5S and Visual Management: Krishna Heda

5S and Visual Management
Krishna Heda
Krishna Heda
Copyright © 1997 – 2004 Duplication of This Document is Prohibited Without the Written Consent of ISP Software Integrated Solution Providers Software, Inc.
Operations Strategy
Lean Manufacturing
Six Sigma
Continuous Flow / U Shaped Cells
Customer Focused Synchronous Production (JIT)
Reduction of Variation Pull Systems (Kanban)
Defect Reduction Production Smoothing
Process Capability Level Production / Line Balance (hiejunka)
Critical to Customer - CTS – CTC, CTQ,CTP,CTD Value Stream Mapping
Produce to Takt Time
Metrics
DPU Metrics
DPMO DTD
RTY OEE
Sigma Level FTT
BTS
World Class Manufacturing
Management Systems
QS-9000
ISO 14001 Kaizen (Continuous Improvement)
MOS - Roadmaps Standardize Work / Shop Floor Kaizen
Program Management Problem Solving- PDCA
Product Focus / Bench Marking Jidoka - Autonomation, PokaYoke, Andon
DFA/DFM Mistake proofing -PokaYoke
VA/VE Work Place Organization - 5S
Purchasing Savings Visual Factory - Accountability, Pace Boards
MRO Consignment TPM
MRP / Capacity Planning Quick Change - SMED
Maint Mgt System (MPII, Lean Assessment
n
ize
Mainsaver) Process Certification
Lessons Learned Ka
Operations Model
Agenda
 Introduction  Implementation
− Objectives − 5S
− Visual Management
− Best Practices
 Philosophy
− Work Place Organization
 Shop Floor Event
 First Impression
 Cost
 5S
 Visual Management
Krishna Heda
Objectives
As a result of attending this module, you will be able to:
 Recognize and/or create a model work environment
 Participate in, encourage, support, and promote the

implementation of 5S and visual management
 Recognize the potential for using 5S and visual

management as a continuous improvement tool
Krishna Heda
Work Place Organization
- Philosophy
•First Impression
•Cost of Poor Work Place Organization
•Two Segments of Work Place
Organization
Sort
•5S - 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
•Visual Management
First Impressions
“You never get a

second chance to
create a first
impression.”
First Impression:
Condition of Work
Area
 What does the workplace tell the customer and associates?
 Items to consider:
− Openness of work area
− Color coordination
− Straight lines (desks, benches, equipment, walls, power
drops)
− Product displays
− Performance metrics
− Condition of walls, floors, equipment
− Visual controls
Krishna Heda
First Impression:
Work Area
First Impression:
Work Area
First Impression:
Plant Main Aisle
First Impression:
Associate’s
Workstation
Material Storage
Employee Morale:
Break Area
Poor Workplace
Organization
Means Waste
 Unneeded inventory incurs extra inventory-related expenses and

obsolescence due to design changes, limited shelf life, etc.
 Extra manpower is needed to manage the growing inventory
 Extra time spent looking for equipment, parts, components, etc.
 Quality defects result from unneeded in-process inventory and

machine breakdowns
 Unneeded equipment poses a daily obstacle to production activities
 The presence of unneeded items makes designing factory/office

layouts more difficult
Krishna Heda
Key
Characteristics in
a 5S Environment
 An easily understandable
layout
 An open view
 A clean atmosphere
 Active management
Krishna Heda
5S:
Major Benefits
Can You Think  Improves safety / Reduces accidents

of Others?  Reduces downtime
 Enhances operational control of processes
 Creates a healthier corporate climate
 Improves product quality
 Improves efficiency and productivity
 Improves delivery times and assists in reducing costs
 Creates a positive work environment
 Improves customer perceptions
Krishna Heda
Work Place Organization:
Visual Management
•Create an environment in which anyone can walk into a

workplace and visually know the current situation:
− Visually understand:
 workplace organization
 the work process
 when there is an abnormality
 if they are ahead, behind or on
schedule
− Without opening a book or without
turning on a computer
− Without opening a file drawer
− Without talking to anyone
Krishna Heda
Two Workplaces,
Two Ways of
Communicating
HURRY
UP!
P/N 4370168
Due 4/27 Completed
21 13
HIDDEN WORKPLACE VISUAL WORKPLACE

