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 2000, QualityToolBox.com, LLC, all rights reserved 1 A STRATEGY FOR PERFORMANCE EXCELLENCE.

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Presentation on theme: " 2000, QualityToolBox.com, LLC, all rights reserved 1 A STRATEGY FOR PERFORMANCE EXCELLENCE."— Presentation transcript:

1  2000, QualityToolBox.com, LLC, all rights reserved 1 A STRATEGY FOR PERFORMANCE EXCELLENCE

2  2000, QualityToolBox.com, LLC, all rights reserved 2 Executive Overview Participant manual Tools Workbook Knowledge Breakthrough Lecture notes Performance Excellence Series Training Module Elements

3  2000, QualityToolBox.com, LLC, all rights reserved 3 Session 1.0Introduction…….……...……………………. 3 Session 2.0Waste Management ……………………….. 14 Session 3.05S Implementation…………………………. 20 Element 3.1Systematic Organization…………………... 31 Element 3.1.1 Red Tag System……………………………. 47 Element 3.2Sorting Visual Placement………………….. 33 Element 3.2.1 Visual Sign System………………………….. 66 Element 3.2.2 Visual Color System………………………... 76 Element 3.3Scrubbing Clean……………………………. 40 Element 3.4Standardizing Control……………………... 45 Element 3.5Self Discipline Control……………………... 48

4  2000, QualityToolBox.com, LLC, all rights reserved 4 What is 5S ? n An essential step required for Waste Elimination n An integral step in Kaizen n A required element to achieve Lean-site Manufacturing. Systematic Organization “Seiri” Orderliness “Seiton” Cleanliness “Seiso” Cleanup “Seiketsu” Cleanup “Seiketsu” Standardization/Perseverance “Shitsuke”

5  2000, QualityToolBox.com, LLC, all rights reserved 5 5S Performance Excellence Model Systematic-Systematic Organization Scrubbing clean Self-Discipline- Control Customer Expectations Sorting Visual Placement Standardizing Control Improved Quality Improved Safety Reduced costs Consistent Deliveries Improved Product/ Service Options

6  2000, QualityToolBox.com, LLC, all rights reserved 6 The Five Elements of 5S Systematic Systematic Organization- Identifying what items are required and which are not. Sorting Visual Placement- Items should be easily retrievable, easy to get, and visual-easy to see. Self-Discipline/Control- Ensuring that Systematic Organization, Visual Placement & Cleanliness are maintained. Scrubbing Clean-Keep the area free from debris, dirt, oil, items not needed. Standardizing Control- Maintain and continually improve the previous improvements.

7  2000, QualityToolBox.com, LLC, all rights reserved 7 MajorCPI Tools(6  ) Kaizen LeanDescription Cp/Cpk 4Process capability assessment DOE 4Design of experiments SPC 4Process control based on statistics and data analysis FMEA 4Risk assessment tool Regression 4Correlate effect one variable has on another Process Map 4 4 4Map process steps to communicate and identify opportunities 5 whys /2 hows 4 4 4 Determination methods for root cause discovery Pareto 4 4 4Column chart ranking items highest to lowest Fishbone 4 4 4Cause / Effect Diagram 5S 4 4Elimination waste Visual Mgmt 4 4 4Emphasis on visual techniques to manage process Poka-Yoke 4 4Error proofing techniques Spagetti Chart 4 4 Kanban 4 4Material storage technique used to control process Takt Time 4 4Determine pace or beat of a process Std Work 4 4Evaluate tasks done during a process SMED 4 4Single minute exchange of dies - Quick machine set up TPM 4Integrate maintenance strategy with process Cellular Flow 4Reduce inventory & cycle time thru process layout and pull production techniques Expand Process Improvement Program to Utilize Kaizen Tool Kit Tool Kit Comparison

8  2000, QualityToolBox.com, LLC, all rights reserved 8 6 Sigma Disciplined Methodology Technical Approach (Quantitative) Data Driven - Statistical Customer Focus Reduce Variation Focus on Large Impact Larger/Longer Projects Kaizen Philosophical Approach Common Sense Approach (Qualitative) Data Driven - Observation Operational Focus Waste Elimination 5S Incremental Change Smaller/Shorter Projects Complimentary Tools Driving Continuous Improvement Expanding the Strategy Performance Excellence

