This document discusses Principle 3 of Lean training - Create Flow. It covers the topics of 5S, process standardization, and continuous flow. 5S is introduced as a method for organizing the workplace with 5 steps - Sort, Set In Order, Shine, Standardize, and Sustain. Process standardization aims to define work standards through three levels - failsafe, steering means, and tools. This helps reduce waste and enables continuous improvement. Continuous flow is discussed as placing products, processes, and information in a steady, uninterrupted flow to reduce lead times and waste. Various strategies are presented for achieving continuous flow, such as layout reorganization, SMED, pulled production, and visual control.

1. T03
BASIC LEAN TRAINING
Principle 3
Create 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:

4. Principle 3
5S
5S: Organization of Work

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!

10. 10
13
23
27
30
47
51
58
62
79
40
1 minute

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

22. 10
13
23
27
30
47
40

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