7
Krishna Heda
Visual Management:
Major Benefits
 Controls inventory levels
 Controls lot sizes
 Improves lead time in a Pull System
 Promotes One Piece Flow
 Reduces space by better organization / utilization
 Reduces energy (manual or mechanical)
 Promotes quality
Krishna Heda
Work Place Organization
Philosophy - Summary
 The condition of the work area is critical to the morale of

associates and first impressions of customers
 Respect is reflected in the condition of the work area
 5S and Visual Management apply to any work area
Krishna Heda
5S Workplace Organization
The Foundation of the Visual Workplace
 Sort - Eliminate what is not

needed
 Straighten - A place for everything

and everything in its place
 Shine - Cleaning and looking for

ways to keep it clean
 Standardize - Maintain and monitor the

first 3 S’s
 Sustain- Stick to the rules
Krishna Heda
8Copyright © 1997 – 2004 Duplication of This Document is Prohibited Without the Written Consent of ISP Software Integrated Solution Providers Software, Inc.
DIVIDE ITEMS INTO
RED TAG STRATEGY Three CATEGORIES:
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
1. Discard Disposal
Disposal method: 2. Return complete
3. Move to red-tag storage site (signature )
4. Move to separate storage site
5. Other
Posting date: Disposal date:
ATTACH TO ALL
UNNECESSARY ITEMS
NECESSARY UNNECESSARY
SORT DISCARD
CATEGORIZE UNNECESSARY
NECESSARY ITEMS: ITEMS
* RARELY USED
* OCCASIONALLY USED
* FREQUENTLY USED
9
Sort
Check Item Action

 Any unused / unneeded − Discard, throw away (Red Tag and Segregate)
items
 Items almost never used

− (Yellow Tag) Evaluate over time.
 Items for which no
immediate use is
planned, but which must
be stored on the chance
they will be needed later
− Keep in work area (Green Tag)
 Items used frequently − Use white squares to mark location, or store on tool
board or another centralized storage unit
Krishna Heda
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
1. Discard Disposal
Disposal method:
2. Return complete
3. Move to red-tag storage site (signature )
4. Move to separate storage site
5. Other
Posting date: Disposal date:
10
Sort:
Workbench
Before Sort...
After Sort...
Sort:
Workstation
Before Sort...
After Sort...
IDENTIFICATION DETERMINE LOCATION
LINES FOR NEEDED ITEMS
CUTTER
INSERTS
124GF 12HJF 12HJF 12HJF 12HJF 12HJF 12HJF
2HJF 12HJF 12HJF 12HJF 12HJF 12HJF 12HJF
STRAIGHTEN POINT OF
VISUAL LOCATIONS USE STORAGE
PW2000 FIXTURES
2A4397
3A9674
13 2B4659
Straighten
Check Item Action
 Tool Board − Tools must be replaced when not in use
 All moveable objects − Must have markings for proper location

(equipment, machines, − Show workplace organization
tables, material)
 Machines, equipment − Must have all parts in place (safety)

− Must have all materials (RM, WIP, FG) located and
necessary information in place, updated
 Visual Aids / Visual − Must be in place and updated

Display − Open display of all action items and processes
under review or performance requirements
Krishna Heda
Straighten:
Tool Storage
Straighten:
Material Storage
Straighten:
Maintenance
Supplies
Straighten:
Common Tooling Storage
Straighten:
Cleaning Supplies
BUILD PRIDE IN
WORK AREAS
ELIMINATE DIRT
SHINE
SWEEP
BUILD VALUE
CLEANING AS A FORM
IN
OF INSPECTION
EQUIPMENT
Krishna
Copyright © 1997 –Heda
2004 Duplication of This Document is Prohibited Without the Written Consent of ISP Software
CLEAN
Integrated Solution Providers Software, Inc.
17
Shine
Check Item Action

