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1. MPC Industries, located in Irvine CA, Established in 1952, MPC Industries is backed by over 50 years experience in polishing much of the world's finest-

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Presentation on theme: "1. MPC Industries, located in Irvine CA, Established in 1952, MPC Industries is backed by over 50 years experience in polishing much of the world's finest-"— Presentation transcript:

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2 MPC Industries, located in Irvine CA, Established in 1952, MPC Industries is backed by over 50 years experience in polishing much of the world's finest- quality sheet for the aerospace industry and precision grinding of all alloys. MPC's beginnings are rooted in the requirements of the aircraft industry. Our earliest work, involved preparation of skins for the then-new generation aircraft. And, over the years, our precision grinding capability has expanded to where we now can grind any alloy to meet the requirements for any industry.

3 Premier grinding and polishing company serving the international aerospace, medical and various other industries whose customers demand high precision, quality products. ISO 9001:2008 and AS9100 Certified, We provide first quality flat sheet and plate precision grinding and flat sheet and formed parts polishing on time – every time.

4 3.1.2 6S Visual Workplace Process 4 The purpose of the 6S visual workplace process is to place ongoing and continuous focus on workplace organization and effectiveness. 3.1.2 6S Visual Workplace Process – How does your organization ensure effective deployment of 6S Visual Workplace strategies for workplace organization? How are the process flow, production status, employee training status and continuous improvement effort clearly displayed and visible in the office and factory floor? How does your organization ensure that work areas are kept consistently free of dirt and clutter? How are improvements reviewed and recognized? Setup Preparation Implement Audit 6S VISUAL WORKPLACE PROCESS Train all work areas in the 6S process Provide coaching and assistance Establish 6S scorecards in each work area Repeat regularly Develop Annual 6S Implementation Plan and schedule Communicate 6S plan 6S Audit results Create incentive program Repeat annually Work areas schedule and implement 6S in a series of scheduled work events Monthly audit results go on the work area scorecard PPT report Feedback Collect feedback and improve process Areas Addressed

5 3.1.2 Process Worksheet SuppliersInputsProcessOutputsCustomers Senior Leadership TeamAnnual 6S Implementation Plan and schedule Development of 6s goals SetupTrained Staff and Employees Departmental and Plant targets. All Staff and Employees 3.1.2 Process ChampionTraining Material Training Events and Schedule Coaching and Assistance PreparationProcess Owner Department SME’s Trained Employees Initial 6s Implementation All Staff and Employees Process Champion Process Owner Sustainment Scorecard Sustainment Process ImplementAudit schedule and processProcess Owner and Leadership Team Process OwnerMonthly AuditsAuditAction PlansLeadership Team Employee Input Input of what's working and opportunities for improvement FeedbackImproved ProcessProcess Owner, Leadership Team 5

6 3.1.2 Work Instructions InputsProcessInstructionsOutputsCustomers Annual 6S Implementation Plan and schedule Development of 6s goals Setup A member of the executive staff will be assigned to assess the realistic value of the current goal and monthly audit schedule. This will be presented during the strategic deployment process. Next Year Goal and scheduleAll Staff and Employees Training Material Training Events and Schedule Coaching and Assistance Preparation As required the Process Owner will conduct 6s training using the PPT presentation. And if the opportunity presents itself a an event will be scheduled. Trained EmployeesAll Staff and Employees Sustainment Scorecard Sustainment Process Implement Follow the instructions on the sustainment scorecard. Perform Monthly audits and communicate results. Monthly AuditsProcess Owner and Leadership Team Monthly AuditsAudit Schedule monthly audits with the participating departments. Report scores on departmental Business Plans and post results on communication boards. Completion, communication and accountability for 6s scores. Report Outs at Monthly and Quarterly meetings. Leadership Team Input of what's working and opportunities for improvement Feedback Quarterly review the 6s effectively. Using the PDCA process reinforce what is working and identify and implement opportunities for improvement. Improved 6s ProcessProcess Owner, Leadership Team 6

7 1.1.1 Training Record ProcessParticipantsCertified TrainerTraining Date Certification Date SetupKen TrevinoMario Robles4/07/09 PreparationLeadership TeamKen Trevino4/14/094/14/04 Training Roster 014 ImplementLeadership TeamJorge Quiroz9/16/2009 AuditProcess Owner, and SME’sKen Trevino06/02/2010 FeedbackLeadership TeamKen Trevino9/15/2010 7

