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Potential
Benefit Commentary
Improvement
Many 5S programs use Safety as one of the S'. An
organization's concern for safety can be a
Up to 70%
Safety significant contributor to morale and pride. It can be
Reduction
measured with Lost Time Injury rates or other
measures of safety performance.
Workers at the lowest ►A specific change causes ►Actual result varies ►Determine why the actual
feasible level, guided a specific, predictable from expected result. result differed from the prediction.
How To by a teacher (Sensei), improvement in productivity,
4 ►Redesign the change.
Improve improve their own quality or other parameter.
work processes.
Integrated failure tests ►Automatic alarms prevent ►Defects are passed ►Analyze and institute new or
automatically signal defects or sub- standard through to the next improved alarms.
Problem deviations for every performance. operation.
5 Alarms activity, connection & ►Sub-Standard
flow path. Performance.
In this table, "Supplier" refers to an upstream operation, inside or outside the facility. "Customer" is the downstream operation.
Rule # 1
Specifications document all work processes and include content, sequence, timing
and outcome.
Rule #1 is one of the most important and least understood of the rules. At Toyota, each process
is specified with detailed instructions. For example, when assemblers install seats with four bolts, the
bolts are inserted and tightened in a precise sequence. Every worker installs them in the same way,
every time.
This regimentation increases the linkage between the way work is done and the results. If
everyone worked in different ways, the link would be broken or obscure. How do we reconcile such
regimented work with the experimentation and concern for individuals that is supposed to be a part of
the system? The answer is that while individual workers cannot vary the process, teams are required
to actively analyze, experiment, change and improve the process.
Rule #1 links closely with the widespread use of TQM, SPC and associated problem-solving
skills. If workers do not possess those skills, Rule #1 is pretty much worthless and even
counterproductive.
This is often seen in an insistence on detail work instructions. Detailed work instructions are all very
well if the process is stable and/or workers have an adequate TQM background.
What usually happens is that engineers write unrealistic instructions with little input from workers.
Nobody involved has an adequate TQM background. Workers cannot follow the instructions and they
are promptly ignored. There is little feedback to the authors. The authors are busy writing new work
instructions for other parts that will also be ignored.
As a result the processes appear to have documentation, but, in practice, do not. Processes are
inconsistent with inconsistent results. Nobody recognizes the inconsistencies or responds to them.
Quality problems continue, pretty much as before. the whole thing is, at best, a waste of time. At worst
it diverts efforts from a serious attack on problems.
Rule # 2
Connections with clear YES/NO signals directly link every customer and supplier.
This implicit rule gave rise to kanban, Direct Link and other lean scheduling. It tells us that every
operation should send its products to subsequent "customers" directly using methods and algorithms
that are clear and precise. It precludes separate warehouses and separate people or departments
whose only function is inventory management.
Rule # 3
Every product and service travels a single, simple and direct flow path.
Toyota's U-shaped workcells are the ultimate manifestation of this rule. It means that every piece
of finished product has been through the same equipment and precisely the same process. It improves
consistency, makes trouble-shooting easier and simplifies material handling and scheduling.
Rule # 4
Workers at the lowest feasible level, guided by a teacher (Sensei), improve their own
work processes using scientific methods.
Rule #4 ties closely with Rule #1. It prevents Work Instructions from becoming moribund
memorials rather than living guides. It enlists the entire workforce in the improvement (Kaizen)
efforts.
Rule # 5
Integrated failure tests automatically signal deviations for every activity, connection
and flow path.
This is the concept of Jidoka or Autonomation. It prevents products with unacceptable quality from
continuing in the process. The manifestations of this rule are many, varied, imaginative and
unique to the process. Examples are detectors for missing components, automatic gages that check
each part and visual alarms for low stocks.
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References
SPEAR, Steven and BOWEN, H. Kent, "Decoding the DNA of the Toyota Production System.",Harvard Business Review, September-
October, 1999.
DAVIS, Stanley M., Managing Corporate Culture, Ballinger Publishing, Cambridge, Massachusetts, 1984.
Just In Time, Toyota Production System & Lean
Manufacturing
Origins & History Lean Manufacturing
Lean Manufacturing is the latest buzzword in manufacturing circles. It is not especially new. It derives
from the Toyota Production System or Just In Time Production, Henry Ford and other
predecessors.
The lineage of Lean manufacturing and Just In Time (JIT) Production goes back to Eli Whitney
and the concept of interchangeable parts. This article traces the high points of that long history.
