prevention of accidents
(falls due to spills)
 Increases the quality of the workstation
Principle 3
5S
3rd S  Seiso: Clean
 Increases employee satisfaction
 Good image of the organization
How to achieve:
 Educate in how to prevent dirt
 Clean what is dirty
 Inspect while cleaning
 Discover and eliminate sources of dirt
Principle 3
5S
3rd S  Seiso: Clean
 Dispose of trash containers widely.
 Create hygiene and safety conditions
 Create cleaning plans
“Rounded corners so that dirt & trash is not accumulated“
Inclined roof
Principle 3
5S
3rd S  Seiso: Clean
10
13
23 27 30
47
40
2nd S  Organize 1 - 49
Objectives:
 Define organization standards and
procedures
 Maintain order to avoid creating waste
 Create habits and rules
Principle 3
5S
4th S  Seiketsu: Standardize
 Everyone knows exactly what to do
 Always put the same things in the
same place
 Create standards for comparison
Blue corner
Mobile items
Red corner
Items for scrap
Green corner
Fixed items
Example: Floor markings
Principle 3
5S
4th S  Seiketsu: Standardize
“Color-coded and cover that
protect against dirt building-up”
Principle 3
5S
4th S  Seiketsu: Standardize
10
13
23 27 30
47
40
4th S  Standardize
Objectives:
 Being commited to:
• Company culture
• Standards, rules, procedures
 Look for improvements, always!
 Share vision & mission with transparency
 Recognize effort and encourage creativity
Principle 3
5S
5th S  Shitsuke: Maintain/Discipline
 Improve communication in general
 Assign responsibilities and give
authority
 Educate yourself and educate others
continuously
 Have patience and persistence in
education and training
Principle 3
5S
5th S  Shitsuke: Maintain/Discipline
Audit System
compare reality to the standard
involve cross-functional teams
use checklists
use visual systems for nonconformities
How to do it
Principle 3
5S
After 5S interventionBefore
Principle 3
CREATE FLOW
 5S
 Process standardization
 Continuous flow
Tools:
Process standardization:
Quality of standards designed
in a pyramid of three levels
FAILSAFE
STEERING MEANS
TOOLS
The power of standardization is therefore...
1) Make deviations visible. 2) Taking over work
or train new employees
3) No improvement without standard.
Improvement
Without With standaridization
.
When determining a standard, pay attention to:
1. How do the employees work?
5W1H: Who, What, Where, When, Why AND How?
2. How do the employees work together?
Tasks and authorization are clear
Work division is clear
3. How is the communication & material flow?
Fixed, simple and direct routes.
4. Is there continuous improvement?
Clear deviations/abnormalities?
Correcting and using preventive actions.
Correcting and using preventive actions.
Process standardization
Task standardization
 T03-Ga Numbers game
 T03-Gb Paper plane
Principle 3
CREATE FLOW
 5S
 Process standardization
 Continuous flow
Tools:
Place the products, processes, services and information in a
Continuous Flow
Principle 3
Continuous Production
Advantages:
 Reduced response and delivery time
 Reduced shipping and storage time
 Speed ​​in defect detection
 Reduction of intermediate buffers (zero
buffers is ideal, but ...)
 Reduction of costs
Production based on
continuous flow has a
minimum of waste
Principle 3
Continuous Production
Boat  flow
Lead Time
Submerged rocks  Camouflaged problems
Visible rocks  Problems
Lead Time
Visible rocks  Flow stop
Excess inventory
Continuous flow
paradigma
Lead Time reduction
Problems appear
Stop Production
Problem resolution
Waste disposal
Principle 3
Continuous Production
Strategies to obtain Continuous flow (examples):
Learn to see (genchi genbutsu)
Principle 3
Continuous Production
Identify Waste
- Learn to see (genchi genbutsu)
- Layout Reorganization
- Single Minute Exchange of Dies
(SMED)
- Pulled Production
Principle 3
Continuous Production
- Supermarkets
- Kanban
- FIFO
- Cycle time balancing
according to takt time
- Standardization
- Visual control
- Problem solving
tools
- 5S
Strategies to obtain Continuous flow (examples):
LEAN FOR WORK AND LEAN FOR LIFE
Train the trainer to teach Lean skills in VET

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Lean for work and Lean for life - 3 - Continuous flow

  • 2. Objectives The objectives of this chapter are: Explain the system of how to standardize the process as part of continuous flow
  • 3. Principle 3 CREATE FLOW  5S  Process standardization  Continuous flow Tools:
  • 5. Principle 3 5S 5S origin  Conceived in the 1950s, in postwar Japan;  The need to organize the Country and Industry was enormous, leading to the development of the 5S program by Kaoru Ishikawa;  Nowadays it is known and adopted by the great majority of organizations, as a tool of continuous improvement.
