Presentation on theme: "To Create a Workplace suited for Visual Control and Lean Production"— Presentation transcript:
1To Create a Workplace suited for Visual Control and Lean Production
2The Six Ss Is not Six Sigma A highly disciplined process that focuses on developing and delivering near-perfect products and services6S is Sort, Straighten, Shine (Scrub), Safety, Standardize, Sustain5-S… in Japanese factoriesFocus: orderliness6th S added in some US companies… SafetyCombines orderliness with safety / ergoOverall intention: CLEAN, SAFE, ORDERLYFirst step on Lean Journey
3Visual Factory/Office 1st Level: See the Shop/OfficeBasic 6S90% never get beyond this point2nd Level: See the workIn 5 Seconds, can you see what’s going on?
46S Think of 6-S as a repeating action sequence: Remember… 1: SORT OUT - get rid of what’s not needed2: STRAIGHTEN - organize what belongs3: SCRUB - clean up, see and solve problems4: SAFETY - make the work area safe5: STANDARDIZE - assign tasks, track visually6: SUSTAIN - keep it up (audit and insist)Remember…This applies to all areas (value-adding and administrative)Basic "6-S” is part of establishing any cell
5Sort GET RID OF WHAT’S NOT NEEDED Start with a red tag campaign Tag everything that looks disorderly or unsafeBe ruthless (90% of the time you'll be OK, you'll get over the 10%)If in doubt throw it outIf still in doubt, send it to a “red tag area” for resolutionYou should be removing truckloads of items… be tough (sometimes you’ll need to ask for forgiveness later!)
6Straighten ORGANIZE WHAT BELONGS Create a place for everything Meet with shop/office personnel on what should be whereDeal with the open red tags from the "Sort Out" step:Organize parts and materialResolve things you were afraid to throw outWrite off or sell off obsolete materials
11Scrub CLEAN UP, SEE AND SOLVE PROBLEMS Make the work area absolutely cleanClean everything (equipment, floors, walls…)Paint everything (equipment, floors, walls…)Look for problems…Leaks?Loose or missing itemsUnsafe conditionsCauses of messes or problems…Quality issuesSolve problems (root cause), take corrective action (prevent)
13Safety MAKE THE WORKPLACE SAFER Look for unsafe conditionsLook for potential for unsafe actsLook for difficult tasks (are they ergonomic?)Try the jobs yourself… where could you get hurt?List the opportunitiesResolve themPut creativity before capital and put safety first!!!
15Standardize ASSIGN TASKS AND MANAGE VISUALLY Who will do what to keep the area clean, safe and orderly?Agree on daily and weekly tasksEstablish a visual management system for these tasksCan you tell at a glance if the tasks have been done?
18Sustain KEEP IT UP (AUDIT AND INSIST) Develop audit checklists for office and for shop floorAssign the audit role to someone outside the areaTrack the audit results (a bit of friendly competition?)Hold yourselves accountable for sustaining
19Sustain - Maintain The Gains Create checklist for entire area & all items within the areaUse checklist daily or weekly as appropriateOnce a year have Examiners perform independent reviewFix and clean dailyContinue to train & heighten awarenessRemember you are World Class! Act like it.
20Sustain - 6S Scorecard0 = No evidence that 6S is being considered for implementation1 = Some evidence of 6S being started2 = 6S is partially implemented (some gains are evident)3 = 6S has been implemented but not self-sustaining4 = 6S has been implemented & is self-sustaining (standard throughout)5 = 6S is entrenched; efforts have resulted in high achievements6 = “Out-of-the-box”; Area is doing extraordinary things, above & beyond the norm
21Sustain - 6S Scorecard0 – 20 = Some organization, needs much improvement21 – 40 = Signs of 6S in place, good organization, needs more time to mature41 – 60 = 6S implemented, signs of maturing, not self-sustaining61 – 80 = 6S implemented, system is self-sustaining81 – 100 = 6S is entrenched with high achievements100+ = Extraordinary, over-and-above, “outside-the-box”
22Visual Management Make normal / abnormal conditions obvious with Floor and surface markingShadow boxesSamplesVisual indicatorsObstacle height limitsLights and soundsArrows, zones, stickersScoreboardsLabels and tags
23For Shops Remove unnecessary items All cleaning material stored in a neat mannerFloors clean of debris, oil and dirtBulletin boards updated, straight and neatEasy access to emergency equipment, highly visibleItems on floors are in clearly marked areasAisles are clear and kept free of materialStorage of boxes is square, neat, orderlyMachines, tools, equipment kept cleanNothing on top of machines or cabinetsDocuments and binders stored in a neat mannerTools, jigs, fixtures, details are labeled, shadowed, identified, easy to reachShelves, benches, desks kept free of unused objects, including files and documents
24For Offices Remove unnecessary items, minimum personal items Cleaning equipment stored in a neat mannerFloors clean and free of debris and dirtBulletin boards are updated, straight and neatEasy access to emergency equipment, stored in a prominent mannerNothing on the floor but furniture, CPU, recycle bin and garbage canOffice layout posted at each entrance, name and task/position outside cubicle/officeOffice equipment and furniture is functional and in good repairPaper, cabinets, and bins squared up, centered and at right angles, PC wiring is routed and secured/clampedDesks, surfaces, cabinets, chairs cleaned weeklyNothing on top of overheads or cabinets, nothing leaning against walls or columns, everything labeledDocuments and binders stored in a neat and orderly mannerShelves, cabinets, desks kept free of unused objects, including files and documents
25Acknowledgements “Lean Thinking” by James Womack and Daniel Jones “Toyota Production System” by Taiichi OhnoSimpler Business System,