8  The 6S’s  Sort  Set In Order  Shine  Standardize  Sustain  Safety 8

9  Sort: When in Doubt Get it Out!  Set in Order: Place in the work area only materials and tools necessary to do the job.  Shine: Clean, Paint, Make it look new!  Standardize: A Place for everything and everything in it’s place. Make it obvious when something is not in it’s proper location. 9

10 Sustain  In all my experience in this activity the sustain is above all the most difficult.  Key Learnings:  Managers can be measured but the operators must sustain their work area.  Use a scorecard 10

11 11 Date: Auditor: Area: Area Coordinator:012345 N/ A A/C /I CommentsIntent/Scope of Category Sort / Select : clearly distinguish needed items from unneeded items and eliminate the latter. 1 Is everything in the area used on a daily/weekly basis (ask people in the area)? I/A Is there excess/duplicate material, office supplies or tools in the area? (no personal tool boxes) Get rid of excess equipment so it can be used by others if they require it. 2Are the walls and corners clear of leaning objects? I/A Make sure that everything has a place and that the material is either back in its designated location or it is dispositioned, moved to an appropriate storage area or disposed of properly. 3Are shared common areas identified and organized? Is everything in the area used on a regular basis (ask people in the area)? I/C Are the Common Area identified/owned and kept clean? The common areas may be identified on the area maps. Common areas are Mail Stops, Printers, Storage areas and DTF( Shop floor) Set in order : keep needed items in the correct place to allow for ease and immediate retrieval. 4Are all required hand tools and equipment; - Labeled/Identified? (i.e. Owner /Station/ Area/ Location) - Is there a designated location (shadow boards/ labeled tool drawers) - Are hand tools in their designated location (unless being used)? A Are the tools & equipment identified to a location and stored in a dedicated location for easy retrieval?

12 12 16Is ESD policy being followed? (Check for Posting ) - Look or ask if people are wearing ESD shoes or straps - There should be no food/ Styrofoam material in an ESD area - Randomly check to see that tables and carts are not past due for calibration. A Does it look like people in the area are taking the ESD policy seriously and are they following it if it applies to the area? Make sure that all people have ESD protection on when in an ESD area. 17Did this audit area have a corrective action request from the previous month? A 0- If they had a corrective action request and haven't addressed the issue. 5- If they didn't or if they did and have improved the score on that category. Has this area help another area improve on their 5S score, or have they taken the initiative to clean-up an unassigned area. This category is worth an additional 0.20 if the area score is over 4.50 A The area would need to participate in another areas major clean- up/organization effort directed at 5S or focus on improving a low score that they received or take an unassigned area and clean it up. Proof needs to be evident that this occurred Column Totals Score Key 0 - No evidence found, Corrective action required 1 - Approx 1/5 th of the area is in compliance, Corrective action required 2 - Approx 2/5 th of the area is in compliance, Corrective action required 3 - Approx 3/5 th of the area is in compliance 4- Approx 4/5 th of the area is in compliance 5- Complete, (100%) no exceptions Number items audited Total Points Final Area 5S Score Total Area Points

13 13 First Scorecard  Subjective  Unsustainable  Confusing  Knowledge Intensive  Selective

14 14 3.1.2 6S Visual Workplace Process – How does your organization ensure effective deployment of 6S Visual Workplace strategies for workplace organization? How are the process flow, production status, employee training status and continuous improvement effort clearly displayed and visible in the office and factory floor? How does your organization ensure that work areas are kept consistently free of dirt and clutter? How are improvements reviewed and recognized? So Lets Look At This Again.. Hello!!! I think we need to get more VISUAL