 Immediate work area − Sweep, clean, dust zones or (machine, equipment,
racks) work areas during down time or idle time,
then record on 5S Audit Sheet
 Shared areas − Sweep, clean, dust in shared work zones or work

areas during down time or idle time
 Outside areas / grounds − Sweep, rake, clean outside areas and grounds as
necessary
 Paint, coatings on − Schedule as needed, complete during down time or

buildings, equipment / non-production time
machinery and floors
Krishna Heda
Shine:
Covers Prevent
Dust
Shine:
Clean Walls,
Floors, Ceilings
PREVENTIVE: ASSIGN “3S”
RESPONSIBILITIES
• SORTING NAME M T W T F S Su
• STRAIGHTENING Ken
Sonya
Paul
• CLEANLINESS Ross
Mell
Cathy
Jesse
Roger
Ken D.
ASK WHY
Douglas
STANDARDIZE
A State
CHECK ON “3S” INTEGRATE “3S” DUTIES
MAINTENANCE LEVEL INTO REGULAR WORK DUTIES
5 Point Checklist 5 Minute 5S

2 3 7:30 - 7:35
1. xxxxxxxxxx xxxxxxxxxxxxxx xxxxcx lsdfj sdlk dkdie ldslj sdlj f
lsdflj sldkj f 3 3 1S organize xxxxxxxxxxxxx
xxx x x xxx x
2 x x xxxxxxxxxxxxxxxxx xxxx
2 2 2S orderliness xx x xx
x xxx x x xxxxx
3. xxx xx xxxx x x xxxx x xxxxxlsdf lsdkjei lsdkj sdlkj sdl ldf
1 3 3S cleanliness xxxx x x xxxx x
4. xxxxxxxxxx
xx xxxxxx x xxxx x xxxxxxxsdlfkj sdflkj sflkjsdflkj flk
4 4 4S standardize xxxxxxxxxx
5. xxxxx xxx x x xxx xxxx xxxxxsdf,j sdlfjk flsdf ljsd
5S discipline xxxxxxx
2.4 3.0
5S Guidelines
5S Review Schedule
Standardize
Check Item Action
 Consistent with the − Follow 5S Audit Sheet and all other visual controls
entire system − Perform regular, scheduled audits
− Submit improvement suggestions
− Stick to the guidelines
 Visual aids or visual − Produce signs, charts, graphs, paint equipment,

control systems color coding systems
− Implement standard method for cleaning and
maintenance
 Visual Workplace − 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
Krishna Heda
Standardize (cont.)
Check Item Action
 Leader’s activity − Make 5S part of normal work activity
− Provide resources
− Reward and recognize good work
− Allow time for 5S activity (monthly, weekly, daily)
Krishna Heda
Daily Clean-Up
NAME M T W T F S Su
Ken
Sonya
Paul
Ross
Mell
Cathy
Jesse
Roger
Ken D.
Douglas
22
Five Point Sorting Check
P o in ts
D e s c rip tio n
N e e d e d a n d u n n e e d e d ite m s a re m ix e d to g e th e r a t
th e w o rk p la c e
1
It is p o s s ib le (b u t n o t e a s y ) to d is tin g u is h
n e e d e d /u n n e e d e d ite m s .
2
A n y o n e c a n e a s ily d is tin g u is h n e e d e d /u n n e e d e d
ite m s .
3
A ll u n n e e d e d ite m s a re s to re d a w a y fro m th e
w o rk p la c e .
4
C o m p le te ly u n n e e d e d ite m s h a v e b e e n d is p o s e d
o f.
5
Copyright
23 © 1997 – 2004 Duplication of This Document is Prohibited Without the Written Consent of ISP Software Integrated Solution Providers Software, Inc.
Five Point Straightening Check
P o in ts
D e s c rip tio n
I t i s i m p o s s i b l e t o t e ll w h a t g o e s w h e r e a n d i n
w hat am ount
1
It is p o s s ib le (b u t n o t e a s y ) to te ll w h a t g o e s w h e re
a n d in w h a t a m o u n t.
2
T h e r e a r e lo c a t i o n a n d i t e m i n d i c a t o r s f o r a l l t o o l s
a n d g a g e s , a s w e ll a s s u p p lie s a n d m a te ria l
3
V a r io u s te c h n iq u e s ( i.e . c o lo r c o d in g , o u tlin in g ,
e a s y re p la c e m e n t m e th o d s ) a re u s e d to fa c ilita te
4
re p la c in g th in g s p ro p e rly
T o o ls a n d g a g e s a re u n ifie d a n d , w h e n p o s s ib le ,
e lim in a te d . S p e c ific in d ic a to rs s h o w w h a t
5
s u p p lie s a n d m a te ria ls g o w h e re a n d in w h a t
am ount
Copyright © 1997 – 2004
24 Duplication of This Document is Prohibited Without the Written Consent of ISP Software Integrated Solution Providers Software, Inc.
Five Point Cleanliness Check
P o in ts
D e s c rip tio n
T h e w o r k p la c e is le ft d ir ty .
1
T h e w o r k p la c e is c le a n e d o n c e in a w h ile .
2
T h e w o r k p la c e is c le a n e d d a ily .
3
C le a n lin e s s h a s b e e n c o m b in e d w ith in s p e c tio n .
4
C le a n lin e s s (d irt-p re v e n tio n ) te c h n iq u e s h a v e b e e n
im p le m e n te d .
5
Copyright © 1997 – 2004