Early Developments
While Eli Whitney is most famous as the inventor of the cotton gin. However,
the gin was a minor accomplishment compared to his perfection of
interchangeable parts. Whitney developed this about 1799 when he took a
contract from the U.S. Army for the manufacture of 10,000 muskets at the
unbelievably low price of $13.40 each.
For the next 100 years manufacturers primarily concerned themselves
with individual technologies. During this time our system of engineering
drawings developed, modern machine tools were perfected and large scale
processes such as the Bessemer process for making steel held the center of
attention.
As products moved from one discrete process to the next through the logistics system and within
factories, few people concerned themselves with:
← What happened between processes
← How multiple processes were arranged within the factory
← How the chain of processes functioned as a system.
← How each worker went about a task
This changed in the late 1890's with the work of early Industrial Engineers.
Frederick W. Taylor began to look at individual workers and work methods. The
result was Time Study and standardized work. Taylor was a controversial figure.
He called his ideas Scientific Management. The concept of applying science to
management was sound but Taylor simply ignored the behavioral sciences. In
addition, he had a peculiar attitude towards factory workers.
Frank Gilbreth (Cheaper By The Dozen) added Motion Study and invented
Process Charting. Process charts focused attention on all work elements
including those non-value added elements which normally occur between the
"official" elements.
Lillian Gilbreth brought psychology into the mix by studying the motivations of workers and how
attitudes affected the outcome of a process. There were, of course, many other contributors. These
were the people who originated the idea of "eliminating waste", a key tenet of JIT and Lean
Manufacturing.
Lean Manufacturing
In 1990 James Womack wrote a book called "The Machine That Changed The World". Womack's
book was a straightforward account of the history of automobile manufacturing combined with a study
of Japanese, American, and European automotive assembly plants. What was new was a phrase--
"Lean Manufacturing."
Lean Manufacturing caught the imagination of manufacturing people in many countries. Lean
implementations are now commonplace. The knowledge and experience base is expanding rapidly.
The essential elements of Lean Manufacturing are described at our page "Principles of Lean
Manufacturing." They do not substantially differ from the techniques developed by Ohno, Shingo and
the people at Toyota. The application in any specific factory does change. Just as many firms
copied Ford techniques in slavish and unthinking ways, many firms copy Toyota's techniques in
slavish and unthinking ways and with poor results. Our series of articles on implementation includes a
"Mental Model" to assist the thinking process and guidance on strategy and planning.
There is no cookbook for manufacturing. Each firm has its own unique set of products, processes,
people, and history. While certain principles may be immutable, their application is not.
Manufacturing Strategy will always be a difficult, uncertain, and individual process. Strategy
("The General's Art") is still, largely, an art. But, that should not prevent us from bringing the available
science to bear on the problem.
Developing your Manufacturing Strategy is what this site and Strategos is all about.
_____________________________
Special thanks Norman Bodek who contributed details about developments at Toyota and the transfer of these discoveries to the West.
SORENSEN, CHARLES E., My Forty Years With Ford. New York: W.W. Norton, 1956.
KANIGAL, ROBERT, The One Best Way, New York: Penguin, 1997.
LACEY, ROBERT, Ford: The Men and The Machine, Boston, MA, Little Brown, 1986.
5S "Sort"
Sorting Out The Junk
The Tags
← Allocate a central ?Red Tag Area? where items go that
cannot be simply thrown in the trash.
← Include disposal instructions if necessary.
← Appoint a review board for questionable items. (You may
not need it but someone else may.)
"String Diagram" for Material Flow
Boundaries
Boundaries identify the designated and When combined with addresses and
location and space for each item. They nameplates, boundaries are a powerful tool for
encourage recoil, that is the proper return of an ensuring that every item returns to its proper
item, as shown below. They also tend to place, every time.
prevent people from placing other items in a
designated space.
The barrel should be here. A missing barrel is not Here, a boundary designates
obvious. the proper location.
Standardize 5S
Activities
← Aisle
Marking
← Cleanliness
Standards
← Color
Schemes
← Cleaning
Schedules
← Signage
5S – Sustain
Sustainment is usually the most difficult part of This cannot be outsourced or solved with
5S. The attitudes and activities must be software. Management, top management,
institutionalized and repeated until the must reinforce it constantly with time, attention
become part of the culture and the fabric of and repetition. Former military people,
everyday work. especially battalion or company level line
officers are usually quite good at this. They are
The table below summarizes eight common
also good candidates for Management
tools that help with sustainment. A combination
Champion and for the Management Watch.
of several or all of these tools is usually
necessary.