Академический Документы
Профессиональный Документы
Культура Документы
Dr David J. Newlands
IESEG
2016
Recommended Readings
http://www.amazon.co.uk/Inquiry-Nature-CausesNationsebook/dp/B00847CE6O/ref=sr_1_1?s=digitaltext&ie=UTF8&qid=1372335262&sr=11&keywords=adam+smith
http://www.amazon.co.uk/Shop-Managementebook/dp/B0084AH2X6/ref=sr_1_1?s=digitaltext&ie=UTF8&qid=1372335518&sr=11&keywords=shop+management
http://www.amazon.co.uk/The-PrinciplesScientific-Managementebook/dp/B0082Y8IWS/ref=pd_sim_kinc_2
Key Benefits
Double productivity with the same number
of people. Double the sales revenue?
Lower unit costs no unnecessary work
done, reduced scrap and re-work,
Faster door to door time reduced cost of
holding stock (EOQ), reduced buy to sell
time,
Make to order, reduced price decay, faster
response to actual sales
Involve everyone
Continuous
improvement
17
JIT as a method of
planning and control
Pull scheduling
Kanban control
Levelled scheduling
Mixed modelling
Synchronisation
18
Now
Later
Others do it
High
Low
You do it
IMPORTANCE
URGENCY
High
Low
DO
Needed now
Make now,
Respond fast
DELAY
DELEGATE
Outsource
Purchase
Needed later
Make later
DITCH
Type 1 Muda
Stop doing it
Type 2 Muda
Redesign
Approaches to Productivity
Traditional Approach
5%
VALUE-ADD
95%
WASTE
Focus on Value-added
Resources Through
Methods Improvement
Work Study
Automation
JIT Approach
Focus on the 95%
Non Value-Added
Resources Through
Total Quality Management
Total Waste Elimination
Enforced Problem Solving
Total Involvement
Source: ATKEARNEY 21
22
Inaccurate Ordering
Intended
Order
Actual
50000
Bad
Design
Lengthy
Setups
Inefficient
Layout
25
Poor
Quality
Machine
Breakdown
Unreliable
Supplier
Bad
Design
Lengthy
Setups
Inefficient
Layout
26
Poor
Quality
Machine
Breakdown
Unreliable
Supplier
27
28
29
Space Needed
Space Used
How long will it take between making this pack, and the customer actually using it?
Time between making/printing, and being paid
Space occupied square meters of ground space annual cost apportionned?
Will the printed material have to be thrown away because it is too old?
http://www.fhiplantservices.com/go2/wareho
use-services.cfm
Automated
Warehouse
Driverless
AGVs
Pro Warehouses
Against Warehouses
Lean
Perspective
httpwww.chezpilou.infopublicInclassables.g
ofirafe_obese_m.jpg
too
much stock
37
5Ys
Why? Why? Why? Why? Why?
Wining!
5S
&
The Visual Workplace
Airports
Supermarkets
Drivers Seat
Simplify
SIMPLIFY
DETERMINE WHAT IS
NECESSARY &
UNNECESSARY &
DISPOSE OF THE
LATTER.
The Vision
The Benefits
SAFETY
Reduced Risk Of:
Trips, Cuts, Burns
Falling Objects
Fire Hazards
EFFICIENCY CONTROL
Reduced:
Searching Time
Movement
WIP, Lost Items
Transportation
Improved:
Control of Work
Flow of Work
Visibility
Introduction To 5S
Seiri:
Seiton:
Seiso:
5S Exercise
SORT
SORT
PROVIDE A
CONVENIENT,SAFE &
ORDERLY PLACE FOR
EVERYTHING & KEEP IT
THERE
SORT
The Red Tag Attack
IF:
It Is Used Everyday: DONT TAG.
Item Is Not Used Regularly: TAG
Item Is Needed BUT Unsafe: TAG FOR REPAIR
You Dont Know What It Is: TAG IT
SORT
The Red Tag Attack
Establish Holding Area!
Pause!