Standardize:
5S Trend Chart
5S Rating Trend
MANAGERS COMMITTED PROPER
TO 5S TRAINING
5S
asdfsdfs
sdf
sdf
dsfsdfsdfsfdsdfsdf
SUSTAIN
“BUY-IN” FROM
CORRECT PROCEDURES ALL WORKERS
BECOME A HABIT
Copyright © 1997 – 2004

Sustain
Check Item Action

 Associate activity − Maintain self-discipline
− Complete daily/weekly checklists
− Practice until it is a way of life
− Continue to improve
Krishna Heda
Sustain:
Daily Activities
GRINDER / POLISHER
DAILY PREVENTIVE MAINTENANCE
Equipment No.: __________________

Maintained by: ___________________
Power Head
Post Chuck
Splash Polishing Wheel

Ring
Control Panel
Body
Month: _________________
Day
PROCEDURE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Remove dust from air vents/holes.
Wipe Power Head
Check & clean Chuck
Clean Post
Clean Splash Ring
Wash Polishing Wheel
Wipe Body
Wipe Control Panel
Krishna Heda
5s Checklist for Manufacturing
Please check box daily with y (yes) for completed or n (no) for not completed. Please return filled out form to area Lean Pilot.
Daily 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
3
1. Sweep area. 1
2
3
2. Remove trash. 1
2
3
3. Restock for next shift. 1
2
3
4. Clean excess material
1
off of press.
2
3
5. Clear debris from aisle
1
way.
2
6. All fire extinguishers, 3
electrical panels and exits 1
are clear. 2
Weekly 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
3
1. Clean lights. 1
2
3
2. Mop entire work area. 1
2
3. Clean any soiled area on 3
press and auxiliary 1
equipment. 2
3
4. Restock cleaning
1
supplies.
2
Monthly tasks to be com pleted on the 15th of m onth or next applicable day.
Monthly Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec M o n t h ly S c h e d u le
1. Repair any damaged floor tape. 3rd-Jan,Apr,Jul,Oct. 1st-

2. Complete 5-S Audit. Feb,May,Aug,Nov. 2nd-
1st Week 2nd Week 3rd Week 4th Week Mar,Jun,Sep,Dec.
Supervisor or Champion Initials
60 Comments:
5S Checklist for Tool Room
Please check box daily with y (yes) for completed or n (no) for not completed. Please return filled out form to area Lean Pilot.
Daily 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
1. Sweep area.
2. Remove trash.
3. Mop any soiled areas.
4. Clear aisle ways of any debris.
Fire extinguishers, electrical panels, and

5.
emergency exits are clear.
Weekly 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
1. Clean lights.
2. Mop entire work area.