  • 6. Principle 3 5S What is it? It’s a method for creating a clean and orderly work station, so that waste or something out of the ordinary is immediately visible.
  • 7. Principle 3 5S What is it?  5 steps that aim to simplify and facilitate our day-to-day work  An exercise in managing the work environment  Promote the continuous growth of people and therefore, the commitment to the integral improvement of the environment and working conditions.  Form the basis for increasing productivity and quality
  • 8. Principle 3 5S Why Organization and Tidiness?  Identifies the causes of failure  Improves the work environment, satisfaction and well-being in the workplace  Safety increases  Quality increases  Increases the knowledge of employees
  • 9. Principle 3 5S It’s not a Cleaning Campaign!
  • 11. 1 S  Seiri (整理) Select and eliminate what is not needed (Sort ) Organize (Set in order ) One place for each item and everything in it’s own place 5 S  Shitsuke (躾) 2 S  Seiton(整頓) 3 S Seisō (清掃) Clean and maintain clean (Shine) 4 S  Seiketsu (清潔) Standardize (create processes to maintain the 3 previous Steps) Maintain (Sustain) (use regular audits to maintain discipline) 1 2 3 4 5 Principle 3 5S
  • 12. Keep necessary items Eliminate unnecessary items  X Principle 3 5S 1st S  Seiri: Sort Excess amount file or delete
  • 13. Some advantages:  Larger and useful space  Visualisation  Reduction of costs Objectives:  Avoid excesses and wastes of any nature  Use resources as needed  Keep only the necessary objects and data in the workplace Principle 3 5S 1st S  Seiri: Sort
  • 14. How to do it 1 - Mark the objects that are not really used with a red dot, using stickers or spray paint. Principle 3 5S 1st S  Seiri: Sort Eliminate those objects
  • 15. How to do it 2 – Use of Red tag placed in each article:  Indication of a reason for marking it  Indication of a proposal for action  Decision Making Principle 3 5S 1st S  Seiri: Sort
  • 16. Principle 3 5S 1st S  Seiri: Sort
  • 17. How to do it 3 - Objects marked with a card are provisionally stored separately (temporary storage, quarantine area)  Clarify future use within the space of one week after marking.  Disposal of unused warehouse objects no later than one week. Principle 3 5S 1st S  Seiri: Sort
  • 18. 10 13 23 27 30 47 40 Only numbers from 1 until 49 were selected
  • 19.  A place for every item and every item on it’s place  Organize according to need of use  Sort by priorities / action (decide / archive)  Identify the storage location Principle 3 5S 2nd S  Seiton: Organize
  • 20. Principle 3 5S 2nd S  Seiton: Organize Some advantages:  Better security conditions  Saving time in object search  Less physical tiredness  Improved flow of people, information and materials  Easier to find objects and information Objective:  To have a system to store and quickly locate what is used  Have a functional and practical layout  Use visual communication  Ensure safe conditions
  • 21. Used constantly Used ocasionally Used rarely At hand Near the work place Outside work place Principle 3 5S 2nd S  Seiton: Organize How to achieve it
  • 23. Objectives:  Increase work efficiency  Increase worker motivation  Create a pleasant atmosphere in the workplace Principle 3 5S 3rd S  Seiso: Clean  Raise awareness of quality  Improve product or service quality  Eliminate any dirt, acting on the sources of contamination
  • 24. Some advantages:  Visualization  Prevention of accidents (falls due to spills)  Increases the quality of the workstation Principle 3 5S 3rd S  Seiso: Clean  Increases employee satisfaction  Good image of the organization
  • 25. How to achieve:  Educate in how to prevent dirt  Clean what is dirty  Inspect while cleaning  Discover and eliminate sources of dirt Principle 3 5S 3rd S  Seiso: Clean  Dispose of trash containers widely.  Create hygiene and safety conditions  Create cleaning plans
