Siva Kumar S I ME (PT) Industrial Engineering 27-04-2012
Supplier Development 5S and Visual Management Implementation
Introduction
Supplier Development
Develop a relationship for flawless launch My experience with 5S
Sourced Program Suppliers
New 5S implementation at your facility Familiarity with 5S
Why is 5S important?
Commitment within manufacturers own plants Role out to supplier base Another efficiency tool in the tool box
Open the lead to eliminating additional waste Relatively easy to implement
Limited resources
Commitment to developing World Class Suppliers
Overview of the 5S System
Abbreviated Japanese words
Seiri Seiton Seison Seiketsu Shituke
Philosophy or system that focuses on
Effectively organizing the work place Standardizing work procedures Eliminating waste
Poor Workplace Organization Means Waste
Unneeded inventory incurs extra inventoryrelated expenses Extra manpower is needed to manage the growing inventory Greater amounts of stocked items become obsolete due to design changes, limited shelf life, etc.
Poor Workplace Organization Means Waste
Quality defects result from unneeded inprocess 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
Major Benefits of 5S
Tangible measurables
Case study examples Reduces downtime Improves efficiency and productivity Improves delivery times and assists in reducing costs Improves safety / Reduces accidents
Major Benefits of 5S
Intangible measurables
Enhances operational control of processes Improves product quality Creates a positive work environment
First impressions
Customers Employees
You never get a second chance to create a first impression.
First Impression: Plant
First Impression: Associates Workstation
Visual Management System
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 ahead/behind/ on schedule
Without opening a book Without opening a drawer Without talking to anyone
Visual Management: Major Benefits
Controls inventory levels Controls lot sizes Reduces space by better organization / utilization Reduces energy (manual or mechanical) Promotes quality
5S
Sort -
Workplace Organization
Eliminate what is not needed A place for everything and everything in its place
The Foundation of the Visual Workplace
Straighten -
Shine Standardize Sustain-
Cleaning and looking for ways to keep it clean
Maintain and monitor the first 3 Ss Stick to the rules
RED TAG STRATEGY
RED TAG
Category 1. Raw material 2. In-process stock 3. Semi-finished goods 4. Finished goods 5. Equipment 6. Dies and jigs 7. Tools and supplies 8. Measuring devices 9. Documents 10. Other Item name and number Quantity Reason Units $ Value 1. Not needed 6. Other 2. Defective 3. Not needed soon 4. Scrap material 5. Use unknown Department/Business Unit/Product Center
DIVIDE ITEMS INTO TWO CATEGORIES:
Disposal by:
Disposal method:
Posting date:
1. Discard 2. Return 3. Move to red-tag storage site 4. Move to separate storage site 5. Other Disposal date:
Disposal complete (signature )
ATTACH TO ALL UNNECESSARY ITEMS
NECESSARY UNNECESSARY
SORT
CATEGORIZE NECESSARY ITEMS:
* RARELY USED * OCCASIONALLY USED * FREQUENTLY USED
DISCARD UNNECESSARY ITEMS
IDENTIFICATION LINES
DETERMINE LOCATION FOR NEEDED ITEMS
CUTTER INSERTS
124GF
12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
2HJF 12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
12HJF
STRAIGHTEN
VISUAL LOCATIONS
PW2000 FIXTURES
POINT OF USE STORAGE
2A4397 3A9674 2B4659
BUILD PRIDE IN WORK AREAS
SHINE
ELIMINATE DIRT
SWEEP
BUILD VALUE IN EQUIPMENT CLEANING AS A FORM OF INSPECTION
CLEAN
PREVENTIVE: SORTING STRAIGHTENING CLEANLINESS
ASSIGN 3S RESPONSIBILITIES
NAME Ken Sonya Paul Ross Mell Cathy Jesse Roger Ken D. Douglas M T W T F S Su
ASK WHY
STANDARDIZE
A State
CHECK ON 3S MAINTENANCE LEVEL
INTEGRATE 3S DUTIES INTO REGULAR WORK DUTIES
5 Point Checklist
1. 2 3. 4. 5.
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5 Minute 5S
3 3 2 3 4 3.0
2 3 2 1 4 2.4
7:30 - 7:35
1S organize 2S orderliness 3S cleanliness 4S standardize 5S discipline
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MANAGERS COMMITTED TO 5S
PROPER TRAINING
5S
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SUSTAIN
CORRECT PROCEDURES BECOME A HABIT BUY-IN FROM ALL WORKERS
Visual Controls vs. Visual Displays
Visual Display
Displays history
Gives people information management wants them to know Displays status Drives maintaining the status quo Can be interesting to look at
Visual Control Provides current, up to date information Gives people information they need to know to be successful Displays abnormalities to anyone clearly Drives improvement Can alert, prevent, and provide fail-safe processes
Visual Controls Examples Operator Process Control (OPC) Board Examples
Implementation Key Points
Publicly announce the start of the program Obtain top level support in the organization Involve all levels of employees Assign a champion(s) to lead 5S team
Not only quality
Implementation Key Points
Standardize formats, design and theme of visuals Disseminate information on progress Photograph or video tape current look Include in current process
i.e., work order system, p.m. system
