Visual Controls:Process Improvement Tools

5 S Program

5S is an in-house organization

• Key 1: Sort (Organization)• To distinguish between what is

needed and what is not.

Key 2: Stabilize (Orderliness)

• A place for everything • & everything in its place.

Key 3: Shine (Cleanliness)

• Eliminating all forms of dirt• Finding ways to keep the workplace clean• Adopting cleaning as a form of inspection• Making cleaning part of everyday work

Key 4: Standardize (Create Rules)

• Maintain and monitor the first three Keys

• Standardize the Work Operations

Key 5: Sustain (Self-Discipline)

• Correct procedures Become a habit.• Workers are properly trained• Everyone has adopted Visual Factory• The workplace is well ordered according to agreed

upon procedures• Managers are deeply committed to the Key Rules.

Yeh! I Have Almost Done it

AREYou

Sure ???

Quiz # 9 (Lecture 13)

Why do we use Statistical Process Controls?

You have Five Minutes for the QuizPlease make your answers specificPlease mention the Lean tools if applicable.

A STRATEGY FORPERFORMANCE

EXCELLENCE

9

The Difference Between

Success & FailureIs

Doing things Nearly Right

&

Doing Things Exactly Right

Executive Overview

Participant manual

Tools WorkbookKnowledge Breakthrough

Lecture notes Lecture notes

Performance Excellence Series

Training Module Elements

Session 1.0 Introduction…….……...……………………. 3

Session 2.0 Waste Management ……………………….. 14

Session 3.0 5S Implementation…………………………. 20

Element 3.1 Systematic Organization…………………... 31

Element 3.1.1 Red Tag System……………………………. 47

Element 3.2 Sorting Visual Placement………………….. 33

Element 3.2.1 Visual Sign System………………………….. 66

Element 3.2.2 Visual Color System………………………... 76

Element 3.3 Scrubbing Clean……………………………. 40

Element 3.4 Standardizing Control……………………... 45

Element 3.5 Self Discipline Control……………………... 48

What is 5S ?• An essential step required for Waste

Elimination

• An integral step in Kaizen• A required element to achieve Lean-site

Manufacturing.

Systematic Organization

“Seiri”

Orderliness

“Seiton”

Cleanliness

“Seiso”

Cleanup

“Seiketsu”

Cleanup

“Seiketsu”

Standardization/Perseverance

“Shitsuke”

5S Performance Excellence Model

Systematic-Systematic Organization

Scrubbing clean

Self-Discipline-

Control

Customer Expectations

Sorting Visual Placement

Standardizing Control

Improved Quality

Improved Safety

Reduced costs

Consistent Deliveries

Improved Product/ Service Options

The Five Elements of 5S

Systematic Systematic Organization- Identifying what items are required and which are not.

Sorting Visual Placement- Items should be easily retrievable, easy to get, and visual-easy to see.

Self-Discipline/Control-Ensuring that Systematic Organization, Visual Placement & Cleanliness are maintained.

Scrubbing Clean-Keep the area free from debris, dirt, oil, items not needed.

Standardizing Control- Maintain and continually improve the previous improvements.

Major CPITools (6) Kaizen Lean Description

Cp/Cpk Process capability assessmentDOE Design of experimentsSPC Process control based on statistics and data analysisFMEA Risk assessment toolRegression Correlate effect one variable has on anotherProcess Map Map process steps to communicate and identify opportunities5 whys /2 hows Determination methods for root cause discoveryPareto Column chart ranking items highest to lowestFishbone Cause / Effect Diagram5S Elimination wasteVisual Mgmt Emphasis on visual techniques to manage processPoka-Yoke Error proofing techniquesSpagetti Chart Kanban Material storage technique used to control processTakt Time Determine pace or beat of a processStd Work Evaluate tasks done during a processSMED Single minute exchange of dies - Quick machine set upTPM Integrate maintenance strategy with processCellular Flow Reduce inventory & cycle time thru process layout and pull

production techniques

Expand Process Improvement Program to Utilize Kaizen Tool Kit Expand Process Improvement Program to Utilize Kaizen Tool Kit

Tool Kit Comparison

6 Sigma• Disciplined Methodology• Technical Approach

(Quantitative)• Data Driven - Statistical• Customer Focus• Reduce Variation• Focus on Large Impact• Larger/Longer Projects

Kaizen • Philosophical Approach• Common Sense Approach

(Qualitative)• Data Driven - Observation• Operational Focus• Waste Elimination 5S• Incremental Change• Smaller/Shorter Projects

Complimentary Tools Driving Continuous ImprovementComplimentary Tools Driving Continuous Improvement

Expanding the Strategy

Performance Excellence

Comparative AnalysisImprovement Methodologies• Similar in Structure• Improvements measured against

established process• Team oriented

• Similar improvement tools• Measure effectiveness of improvements• Maintain new performance level• Standardize & Proceduralize

Results• More Efficient Processes

Comparison• Both are Effective Improvement Mechanisms• CPI/6s best applied to large complex problems• Kaizen/Lean best applied to achieve incremental changes and eliminate wastes.

