World Class Manufacturing Definitions

7/31/2019 World Class Manufacturing Definitions

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World Class

Manufacturing

5S

Kanban

Elimination

of Waste

Balanced

Capacity

Right First

Time

Visual

Measure-ments

What is .

A workplace to be proud of: neat, clean, efficient and fully organised with

visual controls so that everything is easy to find, use and maintain.

Q . Can I see at a glance that everything is where it should be?

Disciplined visual stock control

system to immediately replace only

what has been used.

Q. Do I always have just the correct

stock to use exactly when I need it?

Waste is any use of machines,

materials or peoples time thatdoes not add value for the

customer and his product.

Q. Would the Customer be happy

to pay for this?

Elimination of all bottlenecks to ensure continuous flow of work within each cell and throughout the factory.

Q. Is everyone working at the same smooth pace and nobody rushing or waiting?

Learning to achieve all our

production without the need for

any reworks.

Q. Am I always sure in advance

that the product will be

perfect?

Measuring team performance

continuously to immediately

see how well we are doing and

understand how we can be the

best.

Q. Is it easy to see if we areimproving or not?


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World Class

Manufacturing

5S

Kanban

Elimination

of Waste

Balanced

Capacity

Right FirstTime

VisualMeasure-

ments

1st SSeiri

Sort

2nd SSeiton

Set in Order3rd SSeiso

Shine

4th SSeiketsu

Standardise

5th SShitsuke

Sustain

A Specific Place

for each Item

Direct Feed

Set Levels

Value Added

Activities

Waiting

People

Movement

Material

Movement

Over Processing

Continuous Flow

Avoid Bottlenecks

Maximum Output

Minimum Effort

Inventory

Predictable

Repeatable

Outputs

Motivated People

Continuous

Improvement

Team

Performance

Procedure

Key Principles are .

Controlled

Process Variables

Defects

Qualified PeopleOver Production

Visual

Continuous

Improvement

Machine

Breakdowns


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One group

at a time

Supervisors &

Controllers

Workplace

Committee

Management

Implementation

5S KanbanElimination of

Waste

Balanced

Capacity

Right First Time

Visual

Measure-

ments

Print Room 1

Print Room 2

Finishing

Workshop

Main Stores

General Areas

1. Teams

2. Areas

3. Main Stores

4. Suppliers

Print Room 1

1st Team

Print Room 1

Last Team

Print Room 2

1st Team

Print Room 2

Last Team

Finishing

1st Team

Finishing

Last Team

At the same

time

One area at a

time

Snr Supervisors


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Understanding 5S

1st S

Seiri- SORT

Separate wanted and unwanted items

Eliminate unwanted items

Store wanted items

2nd S

SeitonSET IN ORDER

Store wanted items in a manner

where it will be easy for anyone to

retrieve when required

3rd S

SeisoSHINE

Remove dirt and rubbish from the

area around the team and the

workplace in general

4th S

SeiketsuSTANDARDISE

Maintain the clean area in such a way

to prevent it from getting dirty again

5th S

ShitsukeSUSTAIN

Training & Discipline

Employee Involvement


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Understanding Kanban

Visual Demarcated areas show what is available and what needs to be refilled

KANBAN Full

- No Action

STEP 1

STEP 2KANBAN Empty

- Must get some

more Material

STEP 3Just-In-Time!

STEP 4

Floor

Shelf

Work Bench

Area Raw Material Work in Progress Finished Goods

Area Raw Material Team Raw Material

Work in Progress


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A Specific place

for each itemStore each item close to point of use in a marked position of the correct size.

Just in Time

Job Docket

Product

SpecificationCorrect Size

Close to point

of use
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Direct FeedMaterial stored at point of use, using the 2 bin

system

Production use only

Refill from Stores
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Set Levels Decide maximum stock levels needed at each control point and refill triggers

Team

Media 4 Hours

Resin

Foil

Refill Cycle

4 Hours

4 Hours

Maximum

Rolls

12

Vouchers

per Roll

10 000

30 000

30 000

4

4

Print per

Hour

30 000

30 000

30 000

Demand

per Bin

6

Rolls per

Hour

3

2

2

1

1

Trigger

2 Hours

2 Hours

2 Hours

Note: These levels will be designed in advance for all areas and products.

