2. Introductions Lean knowledge or experience No prior experience Some experience Able to discuss Able to teach others Lean expert

3. Lean Manufacturing Overview Problem Solving Standardized Work Error Proofing Quick Changeover Total Productive Maintenance 5S / Visual Factory Kanban Lean Layout Lean Manufacturing

4. 13 Introduction Lean Manufacturing: “least-waste” way to manufacture high quality products TPS- Toyota Production System Kaizen- Continuous Improvement

5. 14 Why Personal Considerations Continuous Improvement can affect you where you work and live Job Security Our job security depends on the long-term health of the company. We must improve production efficiency, reliability, and leadtime if we are to continue to meet competitive challenges and customer expectations.

6. 15 Lean is a “steady platform for change” that empowers people to continuously look for ways to make work better Improvement means Change

7. 6 If you keep doing what you’ve always done, you will keep getting what you always got!

8. 7 5S Work Place Organization 1S2S 3S 4S 5S

9. 8 5S – What is it? A Management philosophy devoted to the proper arrangement and orderliness of the workplace. A Management philosophy devoted to the proper arrangement and orderliness of the workplace. 5S lays the foundation for continuous improvement (Kaizen, Lean Manufacturing). 5S lays the foundation for continuous improvement (Kaizen, Lean Manufacturing). A tool used to eliminate waste. (MUDA) A tool used to eliminate waste. (MUDA)

10. 19 Waste Anything other than the minimum amount of equipment, materials, parts, space, and worker’s time which are “absolutely essential” in adding value to the product. Eight Deadly Wastes Over Production Product Defects Inventory Excess Process Transportation Excess Motion Waiting Under-utilizing People

11. MUDA Inventory Motion Over Processing Correction Over Production Waiting Transportation Unused Creativity

12. 5S The Foundation for Everything “Good factories develop beginning with the 5Ss; bad factories fall apart beginning with the 5Ss.” —Hiroyuki Hirano, Chairman JIT Management Laboratory, Co.,

13. 12 5S The Foundation for Everything The underlining principal of 5S: The underlining principal of 5S: A place for everything and everything in its place.

14. 13 Management Support 5S starts from the top 5S starts from the top Without the support of: Without the support of: - Upper management - Middle management - Front line supervision YOU WILL SURELY FAIL !!!!!!

15. 14 5S 1S2S 3S4S 5S Sort Set In Order Shine Standardize Sustain

16. 15 Meaning of the 5S’s Sort - Sort -  Clearly distinguishing between what is necessary and what is unnecessary, while disposing of the latter.  Evaluate all items in the workplace and determine which items are really needed.  Understand why items are needed.  Keep only what’s needed.  Throw out what’s not needed.  Include desk drawers and filing cabinets

17. 16 Sort Where? Walkways, Floors Walkways, Floors Storage shelves Storage shelves Cabinets Cabinets Drawers, Desks Drawers, Desks Walls, Bulletin Boards Walls, Bulletin Boards Between Dock Doors Between Dock Doors Around poles Around poles On and around machines On and around machines What? Excess materials Tools, fixtures, gauges Spare parts Documents Brushes Cloths Furniture Seldom used equipment EVERYWHERE!!!!!EVERYTHING!!!!!

18. 17 Sort and JIT Corresponds to the Just-In-Time principle: Corresponds to the Just-In-Time principle: Keep only what is needed. Keep only what is needed. Only in the amounts needed. Only in the amounts needed. Only when it’s needed. Only when it’s needed. Remove all items not needed for current production. Remove all items not needed for current production.

19. 18 Sort – Problem Avoidance The plant becomes crowded and hard to work in. The plant becomes crowded and hard to work in. Cabinets, lockers and shelves required for unneeded items get in the way of communication and place unwanted walls between employees. Cabinets, lockers and shelves required for unneeded items get in the way of communication and place unwanted walls between employees. Time is wasted searching for parts, tools and fixtures. Time is wasted searching for parts, tools and fixtures. Unneeded inventory and machinery are costly to maintain. Unneeded inventory and machinery are costly to maintain. Excess stock on hand hides problems on the production floor. Excess stock on hand hides problems on the production floor. Unneeded items and equipment make it harder to improve the process flow. Unneeded items and equipment make it harder to improve the process flow.