15 Key Learnings  K eep  I mproving  S ustainability  S imple 15

16 16 6S+SAFETY "CHECKLIST" ZONE: GrindingSHIFT: 1st OWNER: Rogelio MontoyaDATE: 12/11/2010 # DESCRIPTIONYESNO 1Are the aisles free from clutter with racks, bins, etc.? X 2Is the floor swept free of trash and debris? (Aisle ways and work areas) X 3Are workbenches, tables, equipment and racks free from trash or debris? X 4Is the area dusted? (Lights, racks, tables and equipment, Walls) X 5All personal protection identified for storage as well as cleaning or disposal? (Gloves, arm guards, aprons, goggles, rags etc. X 6Are all tools, racks, tables, and equipment identified and 6S controlled?(Labeled and stored) X 7Are all hazardous materials properly identified? X 8Are all fire extinguishers and eye wash up to date and not discharged? X 9Is the 5s floor tape in good condition? X 10Are all extra parts removed from the area and returned to appropriate areas? X 11Are all incomplete products identified and stored in a work in process holding area? X 12There are NO existing safety hazards? (blocked fire extinguishers, razor blades lying around, worker not wearing all required safety gear) X 13Have all members of the department turned in an acceptable safety suggestion form to the Safety Suggestion Box? X 14Are all containers properly identified with labels, as well as directions on what to do in case of a spill or accident? X Final Score: 11 Walk the area and answer YES or NO to the questions above Take a picture of any non-conforming condition.EXCELLENT: 14 Add the total number of YES's and fill in the FINAL SCORE boxVERY GOOD: 9-13 Write comments or suggestions to improve each of the NO answersGOOD: 7-8 Add comments and suggestion to the ACTION ITEM MATRIXAVERAGE: 5-6 POOR: 0-4 # COMMENTS AND SUGGESTIONS 3 Some racks have debris and other RATS on them. 6 Numerous tools and equipment are not labeled and have no specifically designated area for storage. 13 Not ALL members have turned in a Safety Suggestion.

17 Nonconformance # 1 Time Clock no longer being used. Recommend removing. Assigned To: START DATE:COMPLETION DATE:

18 Time clock was removed and area was given fresh paint as well as 6S Board. Before After

19 ND IDENTIFY Need proper storage for broom. Metal needs to be identified or removed. Area needs taping. Rolls impede access to fire Extinguisher. Assigned To: Nonconformance # 2 START DATE:COMPLETION DATE:

20 Roll, broom and other materials have been removed. Before After

21 Area needs re-painting. Roll of paper should be stored properly. Items should be removed from a red -painted area. Assigned To: Nonconformance # 3 START DATE:COMPLETION DATE:

22 Items have been removed from red-painted area. Floor tape has been laid down to establish an area for rolls of paper. Before After

23 23 Communication Boards All Scorecards and Picture action plans are posted on Departmental Message Boards. Information posted Include: Work Hours Quality Scores Delivery Scores

24 24 BUSINESS RESULTS OwnerPriority Project Status /GoalOct.Nov.Dec.Jan.FebMarAprMayJunJulAugSep NOTES 1MAINTAIN 379 SQ/HRjavierA XXX ON-GOING REPORTING DAILY 2100 % DELIIVERYjavierA XXX 100 % DELIIVERY FOR OCT., NOV.,DEC. 3 REDUCE THE CHANGE OVER BY 50 % (SMED)javierA XX Not Started 46S Score PolishingjavierA119910 TREND IMPROVING 5 6 7 8 9 10 11 12 Sample Business Plan Monthly Scores are recorded on Manager’s Business Plan

25 25 As Scores are recorded the information is automatically Graphed in Preparation for Quarterly report

26 Safety  Safety Team Organization:  Safety Program Owner: Member of Staff  Safety Team Leader: Production Supervisor  Safety Team Members: Department Lead-persons or Volunteers.  All Team Members have been cross-trained in 6s  A team member assists with every 6s audit. Although they do not audit their own area. 26

27 Safety Communication Chain  The Friday staff meetings at MPC are Topical:  1 st week: Quality System Review  2 nd week: Safety Steering Committee  3 rd week: Project Calendar Review  4 th week: Sales, Customers, Marketing Update  5 th week: Management Review 27

28 Safety Communication Chain Each Topic Has a Standardized Agenda, for Safety it is: 28 Week 2, Safety Steering Committee, ( ) = SEA Criteria Review Action Item List Safety 1.Safety Team Report Luis a.General Report b.Safety Suggestion Report (Luis) c.Safety AIM (Maintenance Report) 2.Safety Topic of the Month (3.1.2) 6s visual workplace process 1.General Update 2.Review Scorecard Status by Department 3.Rewards and Recognition (Safety and 6s) Business Plan 1.Review “Safety” and “6s” under “Quality, Delivery and Operational Excellence” section Review new action items

29 Safety Communication Chain  The following week the Safety Team Meets. During this meeting a similar agenda is followed.  The next day the Safety Team Members, at their Daily Start of Shift Meeting, communicate to their teams:  General Update  Scorecard Status  Safety Topic of the Month, with handout. 29

30 30 Questions, Requests for Further Information or Copies of Templates, Contact: Cameron Tabbert, Continuous Improvement Coordinator Cameron@MPCIndustries.com Or, Ken Trevino, Dir. Tech. Services Ken@MPCIndustries.com


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