Clean any soiled area on auxiliary
3.
equipment
4. Restock cleaning supplies.
Monthly tasks to be completed on the 15th of month or next applicable day.
Monthly Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1. Repair any damaged floor tape.
2. COMPLETE 5S AUDIT
COMMENTS
Area Champion Signature:______________________________

60
TPM Checklist
Month/Year______/_______ Press#_______ Press 30,31,35
NOTE: Record the actual tem perature from the heat page on the controller for num ber 2.
NOTE: Put a check in the box if the reading is within the m in. or m ax. Otherwis e contact s upervis or if out of control.
Daily Weekly Monthly
2 5 6 7 9 8 8 1 3 4
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
3RD 1ST 2ND 3RD 1ST 2ND 3RD 1ST 2ND 3RD 1ST 2ND 3RD 1ST 2ND ALL ALL ALL ALL ALL
Daily Checks Weekly Checks Monthly checks
2. Oil level 8. Luber level - extra 8. On #31 1. Robot filters
5. Oil level 1st shift:Mon 3. & 4. Cabinet filters
6. Oil filter gauge press #35 only 2nd shift:Wed 1st shift: Jan,Apr,July,Oct
7. Heat exchanger water on 3rd shift:Fri 2nd shift: Feb,May,Aug,Nov
9. Press/mold for water/oil leaks 3rd shift: Mar,June,Sept,Dec
Monthly to be done the 1st Monday
8 7 NOTE: #31 ONLY 8
NOTE: #35 ONLY
4 3 2 1
60
Sustain:
Periodic Reviews
Item # What is the team doing to
Pg 1 of 2
and 5S Evaluation Form Item Score
(0 - 5)
improve to next level?
description
1. Removing All items not required for performing operations are removed
unnecessary items from the work area, only tools and products are present at work
stations.
2. Storage of All cleaning equipment is stored in a neat manner; handy and

cleaning equipment. readily available when needed.
3. Floor cleaning. All floors are clean and free of debris, oil and dirt. Cleaning
of floors is done routinely -- daily at a minimum -- posted schedule.
4. Bulletin boards. All bulletins are arranged in a neat and orderly manner.
No outdated, torn or soiled announcements are displayed.
5. Emergency access 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.
6. Items on floor 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.
7. Aisleways - Aisles and walkways are clearly marked and can be identified at
markings a glance; lines are straight and at a right angles with no chipped or
worn paint.
8. Aisleways - Aisles are always free of material and obstructions; nothing is

maintenance placed on the lines, and objects are always placed at
right angles to the aisles.
9. Storage and Storage of boxes, containers and material is always neat and
arrangement at right angles. When items are stacked, they are never crooked
or in danger of toppling over.
10. Equipment - All machines and equipment are neatly painted; there are no
painting places in the plant less than six feet high that are unpainted.
Subtotal
pg 1
Item # What is the team doing to
Pg 2 of 2
and 5S Evaluation Form Item Score
(0 - 5)
improve to next level?
description
11. Equipment - All machines and equipment are kept clean by routine
cleanliness daily care;
12. Equipment - Controls of machines are properly labeled and critical points for
maintenance daily maintenance checks are clearly marked. Equipment
checksheets are neatly displayed and clean.
Nothing is placed on top of machines, cabinets and equipment;

13. Equipment - nothing leans against walls or columns. Guards and deflectors
storage are used to keep chips and coolant from falling to the floor.
14. Documents - Only documents necessary to the operation are stored at the
storage work stations and are stored in a neat and orderly manner.
All documents are labeled clearly as to content and responsibility

15. Documents - for control and revision. Obsolete or unused documents are
control routinely removed.
16. Tools & gages Tools, gages and fixtures are arranged neatly and stored, kept
arrangement clean and free of any risk of damage.
17. Tools & gages Tools, gages and fixtures are arranged so they can be easily
convenience accessed when changeovers or setups are made.
18. Shelves & benches - Arranged, divided and clearly labeled. It is obvious where things
arrangement are stored; status and condition is recorded.
19. Workbench & Kept free of objects including records and documents. Tools
desk - control and fixtures are clean and placed in their proper location.
There is a disciplined system of control and maintained at the

