Past, Present and Future AVCORP AVCORP 11/02 Lean Support Group

Avcorp: Lean manufacturing past & present Many Lean/ Continuous improvement false starts. Lack of Management participation and buy in. Ambiguous and vague Lean materials. No clear defined direction or goals. Present: Dedicated Lean support for Lean activities. Management accountability for process improvements. Prescriptive and Avcorp specific Lean materials. Establish 5S Assessment system plant wide, in one year. AVCORP 11/2002

Aerospace market demands AVCORP 11/02 Lean Support Group

Aerospace market demands Past Present Trend AVCORP 11/02 Lean Support Group

5S The Foundation for Everything Upper Mngmnt. Upper Mngmnt. Monthly Report Out Feed Back Lean Management LSG Cell Mngmnt.Team Shop floor Lean Support Group Shop floor/ Office Audited Past improvement process visibility Prescribed improvement process visibility AVCORP 11/2002

5S Program Consistent, Reliable, Expanding Lean organization All operations linked and building to customer requirements (Pull system) Focus on consistently lowering lead times and queue times (lowering min/max buffers as to reorder lead times) Inventory reduced by Kanban implementation Reliable Processes (Kanban) Standard Operations (takt time) Reliable equipment (TPM) KAIZEN WORKSHOPS 5S action items drive KAIZENS 5S Program A process that identifies the need for Kaizens based on unreliable equipment, unreliable operations and unreliable processes. AVCORP 11/2002

AVCORP 11/2002

The Foundation for Everything 5S and The Visual Workplace AVCORP 11/2002

5S The Foundation for Everything People practice the 5S’s in their personal lives without even knowing it. We sort, simplify, sweep, standardize and sustain on a daily basis at home. We would live in total chaos without even a little organization and orderliness. Few factories are as standardized with the 5S routines as is the daily life of an orderly person. This is unfortunate since, in the daily work of a factory, just as in the daily life of a person, routines that maintain organization and orderliness are essential to a smooth and efficient flow of activities. The 5S system sounds so simple that people often dismiss its importance, however the fact remains that a clean factory: Has higher productivity. Produces fewer defects. Holds less inventory. Meets deadlines better. Is a much safer place to work. AVCORP 11/2002

5S The Foundation for Everything Good housekeeping: “Good factories develop beginning with the 5S’s; bad factories fall apart beginning with the 5S’s.” -Hirouki Hirano The 5S’s Seiri Seiton Seiso Seiketsu Shitsuke Sort Simplify Sweep Standardize Sustain Organize Order Clean Standards Discipline The 5S’s are the foundation for any well run operation, especially for JIT or JIC (just in case). Think of them as a set of principles rather than focusing on the exact meaning of the words. The gold standard for 5S is that anyone should be able to find anything in their own workplace in less than 30 seconds and any where in the work area in less than 5 minutes, without asking anyone, opening a book or turning on a computer. In case someone asks, there are no accents on particular syllables: see-erie sae-eton see-eso see-e-ket-sue sheet-suk-ee AVCORP 11/2002

A place for everything and everything in its place, 5S The Foundation for Everything Underlying principle: A place for everything and everything in its place, clean and ready for use. How is the principle employed on a Fire truck? Why is it important? Point of the Fire truck example: Working deliberately and efficiently, is a fundamental part of doing their job, the equipment they work with is systematically set up to support this. Everything is set up visually so they know if equipment or gear is out of place. Is it any less important in your own work area? AVCORP 11/2002

Sort: Organization Separate the necessary from the unnecessary. Begin a sort systematically; assess and address every tool, all materials, equipment and procedures. Remove all items from the work area that are not needed for current production or clerical operations. Respect peoples personal boundaries. Tag unnecessary items and take them to the quarantine area for auction and disposition. Unnecessary: Unsafe Defective Unused Duplicate Necessary: Used daily Used periodically Personal Items AVCORP 11/2002

Sort: Quarantine area, Tagged Items and Auction Quarantine area: A temporary holding area for tagged items, usually out of the way of high traffic areas. Tagged Items: Need evaluation for frequency of use. Gives you a safety net between first questioning whether an item is needed and actually getting rid of the item. Emotional Items: Items we are attached to and don’t use. When this item is set in Quarantine and watched for use for an agreed upon amount of time, people tend to be ready to let it go when that time is over. Auction Criteria: Usefulness; Frequency of need; Quantity needed A focal should touch and evaluate every item with the group. Documentation: For Quarantined items and dispositions. AVCORP 11/2002

Simplify: Order Simplify: Arrange needed items so that they are easy to use and label them so that “anyone” can find them and put them away. Visual Aids: Are encouraged in order to aid understanding and minimize complexity. When something is out of place its obvious. Shadow Boards Labels (Return addresses) Clearly marked places for items that are movable. Area Identification. Lines on floor AVCORP 11/2002

Criteria for Simplifying One Step Rule: Ideally nothing that is used daily, stored more than a step away. This step is to improve and make the Job less frustrating. 45 Degree Rule: Immediate work area layout that minimizes twisting especially applicable for bench work. Remember that if something weighs more than a few pounds, make sure it is beyond immediate reach so the lifter must reposition the body for lifting. Strike Zone Rule: Store things above the knees and below the chest. This will help to reduce the chance of back strain in. Higher the Pounds --- Closer to Knuckles: Locate heavy items to eliminate bending, stooping or unnecessary arm movements during lifting. AVCORP 11/2002

Simplify: Visual Control Examples Type Examples Identification Markers Signboards, name labels, photos, or shapes of items. Location Markers Tape strips, color coding, numbering. Quantity Markers Signs indicating number (min/max), standard containers, number of spaces for items indicators of normal operating values. Standard Methods Charts of standard cycle time and work sequence, standard procedures, flowcharts, photos of operation. Tags Excess (red tag), broken items, tooling needing sharpening or repair, defectives. Andon Visual (lights, flags) and hearing (bells, buzzers) signals to draw immediate attention or help. Kanban Card, empty container, or space signaling that production or movement is authorized. Performance Display Production schedule and quantity produced, quality, productivity cost, safety, or improvement activities. Defect Display Tables or boards showing defective product, tooling, raw materials, or paperwork. Personnel Board Availability (in/out), assignment and location of dept. personnel, cross-training status vs. plan. AVCORP 11/2002

Standardized Visual Control Tape AVCORP 11/2002

Sweep: Clean Visually and Physically Establish Visual checks to maintain processes. Identifying potential problems with a regular physical and visual sweep. Look for: Unsafe conditions. Broken or malfunctioning equipment or fixtures. Missing items and out of place tools, parts, materials, etc. AVCORP 11/2002

Standardize: Standards Develop standards and stick to them. Use the agreed to standards from visual control activities. (Simplifying common colors and labeling). Document your sweeping process. (Ensure sweeping activities are consistent shift to shift). Get agreements before any change is Implemented. Document changes and share information with others. Standards that are created should be continuously improved. AVCORP 11/2002

Continuously follow through to ensure that backsliding does not occur. Sustain: Discipline Continuously follow through to ensure that backsliding does not occur. Look for ways to improve the process. Regularly review the previous four S’s. Lead by example. Systematically review Kaizen Newspaper process improvements, constraints and action items. AVCORP 11/2002

Visual Control Targets Show how to do the job (Standard Operations), PDS. Show how things are used. Show where things are stored. Control inventory storage levels. Show production status. Indicate when people need help. Identify hazardous areas. Mistake proof the operation. A 5S checklist- standard procedures, responsibilities, resource literature, etc. (Kanban system for supplies). AVCORP 11/2002