20. 19 Sort

21. 20 Sort

22. 21 Meaning of the 5S’s Set In Order Set In Order  Organize the necessary items so that they can be used and returned easily.  Sort first so we don’t waste time straightening things we don’t need.  Organize all needed items - Locate items where they most needed. - Identify where to return items when not in use. - Identify items and their storage locations.  Make the order of things clearly understood at first glance.  Eliminate all wasted time and motion.

23. Set In Order Provide a convenient, orderly and safe place for everything…and keep it there!

24. 23 Set In Order

25. Keep tools close to where they are needed Can we achieve requirements more simply? …incorporate tools

26. Set In Order 121123122 123122121 120 Make locations obvious Label names and addresses

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30. 29 Marking Color Code Work Area-White Work Area-White Aisles-Yellow Aisles-Yellow WIP-Blue WIP-Blue Scrap/Non-Conforming-Red Scrap/Non-Conforming-Red Finished Parts-Green Finished Parts-Green

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34. 33 Meaning of the 5S’s Shine Shine Clean floors, equipment, and furniture in all areas of the workplace.  During and after the straightening process, the work place must be scrubbed.  Make things clean, neat and orderly. - Sweeping floors. - Wiping off machinery, tools, computers and furniture. - Use the cleaning process to inspect for sources of dirt, oil, trash, etc.

35. Shine Monitor and restore the condition of equipment and the workplace during cleaning

36. 35 Meaning of the 5S’s Standardize Maintaining and improving the standards of the first three S’s Standardize Maintaining and improving the standards of the first three S’s  The first three S’s have been done - Sort - Set In Order - Shine  Maintain and improve the first three S’s. -Eliminate causes of dirt leaks and spills. -Create systems to keep things neat and organized. -Create systems to keep things neat and organized.

37. Standardize Establish standards of cleanliness and procedures for routinely maintaining workplace condition

38. 37 Problems when Standardize is not implemented well Conditions go back to the old and undesirable levels Conditions go back to the old and undesirable levels At the end of the day piles of unneeded materials are left over. At the end of the day piles of unneeded materials are left over. Tool storage areas become disorganized Tool storage areas become disorganized The purpose of Standardize is to prevent setbacks in the first three. To make implementing them a daily habit.

39. 38 Standardize Everything Beyond the Cleaning  Work methods  Data processing  Reports  Cleaning  Forms  Training  Tools

40. 39 Meaning of the 5S’s Sustain Achieving the discipline or habit of properly maintaining the correct 5S procedure. Sustain Achieving the discipline or habit of properly maintaining the correct 5S procedure.  Develop a habit of practicing the first four S’s  Make 5S a way of life.

41. 40 Definitions Sort - Clearly distinguishing between what’s necessary and what’s unnecessary, while disposing of the latter. Sort - Clearly distinguishing between what’s necessary and what’s unnecessary, while disposing of the latter. Set In Order - Organize the necessary items so that they can be used and returned easily. Set In Order - Organize the necessary items so that they can be used and returned easily. Shine - Clean floors, equipment, and furniture in all areas of the workplace Shine - Clean floors, equipment, and furniture in all areas of the workplace Standardize - Maintaining and improving the standards of the first three S’s Standardize - Maintaining and improving the standards of the first three S’s Sustain - Achieving the discipline or habit for properly maintaining the correct 5S procedure. Sustain - Achieving the discipline or habit for properly maintaining the correct 5S procedure.