20. 5S control & highest possible level. It is the responsibility of everyone to
maintenance maintain this system and environment.
Subtotal pg 2
+
Subtotal pg 1
Total : 20 = 5S score
Where Are We
Now?
 In a third-rate workplace, Associates leave trash and no one

stops to pick it up.
 In a second-rate workplace, Associates leave trash but

others pick it up.
 In a first-rate workplace, no one leaves trash but Associates

would pick it up if they saw it.
This is World Class!
Krishna Heda
Visual Controls vs.
Visual Displays
Visual Display Visual Control
 Displays history  Provides current, up to date
information
 Gives people information  Gives people information they

management wants them to know need to know to be successful
 Displays status  Displays abnormalities to anyone

clearly
 Drives maintaining the status quo  Drives improvement
 Can be interesting to look at  Can alert, prevent, and provide

fail-safe processes
Visual Controls
Examples
Operator Process Control (OPC)

Board Examples
Equipment
Performance
Visual Display
Set-up Time
World Class Our Best Our Last

Time Time Time
3:00 5:30 7:30

min min min
41 Krishna Heda
Equipment
Business Unit 8500 Performance
Machine Down Time
600
H
500
o
400
u
r 300
s 200
100
0
W/E W/E W/E W/E W/E W/E
10/02 10/09 10/16 10/23 10/30 11/06
43
Equipment
EAST END MAINTENANCE TEAM Performance
LABOR HOURS FOR T.P.M (LEVEL 2)
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Jun
Jun
Apr
Oct
Oct
Aug
Feb
Aug
Apr-95
Dec
Dec
Feb-97
Overhaul
Emergency Calls
TPM Level 2
TOTAL 13,915 HRS (LEVEL 2 PM’S)

44
People
CELL 235 TEAM MEMBERS Organization
SUE JIM
CELL LEADER
BRIAN
CYNTHIA
PAUL
TOM TED NICOLE
Cell Mission:
To be the lowest cost producer of small machined rings while
consistently meeting customer requirements on quality and delivery.
53
People
STANDARD WORK COMBINATION SHEET Standards
OPERATOR
NUMBER
MODEL NUMBER 12345-67890 master cylinder DATE 2/20 QUOTA PER 690 Manual
AND NAME STANDARD WORK PREPARED SHIFT
Automatic
WORK
SEQUENCE
Master cylinder machining COMBINATION SHEET DEPT. TAKT TIME 40 Walking wwwwww
STEP TIME
NUMBER OPERATION NAME Man. Auto. Walk OPERATION TIME (IN SECONDS)
1 Pick up blank 2 2
2 M110
4 28 2
Unload/load/switch on
3 L210
5 29 2
4 D310
4 27 2
5 T410
3 12 2
6 Measure thread diameter 6 2

7 Put down finished piece 2 2
TOTALS 26 14
54 WALKING
Product
Organization
-IP4
35
?
831-UI 101-RTY
5664-11
WHAT IS WRONG WITH

66 THIS METHOD OF STORAGE?
Product
Organization
SMALL PARTS STORAGE 14C
794-23O 23-56T
101PI
101PI 794-23O 23-56T
101PI 794-23O 23-56T
365-98U
102PI
102PI 199-IO
365-98U
102PI 365-98U 199-IO
103PI 122-O89 199-5RT

103PI 122-O89 199-5RT
103PI 122-O89 199-5RT
67
KANBAN SCHEDULING BOARD Product
6 CARD SYSTEM Organization
RAW MATERIAL MFG..