  • 26. “Rounded corners so that dirt & trash is not accumulated“ Inclined roof Principle 3 5S 3rd S  Seiso: Clean
  • 27. 10 13 23 27 30 47 40 2nd S  Organize 1 - 49
  • 28. Objectives:  Define organization standards and procedures  Maintain order to avoid creating waste  Create habits and rules Principle 3 5S 4th S  Seiketsu: Standardize  Everyone knows exactly what to do  Always put the same things in the same place  Create standards for comparison
  • 29. Blue corner Mobile items Red corner Items for scrap Green corner Fixed items Example: Floor markings Principle 3 5S 4th S  Seiketsu: Standardize
  • 30. “Color-coded and cover that protect against dirt building-up” Principle 3 5S 4th S  Seiketsu: Standardize
  • 31. 10 13 23 27 30 47 40 4th S  Standardize
  • 32. Objectives:  Being commited to: • Company culture • Standards, rules, procedures  Look for improvements, always!  Share vision & mission with transparency  Recognize effort and encourage creativity Principle 3 5S 5th S  Shitsuke: Maintain/Discipline  Improve communication in general  Assign responsibilities and give authority  Educate yourself and educate others continuously  Have patience and persistence in education and training
  • 33. Principle 3 5S 5th S  Shitsuke: Maintain/Discipline Audit System compare reality to the standard involve cross-functional teams use checklists use visual systems for nonconformities How to do it
  • 34. Principle 3 5S After 5S interventionBefore
  • 35. Principle 3 CREATE FLOW  5S  Process standardization  Continuous flow Tools:
  • 36. Process standardization: Quality of standards designed in a pyramid of three levels FAILSAFE STEERING MEANS TOOLS
  • 37. The power of standardization is therefore... 1) Make deviations visible. 2) Taking over work or train new employees 3) No improvement without standard. Improvement Without With standaridization .
  • 38. When determining a standard, pay attention to: 1. How do the employees work? 5W1H: Who, What, Where, When, Why AND How? 2. How do the employees work together? Tasks and authorization are clear Work division is clear 3. How is the communication & material flow? Fixed, simple and direct routes. 4. Is there continuous improvement? Clear deviations/abnormalities? Correcting and using preventive actions.
  • 39. Correcting and using preventive actions. Process standardization Task standardization
  • 40.  T03-Ga Numbers game  T03-Gb Paper plane
  • 41. Principle 3 CREATE FLOW  5S  Process standardization  Continuous flow Tools:
  • 42. Place the products, processes, services and information in a Continuous Flow Principle 3 Continuous Production
  • 43. Advantages:  Reduced response and delivery time  Reduced shipping and storage time  Speed ​​in defect detection  Reduction of intermediate buffers (zero buffers is ideal, but ...)  Reduction of costs Production based on continuous flow has a minimum of waste Principle 3 Continuous Production
  • 44. Boat  flow Lead Time Submerged rocks  Camouflaged problems Visible rocks  Problems Lead Time Visible rocks  Flow stop Excess inventory Continuous flow paradigma Lead Time reduction Problems appear Stop Production Problem resolution Waste disposal Principle 3 Continuous Production
  • 45. Strategies to obtain Continuous flow (examples): Learn to see (genchi genbutsu) Principle 3 Continuous Production Identify Waste
  • 46. - Learn to see (genchi genbutsu) - Layout Reorganization - Single Minute Exchange of Dies (SMED) - Pulled Production Principle 3 Continuous Production - Supermarkets - Kanban - FIFO - Cycle time balancing according to takt time - Standardization - Visual control - Problem solving tools - 5S Strategies to obtain Continuous flow (examples):
  • 47. LEAN FOR WORK AND LEAN FOR LIFE Train the trainer to teach Lean skills in VET