42. 41 Benefits of 5S’s How will we, as a group, benefit from 5S? How will we, as a group, benefit from 5S?  Reduced Waste  Improved Safety  Easier Maintenance  Higher Quality  Improved Profitability

43. 42 Benefits of 5S’s Con’t How will you, as an individual, benefit? How will you, as an individual, benefit?  You can take pride in a 5S workplace  Your co-workers will respect you and your work space.  You can also keep a positive mental attitude 5S CREATES A BETTER PLACE TO WORK

44. 43 RED TAG STRATEGY Initiate first round of Red Tagging Initiate first round of Red Tagging Select members from various areas Select members from various areas Select a manager to lead the team Select a manager to lead the team First session should be plant wide First session should be plant wide Identify Red Tag Targets Identify Red Tag Targets Inventory, equipment, supplies, tooling Inventory, equipment, supplies, tooling Office areas are not exempt from red tagging Office areas are not exempt from red tagging

45. RED TAG STRATEGY Red Label No.______ Item_________________ Quantity______________ Location_____________ Date_______ Clearance Date________ Purpose______________ ____________________ Sopwith Ltd.. ARMSTRONG B.S.A. Hillman

46. 45 RED TAG STRATEGY Define Red Tag criteria Define Red Tag criteria Determine what criteria will be used to distinguish a needed item from an unneeded item Determine what criteria will be used to distinguish a needed item from an unneeded item Example: Save only the items needed to make the next day, next week’s or next month’s production schedule. Example: Save only the items needed to make the next day, next week’s or next month’s production schedule. Make Red Tags Make Red Tags Determine information to be recorded on tags Determine information to be recorded on tags Determine material to be used for red tags Determine material to be used for red tags

47. 46 RED TAG STRATEGY Conduct Red Tag Session Conduct Red Tag Session Explain the red tag criteria to all teams Explain the red tag criteria to all teams Make sure you have a good cross-section of people tagging items in order to prevent the “I MIGHT NEED THAT” Syndrome Make sure you have a good cross-section of people tagging items in order to prevent the “I MIGHT NEED THAT” Syndrome Red tag the entire plant as rapidly as possible Red tag the entire plant as rapidly as possible Evaluate the red tag items Evaluate the red tag items Review the material that has been tagged Review the material that has been tagged Dispose of the truly unnecessary inventory, equipment and other items Dispose of the truly unnecessary inventory, equipment and other items Discard any material which is still tagged after a predetermined amount of time Discard any material which is still tagged after a predetermined amount of time All tags must be completed and returned All tags must be completed and returned

48. 47 RED TAGGING HINTS Record information about all tags used on a Red Tag Log where you can track disposition easily Record information about all tags used on a Red Tag Log where you can track disposition easily Make sure everyone understands what is to be tagged and why Make sure everyone understands what is to be tagged and why Discourage people from being defensive Discourage people from being defensive Be fair all areas get tagged Be fair all areas get tagged Don’t compromise; IF IN DOUBT, THROW IT OUT! Don’t compromise; IF IN DOUBT, THROW IT OUT! Necessary items can be tagged if improvements are known or suggested Necessary items can be tagged if improvements are known or suggested Do not put multiple tags on any one object Do not put multiple tags on any one object Make reasonable allowances for decorative items such as plants or family photos Make reasonable allowances for decorative items such as plants or family photos

49. 48 Forms

51. Item Disposition Guidance Directions Determine the category each tagged item belongs Determine required action, record on tag and Unneeded Items Log Take action ActionCategory Defective Return to supplier Throw away Repair Used about once per week Store in area Obsolete Sell Hold for depreciation Give away Throw away Scrap Remove to proper location Trash / garbage Throw away Recycle Used less than once per month Store where accessible in plant Seldom used Store in distance place Sell Give away Throw away Unneeded in this area Remove to proper location Use unknown Find out use Remove to proper location Used at least once per day Carry with you Keep at place of use