PART # 128450 PART # 145398 PART # 56701
WITHDRAWAL INST.
Copyright
81 © 1997 – 2004 Duplication of This Document is Prohibited Without the Written Consent of ISP Software Integrated Solution Providers Software, Inc.
Product
Organization
Standard Work Sheet
Master Cylinder 12345-678909
Scope of From Pick up raw material Date prepared
Operations To Finished product or revised:
3
2
L210 M110 1
4
Raw Material
L310
Finished Product
6 Inspect 7
5 T420
Quality Safety Standard Work- # of Pieces of Std. TAKT Cycle Operator

Check Precaution in-Process Work-in-Process Time Time Number
5 40” 40”
70
Visual Control
Tools and Methods
No. Name Illustrations Description
1 Red Tag The red tag strategy helps us

Red Tag distinguish needed items for
Strategy
unneeded items in the work-
shops. Red tag teams use red
tags to mark unneeded items
for removal.
2 Signboard In the signboard strategy, we

Strategy A B
set signs that indicate what
belongs where and in what
amount, so that anyone will
be able to understand where
things belong.
Visual Control
Tools and Methods
(cont.)

When organizing workshops
3 White/Yellow in an orderly condition,
Line marking out pathways and in-
Indicators process storage sites with white
or yellow tape makes it easy
for anyone to keep the
workshop neat.
Red line indicators form part

4 Red Line of the signboard strategy. We
Indicators 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.
Visual Control
Tools and Methods
(cont.)

Andon immediately alerts
5 Andon necessary people to
(alarm abnormalities that occur in
lamps) the factory.
CARD F Kanban are administrative

6 Kanban tools that help us maintain
Just-In-Time production.
The two main types of kanban
are transport kanban and
production kanban.
Visual Control
Tools and Methods
(cont.)

These are display boards that
7 Production indicate current conditions on
Management production lines. Data shown
Boards Cond.
_____
Prod.
Line
stops
cause
_____ on these boards include pro-
_____ _____
duction results, operating

conditions, and causes for line
stops.
We use these charts to find the

8 Standard Standard Operation Chart work methods that use the best
Operation 100
combination of people,
90
Charts 80
machines, and materials. One
70
60 of these charts should be on
50
40 display at each line in the
30
20 factory.
10
0
Visual Control
Tools and Methods
(cont.)

Set-up display areas exhibiting
9 Defective defective items along with
Item graphic data urging Associates
Displays not to allow the same defects to
reoccur.
10 Error Error prevention boards help

Error Prevention Board promote independent manage-
Prevention
ment to reduce human errors.
More Visual
Control
Examples
Work instructions
mounted on a
harness jig
More Visual
Control
Examples
Lubricate and
gauge levels
clearly marked
Safety instructions
mounted on a wire
cutting machine.
More Visual
Control Examples
Has the nut been tightened to the

right point?
War Room
5S & Visual
Management:
Lessons Learned
 Leadership must LEAD / TEACH / AUDIT!
 Agree to standards in advance
 Document “before and after” (photographs or videos)
 Always involve those directly affected by potential change
 Allow time and provide support for all required follow-ups
 Involve “critical eyes” in the process
Krishna Heda
Shop Floor
Work Shop
Agenda
 Videotape or photograph area prior to 5S workshop.
 Perform a 5S evaluation.
 Sort through equipment, tools, material, files, etc. Apply red tags to
items that are no longer needed.
 Dispose of red tagged items.
 Straighten remaining items.
 Clean equipment, tools, and area.
 Apply visual controls.
 Videotape or photograph area after 5S workshop.
 Perform a 5S evaluation. Compare and post scores.

Krishna Heda
Shop Floor
Work Shop
Agenda
Day 1 8:00 Introductions and Why we are doing this 5S workshop - Expectations Day 2 8:00 Feedback from Day # 1
Divide into teams – Check and tag team; Checklist team; Visual factory
Lean Manufacturing model review (pg 19), the role of 5S team,
Review 5S specific course materials (Overview) Data team
Organize for first floor activity Floor activity – teams Generate and implement standards
Floor review to collect baseline data (observations) regarding the state C&T team – Maintenance items addressed (tie into PM) .
of orderliness – teams complete (photos) (at the machine) (around the Checklist team – Document who cleans and checks what When
machine)(the aisle ways) “REPORT OUT” (QS9000)
9:30 am Break Visual factory – Work with both teams to identify key inspection pts
Discuss what is the "Standard". Define the Standard. with visual factory. Make checklists and status
Review course materials (5S) Red & Yellow tagging visual
Divide area into teams. Conduct Red tagging. – Report Out Data team – Determine who will gather what data and how it will be
Plan for floor activity to find sources of contamination displayed and analyzed (QS 9000).
11:30 Lunch 10:00 Break
12:15 Conduct floor activity to find sources of contamination (Machine Continue floor activity – Teams
group/ 11:30 Lunch
Secondary group) – Cleaning is Inspection activity 12:15 Continue floor activity – Teams / Report out (at site) each team
Report Out 2:15 Break
2:15 Break Group discussion – "Barriers to Machine Care", "Barriers to
2 Teams split again and determine possible solutions to contamination/ Ownership" –
Plan for Sort and Set in Order at target machine(s) – 4 areas. Potential Solutions - when and How to do SGA
4:30 End of Day # 1 The 3 pieces of information and the information
board
4:30 End of Day 2
Day 3 8:00 Feedback from Day # 2

