The Lean Enterprise 07 5S An Intro w pictures 36_pgs(5S管理图示).ppt

1、The Lean Enterprise,An Introduction to 5S,Lean Foundations Continuous Improvement Training,Learning Objectives,The purpose of the this module is: To introduce the 5S philosophy, actions and measurements. Understand and apply simple Visual Display and Visual Control techniques. Explore and examine th

2、e benefits of adopting these disciplines.,The Benefits of Implementing “5S”,5S provides a basis for being a world-class competitor and the foundation for a disciplined approach to the workplace. Safer working conditions A cleaner and more organized work area Reduction in non-value added time Effecti

3、ve work practices Efficient work processes,5S Improvements:,Facilitating a change: Safer, Better, Faster !,And The 5-Ss are,S,Seiri (Separate) or Sort Seiton (Straighten) Store, or Put-in Place Seiso (Clean) or Shine Seiketsu (Standardize) Shitsuke (Discipline) or Sustain + Safety !,Sometimes called

4、 5S + 1 or “6S”,S,Safety 1st ! (in everything we do!) Seiri (Separate) or Sort Seiton (Straighten) Store, or Put-in Place Seiso (Clean) or Shine Seiketsu (Standardize) Shitsuke (Discipline) or Sustain,Separate the necessary from the unnecessary.,Sort and Separate,Identify what is required to work a

5、process or perform a particular operation or task. Remove unnecessary tools, equipment, files, binders, parts, procedures, furniture, and other stuff from the area.,1 - Sorting Activity Steps,Establish criteria and explain the handling of items Assign zones to people Conduct an event Identify not-ne

6、eded items from what is needed Move identified not-needed items to holding area Conduct a white elephant sale or AUCTION Conduct an initial cleaning,Focus on doing and attaining results,Red Tag (Example),Red tags (somewhat of a standard) should be used to identify items that need to be moved or disp

7、osed of from the area performing the Sorting event.,Red Tag Item number_ Description_ Date Tagged_ Tagged by_ Circle one: Stored Disposed Reason _,2 - Straighten (or Put-in Place),Organize materials according to frequency of use Implement visual aids to improve communication,Lay it out - for when YO

8、U are not there ,Create a place for everything and put everything in its Place !,Steps to Straightening process,Identify key equipment and supplies Determine location for every item Develop shadow boards Label needed items Determine required quantities Outline locations of equipment, supplies, commo

9、n areas, and safety zones Document workplace layout, equipment, safety zones, and supplies,Work team involvement is crucial to success,3 - Shine (Clean),Perform initial clean and sweep of the area Perform daily cleaning and inspection of area and equipment to determine status and need for corrective

10、 and preventive action A daily discipline to an agreed upon plan that is executed by the work area team members,A performance improvement discipline,Shining Steps,Identify key points to check to ensure proper performance Determine acceptable performance Determine corresponding visual indicators and

11、controls Mark equipment and controls Establish who and when cleaning plan Conduct daily cleaning and inspections,Progress Towards Prevention over Detection,4 - Standardize,Determining, sharing, and using the best processes and methods Standardization serves to minimize variation and the effect of va

12、riation on quality and speed We want to look towards standardization with process tooling, methods, parts, sub-assemblies, design, etc,The Standard Becomes the Baseline for Further Improvement,Steps to Standardization,Document present work area agreements and routine checks Establish and document st

13、andardized methods across similar work areas Document new standard methods,Attacking Process and Methods Variation,5 - Sustain,Keeping the gains and building further progress A Continuous Improvement thought process becomes the culture,Pride in Improvement, Accomplishments, and the Desire to do More

14、,Steps to Sustaining,Determine 5S level of achievement Perform routine checks, including point photography Analyze results of routine checks Measure progress and plan for continuous improvement,Sustain Success (“6S”) through Habit,Document The Current Situation,Purpose: Record the current situation

15、as a baseline for progress Preparation: Obtain a camera or photographic assistance Obtain a layout and mark the before-picture place and angle Explain the steps of current situation documentation Publish the picture taking date Do it: Take work area photos Evaluate current 5S level of achievement,Wi

16、thout a Baseline Measurement, Progress Cannot Be Determined,A 5S Case Study (example),Purpose: To Document Before and After ACTIONS !,Without a Baseline Measurement, Progress Cannot Be Determined,Process followed for the 5S Kaizen Event,2 Days of Office Work Conducted a detailed audit of current con

17、ditions Created a flow process diagram Brainstorming Session with entire dept. Developed a layout that addressed issues 3 Days in Departments Rearranged both areas to optimize flow Decluttered Moved Accessory inventory to Stockroom,Before,Excess inventory in area Lack of space for work those not nee

18、ded are gone.,LEVEL 2 Focus On Reliability,Levels of Achievement (Strive for Five !),Sustain,Standardize,Shine,Straighten,Sort,A Simple 5S Progress Check,There are 5 ways to appraise the level of 5S at each stage. Evaluation of self/ team. Evaluation by expert/ consultant. Evaluation by supervisor/

19、manager. Combination of the above. Friendly competition among groups.,Key to Sustaining a “Visual” Business Make it FUN !,5S Implementation,Lessons Learned Start with cross functional team Discuss benefits (METRICS) Train, then immediately do Agree on a vision Agree on standards Define the area to d

20、o Define roles Dont let participants walk away,Keys to Success Get everyone involved Get commitment and authorization for facility wide improvement Have leaders set expectations & do follow-up Establish standards Establish routines Keep it simple Link to other Improvement activities,Summary,5S is more than “cleaning up”, it is a discipline that is used to support all Lean Enterprise activities. Visual Controls, like Visual Displays, can resolve many information and communication problems in the workplace. Another important result is fewer work