Measure- Data Collection- Determine Process Potential / Goals

Evaluate- Root Cause / Vital Few- Statistical Analysis

Improve & Verify- Implement Improvement- Validate Improvement

Standardize- Standardize / Leverage- SPC- Update Procedures

Evaluate- Baseline Process Performance- Establish Target

Decide-Compare solutions- Choose

Act-Communicate - Implement improvement- Control

Measure- Validate improvement- Standardize - Update Procedures

Focus- Reduce Process Variation- Identify Critical Cause and Focus Resources for Maximum Impact

Focus- Eliminate Waste 5S- Seek Incremental Process Changes

Kaizen/Lean 6

Summary- Technical Approach based on Statistical Analysis- Requires Significant Data Collection- Best applied to Manufacturing Processes- Typical Projects 1-3 Months

Summary- Common Sense Approach based on Observation- Applicable to all types of processes- Defined improvement strategy- Typical Projects 1 week

Why 5S

•To eliminate the wastes that result from“uncontrolled” processes.• To gain control on equipment, material & inventory placement and position.• Apply Control Techniques to Eliminate Erosion of Improvements.• Standardize Improvements for Maintenance of Critical Process Parameters.

Look Familiar?

Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped Resources Mis-used Resources

9 Wastes

The Nine types of wastes.

Overproduction ______________________________ Delays (waiting time)__________________________ Transportation _______________________________ Process_____________________________________ Inventories__________________________________ Motions ____________________________________ Defective products ____________________________ Untapped Resources __________________________ Mis-used Resources ___________________________

9 Wastes

Give an example of each type of waste.

The Nine types of wastesThink Break

5 S Element Waste/ Improvement Item Deliverable

SystematicOrganization

Elimination of finding.Reduction of part selection errors.

Reduced CostsImproved QualityIncreased Product Options

Sorting-VisualPlacement

Elimination of finding.Elimination of nonconformances.Elimination of motion.Reduction of part selection errors.

Reduced CostsIncreased SafetyImproved QualityIncreased Product Options.

Scrubbing Clean Increased safety.Preventive maintenance.Increased equipment knowledge.

Increased SafetyImproved Quality

StandardizationControl

Increased equipment life.Higher morale.Clean environment.Increased visibility of nonconformances.

Improved QualityConsistent DeliveryImproved Safety

Elimination of Waste

Systematic

Organization

CleanlinessVisual Placement

Standardization

5 S Implementation

Plan

Progressive

Enhancements

Step 1

Establish 5 S

Implementation Team

Step 2

Develop Specific

Implementation Plan

Step 3

Develop Communication

Plan

Step 4

Develop 5 S Training PlanStep 5

Implement 5 S

Step 6

Verification of Effectiveness

Visual Color System Implementation

• Develop a map identifying the “access ways”(aisles, entrances, walkways etc.) and the “action” areas.

• Perform any necessary realignment of walkways, isles, entrances.

• Assign an address to each of the major action areas.

• Mark off the Walkways, Aisles & entrances from the action areas Table 1.0

• Apply flow-direction arrows to aisles & walkways Table 1.0

• Perform any necessary realignment of action areas.

• Mark-off the inventory locations Table 1.0.

• Mark-off equipment/machine locations Table 1.0

• Mark-off storage locations( Cabinets,shelves,tables) Table 1.0

• Color-code the floors and respective action areas per Table 1.0.

Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on

the floor, & garbage.

Key Deliverables

A clean Systematic Organization results in increased safety and efficiency.

Increased Safety

Increased Efficiency

Step 2: Allocation:

Assign resources to the specific tasks required to make 3S a habit.

5S “To Do” Plan Date: Page of

5S Team Members Company/Division Name: Person Preparing This Sheet

Item#

DateStarted

5S element 5S Task - Action PersonResponsible

Location/Department

PercentComplete

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

5S for the WorkplaceTraining andSourcebookfor5S Worksheets

How to Use This Manual

The continuous improvement tools that are presented in Sections1-10 of this manual are shown in order of use. These formsMUST be completed in the order presented in this manual. Eachsection contains a brief description of the tool, its purpose, whento use it, who should use it, how to use it, and the expectedresults.

Remember to focus on the elimination of waste.Strive to maximize yields and obtain cost reductionsfrom existing machinery and equipment before“buying solutions”. Improve current systems andtechniques before automation. Automating a systemor practices without first having an understanding ofthe process will not solve underlying processproblems.

Perhaps the most important point to remember is thatwe must understand a process before we make anyattempt in changing it. “No Tampering” is the first ruleof continuous improvement. We can not tamper witha process without understanding it.

By using these tools, we will all share a common andsystematic approach for questioning, analyzing,proposing solutions, experimenting, and finally,implementing proven changes.

“The problems that exist in the worldtodaycannot be solved by the same level ofthinkingthat created them.”