Areas: Team, Production Area, Stores and Suppliers


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Understanding Elimination of Waste

Waiting

Value Added

Activities

Over

Production

Making components

to fill time. ST pays

for this time butcustomer does not

Time lost can never

be regained

Only do processes that

actually add value to the

product

Make only the quantity

required

Flow of materials, plus

machines and people

ready to run.

SMED setups used to

minimise all change

over times

Making extra boxes when

waiting for work.

Team member late arrival

Machine not ready to run

Not heated up

Setup not signed off

Supplier of media late with

delivery

Mascom media white strip is

manually removed

Extra costs and

peoples time that

the Customer does

not pay for

Speak to Client - leave it

on?

Re-design batch box

Re-assign person to Value

Added Activity which

increases immediatethroughput.

Record incidences and

follow procedures to

prevent recurrences

Design a SMED setup for

each changeover


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Understanding SMED

5 min6 min14 min20 min23 min28 min30 min31 min36 min

External

Internal


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Understanding SMED

1 sec2 sec3 sec4 sec5 sec6 sec7 sec8 sec9 sec10 sec

External

Internal
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Waiting

People

Movement

Value Added

Activities

Over

Production

Making components

to fill time. ST pays

for this time butcustomer does not

Time lost can never

be regained

Time ST pays for

which the customer

does not pay for

Only do processes that

actually add value to the

product

Make only the quantity

required

Flow of materials, plus

machines and people

ready to run.

SMED setups used to

minimise all change

over times

Everything required is

close at hand

Making extra boxes when

waiting for work.

Team member late arrival

Machine not ready to run

Not heated up

Setup not signed off

Supplier of media late with

delivery

Walking around looking for

components

Mascom media white strip is

manually removed

Extra peoples time

and costs that the

Customer does not

pay for

Material

Movement

Only absolutely

necessary handling and

movement of materials

Non Value Added

Activity that the

customer does not

pay for.

Stacking and sorting bins,

trays and cards

Moving materials back and

forth between areas

Get media without white

strip

Re-assign person to Value

Added Activity which

increases immediatethroughput.

Record incidences and

follow procedures to

prevent recurrences

Design a SMED setup for

each changeover

Shadow boards and Kanban

bins close at hand

Organised work flow for

minimum movement and no

Work in Progress build up


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Defects

Over

Processing

Inventory

Machine

Breakdowns

Identify and prevent the

problems before the

work is done

Extra activity to

make an inferior

product or tool

useable

High WIP hides

problems, which

come to light onlywhen its too late

High WIP causes

confusion and

wasted activity

High stock levels tie

up lots of money

We process the work

and then inspect the

results

Schedule preventive

maintenance and

available spares

Daily checks and

constant condition

monitoring by Operators

Correct tool and

product specifications

Backup tools

Lamination issues

Perforation in wrong placebut media printed anyway.

Kleenex voucher die cutting

due to incorrect sprocket

holes

Cell C vouchers that went

missing due to build up of

WIP. We did not know untilthree shifts later. After lots of

wasted activity it was still

never resolved satisfactorily.

Extra foils, resin and media

kept too long become

unusable but costs money

Low WIP highlights

problems nowLow WIP avoids clutter

in the workplace

Low stock levels mean

more cash flow

No preventative

maintenance plan

and waiting for

spares

Operator continues

running a machine inpoor condition

Cutting die on Lazarus was

blunt and no spare die

existed

Careful and detailed

communication with

suppliers.

Balance all work flows to

prevent WIP build up.Use disciplined Kanban

systems to control and limit

total stock levels

Train people to understand

specifications (including theWhy) and look for

problems proactively

The Supervisors and

Management must have

ownership of the activities of

the Technical Team

Operators trained to

perform start up checks andmonitor running condition

World Class Manufacturing Definitions

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