Class room discussion of improvements – Generate additional ideas
Hypothesize effects of improvements on OEE metric / Changeover
9:30 Break
Post long term actions on Action plan, Implement short term actions
11:30 Lunch
12:15 Continue to implement short-term actions
Take photo of work place, prepare final report out – Assign report out sections
2:15 Break
3:00 Management Report Out - at equipment – (Divide into the teams) – then classroom
Next Steps
Krishna Heda
Copyright © 1997 – 2004
4:00 End of Workshop
Duplication of This Document is Prohibited Without the Written Consent of ISP Software Integrated Solution Providers Software, Inc.

5S and Visual Management: Krishna Heda

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5S and Visual Management

World Class Manufacturing

 Recognize and/or create a model work environment

 Participate in, encourage, support, and promote the

 Recognize the potential for using 5S and visual

“You never get a

 Unneeded inventory incurs extra inventory-related expenses and

 Extra manpower is needed to manage the growing inventory

 Extra time spent looking for equipment, parts, components, etc.

 Quality defects result from unneeded in-process inventory and

 Unneeded equipment poses a daily obstacle to production activities

 The presence of unneeded items makes designing factory/office

Can You Think  Improves safety / Reduces accidents

 Enhances operational control of processes

 Creates a healthier corporate climate

 Improves product quality

 Improves efficiency and productivity

 Improves delivery times and assists in reducing costs

 Creates a positive work environment

 Improves customer perceptions

•Create an environment in which anyone can walk into a

 the work process

 when there is an abnormality

 if they are ahead, behind or on

HIDDEN WORKPLACE VISUAL WORKPLACE

 Controls inventory levels

 Controls lot sizes

 Improves lead time in a Pull System

 Promotes One Piece Flow

 Reduces space by better organization / utilization

 Reduces energy (manual or mechanical)

 The condition of the work area is critical to the morale of

 Respect is reflected in the condition of the work area

 5S and Visual Management apply to any work area

 Sort - Eliminate what is not

 Straighten - A place for everything

 Shine - Cleaning and looking for

 Standardize - Maintain and monitor the

 Sustain- Stick to the rules

Quantity Units $ Value

Reason 1. Not needed 6. Other

Check Item Action

 Items almost never used

Quantity Units $ Value

124GF 12HJF 12HJF 12HJF 12HJF 12HJF 12HJF

2HJF 12HJF 12HJF 12HJF 12HJF 12HJF 12HJF

 All moveable objects − Must have markings for proper location

 Machines, equipment − Must have all parts in place (safety)

 Visual Aids / Visual − Must be in place and updated

Check Item Action

 Shared areas − Sweep, clean, dust in shared work zones or work

 Paint, coatings on − Schedule as needed, complete during down time or

5 Point Checklist 5 Minute 5S

 Visual aids or visual − Produce signs, charts, graphs, paint equipment,

 Visual Workplace − Create an environment in which anyone can know

Copyright © 1997 – 2004

Copyright © 1997 – 2004

Check Item Action

Equipment No.: __________________

Splash Polishing Wheel

1. Repair any damaged floor tape. 3rd-Jan,Apr,Jul,Oct. 1st-

3. Mop any soiled areas.

4. Clear aisle ways of any debris.