Improvement

Identify waste

Measurement

5STemplate

Table of Contents

Section 1 Development of 5S “To Do” Plan: Establishment of the 5S team focused onthe development, training, and implementation of the company’s 5S program.Deliverable includes action plan and associated tasks with the 5Simplementation. ………………………………………………………………………… 4

Section 2 Waste Identification Map: Identification of the 9 wastes associated withproduction of products and services. A detailed map of each major work area isdeveloped describing the major types of wastes in each area. These wastes arethe improvement opportunities that exist prior to5S………………………………...

The overall wastes is calculated for all the work areas and identified on the 9Waste Radar Chart

7

Section 3 5S Action sheet: Establishing baseline key performance metrics in terms ofkey deliverables, photographs, and current conditions of the “before” 5Simplementation phase. Deliverable includes the 5S actionsheet………………….

11

Red Tag Strategy: The utilization of “Red Tags” to visually identify items whichare not needed or used infrequently…………………………………………………..

14

Section 5 Visual Color Sheets: Utilization of colors to identify specific work actions,inventory locations, access areas within the work environment. Initializationbegins with development of Visual ColorSheets…………………………………….

17

Section 6 Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling,inventory, safety, hazard and work center locations. Sample SignSheets……….

20

Section 7 Standard Cleaning Work Sheet: A cleaning matrix identifying the work arearesponsibilities, supplies, and schedules for cleaning. …………………………….. 23

Section 8 Cleaning “To Do List”: A action list identifying specific cleaning tasks for eachwork area identified on the Standard Cleaning Work Sheet……………………….. 27

Section 9 5S Status Report: A report identifying implementation effectiveness of each 5Ssteps applied. A variable metric ranging from 0-5 is established for each stepimplemented…………………………………………………………………………….. 30

Section 10 Waste Identification Map: Identification of the 9 wastes associated withproduction of products and services. A detailed map of each major work area isdeveloped describing the major types of wastes in each area. These wastes arethe improvement opportunities that exist prior to 5S……………………………

9 Wastes Radar Chart: After the completion of 5S, the results of the waste reductionis recorded, charted and compared to the initial 9 Waste Radar Chart.

33

Section 2

Waste Identification Map

Manager or Team Leader (Section A) Area or Process Name (Section B) Person Preparing This Sheet (Section C)

Over production Delays

Transportation

Process

Inventory

Motion

Defective Product

Defective

Untapped

Resources Mis-used

Resources

Waste Identification Map

9 Waste Radar Chart

% of Waste Before 5S

% of Waste After 5S

0

Defective Product

Transportation

Delays

ResourcesMis-used

Process

10

Motion

Inventory

UntappedResources

90

70

2030

4050

60

80

100Over production

Overproduction Delays Transportation Inventory Motion Processes DefectiveProducts

UntappedResources

Mis- UsedResources

Before After Before After Before After Before After Before After Before After Before After Before After Before After

100

90

80

70

60

50

40

30

20

10

0

The Nine WastesP

erce

nta

ge o

f W

aste

Waste Identification Map

Purpose Used to create a visual picture of a work area to assess waste in work placeorganization, office/cell layout and crewing. Shows the type of each waste insection/division of the organization. Also utilized to indicate equipment type,size, and distances within each work area.

When To Use The Waste Identification Map should be used after the 5S “To Do” plan iscompleted. A map should be developed for each department or focus areaof the 5S program. Do not attempt to develop a single Map for an entireorganization, it will become too busy to be effective.

Who Should Use It The Waste Identification Map can be used by anyone involved in continuousprocess improvement.

Expected Benefits The Waste Identification Map will provide information about work waste ineach department, work sequence, equipment layout and distances. TheWaste Identification Map not only provides actual waste, but also provides avisual layout of the interrelationship of the waste.

How To Use It 1. Referring to the 5S “To Do” Plan, identify each respective area 5S willbe implemented. Develop a Waste Identification Map for each area ordepartment and complete sections A, B, C, with the necessaryinformation. Note you may have multiple Maps for the entire 5Simplementation program.

2. For each work department, fill in the equipment, access areas,storage areas, inventory locations etc. on the Map. It is best to drawthese to scale.

3. Next identify the processes for each area on the Map.

4. Next, list the products and services at each applicable workstation.

5. Next, identify the product/service flow through the respectiveprocesses & work stations.

6. Establish time trials for each major activity and when completeddocument the time for each major activity within the department.

7. Document the type of waste and time associated with each waste ateach activity, process, equipment, inventory, storage, and officelocation.

8. For each type of waste identified, complete the waste matrix section onthe bottom of the 9 Waste Radar Chart in the “before” column. Note:The y-axis list % of waste, use whatever metric makes sense i.e.time, $, labor hours, productivity etc. Remember that your goal isto reduce these wastes as a result of the 5S Program.

Chart the % waste value for each type of waste on the Radar Chart.Connect each of the values on the radar chart. This is extremely important,this is your baseline metric and will be used to determine the magnitude ofyour improvements.