Gain Consensus
Tell Accounts!
Before Disposal Consider:
Can It Be Recycled?
Does It Need Special Disposal Actions?
Sort
Before
After
Sort
Before
After
Pre 5S
Post 5S
SET
Give Everything A Logical Home
Frequent = Close
&
Avoid Making Life Harder:
Waste of Motion/Transport
Consider:
How Can We Minimise Waste & Mistakes
SET
SET
Set In Order
Before
After
Set In Order
Before
After
Shadow Boards
SET
Control Your
Processes Visually
SET
SET
Hierarchy of
Control
Physical
Please
Stop
Please
Stop
Verbal
Visual
SHINE
Make Less Mess!
Fix Leaks, Rattles & Shakes
Involve Everybody In Shine
Practice
The 5 Minute Shine
STANDARDISE
ORGANISATION OF THE
WORKPLACE TO PRODUCE A
STANDARD WORKING PRACTICE.
Find The Best Way !
Make It Standard & Visual!
THE 5S SYSTEM.
THE FOURTH STEP.
ESTABLISHMENT OF A
CLEAN & CHECK
ACTIVITY.
TO INCLUDE
PREVENTION OF
BREAKDOWNS
THE 4TH S
SWEEPING...
Systematic Cleaning
Before
After
Before Implementing 5S
After Implementing 5S
THE 5S SYSTEM.
THE 5TH STEP.
THE ACT OF MAKING
OPERATORS AWARE &
BEING MADE
RESPONSIBLE FOR THEIR
OWN AREAS.
THE FIFTH STEP SELF
DISCIPLINE...
STICK
Tools To Use:
Personal Checklists
Management By Walking About (MBWA)
Audits
Remember:
Find The Root Cause
THE 5S SYSTEM.
BENEFITS.
CUSTOMER CONFIDENCE.
IMPROVED WORKING
ENVOIRONMENT
SAFER WORKPLACE
IMPROVED SPACE
UTILISATION
IMPROVED QUALITY...
THE 5S SYSTEM.
THE 5S SYSTEM
1 TAGGING
2 AUCTION
3 STANDARDIZE
4 TRAIN
5 CLEAN & CHECK
6 AUDIT-AUDIT-AUDIT...
AUDIT - AUDIT
AUDIT - AUDIT
RE TAG
RE AUCTION
RE STANDARDISE
RE TRAIN
RE AUDIT...
Visible
Measures
THE REALLY BIG BOARD
SERVICE
PRODUCTIVITY
QUALITY
PLAN ATTAINMENT
SKILLS MATRIX
TASK
Jones
Smith
Pearson
Gregory
McGregor
Consistent
Local
Visible
Timely
Owned
Understood
Audited !!
Quality
Information
Materials
Equipment
Machine
Training
Systems
Layout
Cost
Delivery Safety
Moral
Typical 5S Board
Awards
Team Photo
Level of
Excellence
Layout
Before
Layout
After
Audit Status
Area
Plans
5S Action
Plan
THE 5S SYSTEM.
EXERCISE
ANALYSE
TAG
AUCTION
STANDARDISE
CLEAN & CHECK
TRAIN
AUDIT...
Summary of Actions
1. Build the foundations - follow & carry out 1 - 3s. 5s Auditing
will provide you with the frequency at which you return to the
first 3 stages.
Frequency = weekly
6. Hold QCDSM sessions - Frequency = weekly, or according to the priorities set by the Audit
ratings
7. Update and publicise the QCDSM Action Item Registers - Frequency = weekly
Key Outputs
Utilise QCDSM Boards
Local Operating Boards Weekly/Hourly
Productivity & Quality
Targets/OEE/Rejects/Sickness
Bragging Board - Successes/Smilie
Faces/Birthdays
Clear Kanbans
Visual signage
Audit/Task responsibility
THE 5S SYSTEM.
YOU ARE NOW
QUALIFIED
PRACTITIONERS OF
THE 5S SYSTEM
GO & DO IT...