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

2. 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
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IENG 451 Operational Strategies

3. 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
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IENG 451 Operational Strategies

4. 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
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IENG 451 Operational Strategies

5. 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
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IENG 451 Operational Strategies

6. 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.
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IENG 451 Operational Strategies

7. 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
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IENG 451 Operational Strategies

8. IENG 451 Operational Strategies
Visual Standards
GO NO
All pins straight Some pins bent
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IENG 451 Operational Strategies

9. IENG 451 Operational Strategies
Visual Standards
GO NO
No gaps in adhesive Adhesive is missing
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IENG 451 Operational Strategies

10. IENG 451 Operational Strategies
Visual Standards
GO NO
No stray coil wire Coil wire is loose
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IENG 451 Operational Strategies

11. 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?
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IENG 451 Operational Strategies

12. 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!
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IENG 451 Operational Strategies

13. 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
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IENG 451 Operational Strategies

14. 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
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IENG 451 Operational Strategies

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