Lean production - PowerPoint

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					Lean production, Kaizen & 5S

Lean Production
• assembly-line manufacturing methodology. • as "to get the right things to the right place at the right time, the first time, while minimizing waste and being open to change". • eliminating waste, • improved product flow and better quality. • deliver on demand, minimize inventory, maximize the use of multi-skilled employees, flatten the management structure, and focus resources where they were needed.

The Ten Rules of Lean Production
1. Eliminate waste 2. Minimize inventory 3. Maximize flow 4. Pull production from customer demand 5. Meet customer requirements 6. Do it right the first time 7. Empower workers 8. Design for rapid changeover 9. Partner with suppliers 10. Create a culture of continuous improvement

Gemba Kaizen
• Gemba means `real place' meaning the area where value is actually added, • Kaizen means continuous improvement. • to reduce costs, cut out waste, improve quality and productivity. • without using expensive technologies.

The Impediments
• the misconceptions regarding the theory • that it needs to be done by workers, not managers • management of shop floors left to middle managers and supervisors • visit the shop floor ?


Seiri (Clearing Up)

wastebasket is our friend.
– plenty of waste receptacles. – a waste container was within six steps.
• of any position.

• E-bay also is your friend.
– Serviceable but unwanted equipment – can be auctioned off.

• Three-tier classification.
– Frequently-used items at workstation. – Regular use: near workstation. – Rare use: keep outside the work area.

2. Seitori (arranging)
Every tool should have a place. Socket wrench boxes have specific niches for each socket Draw outlines on the wall for each tool

3.Seiso (neatness)

Keeping everything clean
– Continuous Cleaning
The long-handled window cleaning sponge Air suction system


4.Shitsuke (discipline)
• "Mind you keep your rifle and yourself just so."
– Preventive maintenance as well as cleaning must be routine. – Build them into the work instructions. Maintenance logs

5.Seiketsu (ongoing improvement)
Ongoing improvement driven by standardization and best practice deployment. • Do not let friction or waste remain part of any job by "working around" the problem

1. SORT
• Remove all items from the workplace that are not needed for current operations. Leave only the bare essentials. • Targets excess inventory, obsolete items, quality defects, unneeded tools/equipment • Will use red tags, local and central red tag holding areas; Account for discarded items • Take before and after pictures

• Arrange needed items so that they are easy to find, use and put away. • Consider motion economy • Use painting, outlining and signboard strategies, Visual 5S

• Sweeping, wiping-off equipment, painting and assuring everything stays clean. • Create 5S schedules for painting • Must create cleaning inspection checklists • Create current and future shine targets

• Method to maintain the first 3 disciplines (sort, set-in-order, shine) • Prevention steps for cluttersuspension, incorporation, elimination • Integrate 3S duties into regular work with 5S job cycle charts, 5 minute 5S, visual 5S activities

• • • • • • • • A top-down support of the ongoing 5S process. Must create the conditions to support 5S Allocate time Create awareness Provide a structure Show support Offer rewards and recognition Encourage training/participation

• problems in the work "flow" are reduced / throughput is increased • communication between workers is improved • product quality is increased • wasted space is reduced • wasted time looking for parts or tools is reduced • overstocking is avoided

Red Tag Strategy
• a method for identifying potentially unneeded items • evaluating whether they are needed, • dealing with them appropriately • red tags are used to identify items removed from the work area for evaluation.

• • • • Decide on appropriate locations Consider how to store tools and jigs Consider principles of motion waste. Visual controls
– Signboard and Painting Strategies – 5S Map – Map out locations of equipment – Color-Coding Strategy - Distinguish use of tools, parts, etc. by color – Outlining Strategy – Draw outlines of tool/jig storage locations

What is to be shined? Who is responsible? How will it be shined? What is needed to shine? Implement Shine (everyone’s responsibility in a work area) 6. 5S Schedules – Have a plan… 7. 5 Minute Shine – Quick & easy! 1. 2. 3. 4. 5.

• Making It A Habit Assigning three discipline job responsibilities Integrating three pillar duties into regular work duties Checking maintenance of the three pillars Prevention what they are responsible for doing and exactly when, where, and how to do it.


o o o o o o o o o 5S Slogans 5S Posters 5S Photo Exhibits Story boards 5S Newsletters 5S Pocket Manuals 5S Department Tours 5S Months Success Stories

Another Version
1. Sort:
Decide which things you need to accomplish your work.

2. Straighten:
Decide what are the things you do not need. You should get what you need in 30 seconds.

3. Sweep:
perform maintenance regularly.

4. Standardise:
Standardise the procedures.

5. Self Discipline:
Make the employees a party to the plan.

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