IENG 451 / 452 Stability: Visual Management and 5S IENG 451 - Lecture 17 Stability: Visual Management and 5S 11/7/2017 IENG 451 Operational Strategies (c) 2016 D.H. Jensen

House of Lean CUSTOMER FOCUS: JUST IN TIME INVOLVEMENT: JIDOKA Highest Quality, Lowest Cost, Shortest Lead Time by continually eliminating Muda JUST IN TIME INVOLVEMENT: JIDOKA Flexible, motivated team members continually seeking a better way (Intelligent Human-Machine Systems) STANDARDIZATION STABILITY 11/7/2017 IENG 451 Operational Strategies

House of Lean CUSTOMER FOCUS JUST IN TIME INVOLVEMENT JIDOKA Hoshin Planning, Takt, Heijunka Involvement, Lean Design, A3 Thinking JUST IN TIME INVOLVEMENT JIDOKA Standardized Work 5S TPM Kaizen Teams Suggestions Safety Activities Hoshin Planning Flow Heijunka Takt Time Pull System Kanban Visual Order (5S) Robust Process Involvement Poke Yoke Zone Control Visual Order (5S) Problem Solving Abnormality Control Separate Human & Machine Work Involvement STANDARDIZATION Standardized Work Kanban, A3 Thinking Visual Order (5S) Hoshin Planning STABILITY Standardized Work, 5S, TPM Jidoka, Heijunka, Kanban 11/7/2017 IENG 451 Operational Strategies

Eliminating Waste in Lean Systems Focus on VALUE: What the customer would be willing to pay for – if they knew we did it Value-Added – actual work of transforming the product or providing the service Auxiliary Work – (BNVA) – supports the work being done or required for regulatory purposes Non-Value-Added – if you stopped doing it, there would be no adverse effect on the product or service Japanese terms for waste: Mura – unevenness Muri – difficult to do Muda – wasted effort 11/7/2017 IENG 451 Operational Strategies

Stability Helps Eliminate Waste in Lean Systems Stability addresses Mura (Unevenness or fluctuation in work): Unevenness requires extra efforts to adjust and return to a predictable pattern of practice Visual Management – Standards and Status of the process is visually apparent 5S – Organizes and Maintains the process and to be discussed later, also: TPM – Total Productive Maintenance Jidoka – intelligent man-machine systems Heijunka – workload leveling Kanban – single piece flow 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Visual Management Visual Management systems are: Self-Explanatory – anyone needs little or no text to understand what is desired and what is amiss Self-Ordering – anyone can quickly tell what is in the wrong place and what is missing Self-Improving – workers can quickly see where (and sometimes what) needs to be done to improve performance of the system Ex.: A pair of lines above the pallets in the warehouse showing  the maximum inventory level, and  the re-order inventory level Sometimes, we are our own worst enemy! Ex.: MRP / ERP systems could be graphic, but as typically implemented, they usually require an analyst to interpret the (reams of) reports. 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Visual Management The Visual Management Triangle: Seeing as a Group Production Status Inventory Levels Machine Availability Knowing as a Group Delivery Commitments Goals & Schedules Processing Rules Acting as a Group Consensus on Methods Involvement in improvement 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Visual Standards GO NO All pins straight Some pins bent 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Visual Standards GO NO No gaps in adhesive Adhesive is missing 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Visual Standards GO NO No stray coil wire Coil wire is loose 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Visual Management Four Levels: Level 1: Tells Only – ex.: A stop sign Level 2: Attention Getting Change – ex.: A stop light Level 3: Organizes Behaviour – ex.: Rumble strips Level 4: Defect is Impossible – ex.: A crossing barrier Imagine a surgical operating room … How do we prevent unauthorized personnel from entering the room? How do we encourage staff to wash their hands? How do we know if all the tools are accounted for? How do we help the surgeon perform the operation in the right order? How do we make sure the room is sterile? 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Deceptively simple – enormously powerful: Sort Set in order Shine and inspect Standardize Sustain These tools not only affect the cleanliness and organization of the workplace – they also improve the attitude of our work team! 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Describing the 5Ss: Sort – Just-In-Case Management Red Tagging Set in order – Rationalize Locations Color-Coding Shine and inspect – What to clean and How Who will clean and How clean is clean 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Standardize – Ex.: Shadow Board What (tools) should be there What (tools) currently are there Who has the tools When will the tools be returned Ex.: Production Board What to make How many to make When the products will be due Sustain – Perseverance is all 5S Report Boards 5S Training 11/7/2017 IENG 451 Operational Strategies

IENG 451 Operational Strategies Questions & Issues 11/7/2017 IENG 451 Operational Strategies (c) 2016 D.H. Jensen