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Kurt Fink
Corporate Manager Marketing & Public Rel.
15 years of Lean & Six Sigma experience
Objectives
• Present the 5S history & methodology
• Learn to SEE
Over-Production
Wait time
Defects
Transportation
Motion
Processing Unnecessary
Inventory
Over-production - Waste
Definition: Time
io n
rect
• Producing more than
Waiting Cor
Process 1 Process 2
Definition:
• Cycle Time That Is Too Long
Due To Insufficient Organization
• Operator Wait Time
– Ex: Waiting on a machine to be fixed
• Machine Wait Time
– Ex: Waiting on materials from the
previous process
Transportation - Waste
Definition
• Any Material Movement That
Does Not Directly Support a
Lean Manufacturing System
arts
• The use of the wrong set of P
Definition:
• Any Supply in
Excess of Process
Requirements
arts arts
P P
Definition:
• Repair of a Product
in order to deliver
the right quality
– Rework
Repair Re-inspect
In order for MFG to become a
World Class Company, we must
initiate a ‘War on Waste’
or
Implementing
History of 5S
•Started by Toyota Motor Company in the 1950’s
MFG Entity
Sort
Sort--Separate,
Separate,red
redtag,
tag,remove
removefrom
fromthe
theworkplace
workplaceany
any
item
itemthat
thatis
isnot
notimmediately
immediatelyneeded
needed
Set
SetIn
InOrder
Order––Orderliness:
Orderliness:arrange
arrangeitems
itemsso
sothat
thatthey
they
are
areidentified
identifiedand
andeasy
easyto
toreach
reach
Shine
Shine––Cleanliness:
Cleanliness:sweep
sweepthe
thefloors,
floors,wipe
wipeoff
off
equipment,
equipment,paint
paintwalls
wallsand
andequipment
equipment
Standardize
Standardize--Formalize
Formalizeactivities,
activities,frequencies,
frequencies,and
and
responsibilities
responsibilities
Sustain
Sustain--Discipline,
Discipline,practice,
practice,audit,
audit,and
andrepeat
repeatthese
these
procedures
proceduresso
sothey
theybecome
becomeaaway
wayof
oflife
life
“If in doubt, move it out!”
Red Tag Procedure:
and
• Study variables:
– Distance to parts
– Distance to tools
– Frequency of use
– Time required to take out and
put away objects
Note: Time values for each variable might be
small but think of the cumulative effect, and
impact on productivity
Designate Storage Locations
Started Completed
Work Area:
Sustain
Work area checks are randomly performed and there is visual
1 measurement of 5S performance.
Initial 5S level has been determined, and performance is documented
2 and posted in work area.
3 Work group is routinely checking area to maintain 5S agreements.
Sort
All tools and gauges are identified and placed in their proper
location. Supplies and raw materials are clearly marked and in
their proper location.
Location and item indicators are clearly used for tools, gauges,
supplies and raw materials. Aisles are clearly marked.
5S Audit System
What are we looking for?
Shine
Standardize
A schedule exists to maintain the first 3 steps of 5S at the
highest possible levels for the entire facility.
All operating shifts follow the same methods to maintain the first
3 steps of 5S.
5S Audit System
What are we looking for?
Sustain
A disciplined system of control and maintenance is in place to
assure the 4 previous steps of 5S are maintained at the highest
possible level.
All Teammates have been educated on the principles of 5S and “Waste”.
Be very specific.
Indicate what, where, who, and when.
Summarizing!
MFG Entity
Points to Remember
1. “Take responsibility for your work
environment”