9  2000, QualityToolBox.com, LLC, all rights reserved 9 Comparative Analysis Improvement Methodologies Similar in Structure Improvements measured against established process Team oriented Similar improvement tools Measure effectiveness of improvements Maintain new performance level Standardize & Proceduralize Results More Efficient Processes Comparison Both are Effective Improvement Mechanisms CPI/6s best applied to large complex problems Kaizen/Lean best applied to achieve incremental changes and eliminate wastes. Measure - Data Collection - Determine Process Potential / Goals Evaluate - Root Cause / Vital Few - Statistical Analysis Improve & Verify - Implement Improvement - Validate Improvement Standardize - Standardize / Leverage - SPC - Update Procedures Evaluate - Baseline Process Performance - Establish Target Decide -Compare solutions - Choose Act -Communicate - Implement improvement - Control Measure - Validate improvement - Standardize - Update Procedures Focus - Reduce Process Variation - Identify Critical Cause and Focus Resources for Maximum Impact Focus - Eliminate Waste 5S - Seek Incremental Process Changes Kaizen/Lean 6  Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week

10  2000, QualityToolBox.com, LLC, all rights reserved 10 Why 5S To eliminate the wastes that result from “uncontrolled” processes. To gain control on equipment, material & inventory placement and position. Apply Control Techniques to Eliminate Erosion of Improvements. Standardize Improvements for Maintenance of Critical Process Parameters. Look Familiar ?

11  2000, QualityToolBox.com, LLC, all rights reserved 11 n Overproduction n Delays (waiting time) n Transportation n Process n Inventories n Motions n Defective products n Untapped Resources n Mis-used Resources 9 Wastes The Nine types of wastes.

12  2000, QualityToolBox.com, LLC, all rights reserved 12 n Overproduction ______________________________ n Delays (waiting time)__________________________ n Transportation _______________________________ n Process_____________________________________ n Inventories__________________________________ n Motions ____________________________________ n Defective products ____________________________ n Untapped Resources __________________________ n Mis-used Resources ___________________________ 9 Wastes Give an example of each type of waste. The Nine types of wastes Think Break

13  2000, QualityToolBox.com, LLC, all rights reserved 13 Elimination of Waste

14  2000, QualityToolBox.com, LLC, all rights reserved 14 Systematic Organization Cleanliness Visual Placement Standardization 5 S Implementation Plan Progressive Enhancements Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan Step 4 Develop 5 S Training Plan Step 5 Implement 5 S Step 6 Verification of Effectiveness

15  2000, QualityToolBox.com, LLC, all rights reserved 15 Removing “Red Tagged” stuff What Stuff would you “Red Tag” in these pictures ? Picture A__________________________________________________________ Picture B _________________________________________________________ Think Break

16  2000, QualityToolBox.com, LLC, all rights reserved 16 In the following pictures, identify some of the “finding wastes “ ( assume you work in a distribution center and you have to fill an order with product located in the following pictures). _______________________________________________________ Everything has a useable place Think Break Finding Wastes

17  2000, QualityToolBox.com, LLC, all rights reserved 17 Some evidence of standardized work areas Clear, shiny aisle ways Color coded areas Slogans, banners No work-in-process ( WIP ) One-Piece Flow Standardized Work Sheets

18  2000, QualityToolBox.com, LLC, all rights reserved 18 Visual Color System Implementation Develop a map identifying the “access ways”(aisles, entrances, walkways etc.) and the “action” areas. Perform any necessary realignment of walkways, isles, entrances. Assign an address to each of the major action areas. Mark off the Walkways, Aisles & entrances from the action areas Table 1.0 Apply flow-direction arrows to aisles & walkways Table 1.0 Perform any necessary realignment of action areas. Mark-off the inventory locations Table 1.0. Mark-off equipment/machine locations Table 1.0 Mark-off storage locations( Cabinets,shelves,tables) Table 1.0 Color-code the floors and respective action areas per Table 1.0.

19  2000, QualityToolBox.com, LLC, all rights reserved 19 Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage. Key Deliverables A clean Systematic Organization results in increased safety and efficiency. Increased Safety Increased Efficiency

20  2000, QualityToolBox.com, LLC, all rights reserved 20 Step 2: Allocation: Assign resources to the specific tasks required to make 3S a habit.

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26 Waste Identification Map

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28 The Nine Wastes Percentage of Waste

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