52. Red Tag Checklist Directions Examine all items in each category Red tag every item that may not be needed Enter a  when a category is inspected Search the walls, boards, etc. Items hung on walls Bulletin boards Signboards Other Raw materials Supplies Parts Work in process Finished products Shipping materials Look for unneeded material / supplies Look for other unneeded items Work clothes Helmets Work shoes Trash cans Other Floors Aisles Operation areas Work Stations Corners, behind/under equipment Stairs Small rooms Offices Loading docks Inside cabinets and drawers Search these spaces Machines Small tools Dies Jigs Bits Conveyance equipment Plumbing, pipes, etc. Electrical equipment Wire, fixtures, junction boxes Look for unneeded equipment Look for unneeded furniture Cabinets Benches and tables Chairs Carts Other Search these storage places Shelves Racks Closets Sheds Other storage areas

53. Unneeded Items Log #Unneeded ItemDateReason for TaggingNotes / Disposition

54. Workplace Scan To identify workers, processes, and functions of the area. To plan the Workplace Scan. Directions: Plan the Workplace Scan by identifying who is responsible for each step and when completion is expected Draw an area layout Draw a material spaghetti chart Complete 5-S & Safety audits Take photos Create a workplace scan display Scan StepWhoWhen Target Area Name: Define the boundaries of the target area and tape it off. State the primary purpose of the target area. Record the functions of the target area.

55. Workplace Audit Checklist Sustain Stick to the rules Area workers have not had 5-S training 5-S is not performed routinely Personal belongings are not stored neatly Standard Work is not available or up to date Daily 5-S audits are not performed Sort Distinguish between what is needed and not needed Unneeded equipment, tools, furniture, etc. are present Unneeded items are on walls, bulletin boards, etc. Items are in aisles, stairways, corners, etc. Unneeded inventory, supplies, parts, or materials are present Safety hazards (water, oil, chemical, machines) exist Set in Order A place for everything and everything in its place Correct places for items are not obvious Items are not in their correct places Aisles, workstations, equipment locations are not identified Items are not put away immediately after use Height and quantity limits are not obvious Cleaning, and looking for ways to keep it clean and organized Floors, walls, stairs, and surfaces are not free of dirt, oil, and grease Equipment is not kept clean and free of dirt, oil, and grease Cleaning materials are not easily accessible Lines, labels, signs, etc. are not clean and unbroken Other cleaning problems of any kind exist Shine Standardize Maintain and monitor the first three S’s Necessary information is not visible All standards are not known and visible Standard Work doesn’t exists for all cleaning and maintenance jobs All quantities and limits are not easily recognizable Items cannot be located in 5 seconds BEFORE AFTER Note: Check all that apply, plan countermeasures.

56. Set in Order Inspection Sheet Directions Furniture Cabinets Benches and tables Chairs Carts Shelves Racks Materials / supplies / inventory Raw material Supplies Parts Work in process Finished product Shipping materials Cleaning supplies Other items Charts, graphs, etc. Books, checklists, etc. Bulletin boards Signboards Pens, pencils, rulers, etc. Work clothes Helmets Work shoes Trash cans Personal items Equipment Machines Small tools Dies Jigs Bits Conveyance equipment Cleaning equipment Electrical equipment Fixtures, junction boxes, etc. Computer equipment Inspect all items in entire area Move items to proper place Enter a  when a category is inspected

57. Search all items in the area for cleaning needs Use this with the Initial Cleaning Plan Enter a  when a category is completed Shine Inspection Sheet Directions Surfaces of equipment and furniture Machines Conveyance equipment Plumbing, pipes, sinks Electrical equipment Fixtures, junction boxes Chairs Other items Materials and supplies Trash cans Bulletin boards Labels and signs Small tools Hoses, cords, tubing, etc. Other Large Surfaces Ceilings Aisles Work Stations Corners, behind/under equipment Stairs Loading docks Walls Doors Pillars and posts Floors Other Carts Shelves Racks Inside equipment / furniture Machines Conveyance equipment Closets Drawers Cabinets Sheds Tool boxes Storage bins

58. Initial Cleaning Plan Target Area List tasks and complete the columns below Directions LocationWhoMaterials and Tools NeededWhenTask

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