5S Implementation

Experience
Structure of Presentation
1.0 Purpose of 5S implementation
2.0 Unique aspects of 5S
2.1 See-through Layout
2.2 Identified location
2.3 Material at eye level
2.4 Improved visibility
2.5 Material handling system
2.6 Lean Flow
2.7 Improved environment for 5S
3.0 Sustaining of 5S
3.1 Daily work management
3.2 My machine – My line campaign
3.3 Operator training
3.4 TPM Implementation
3.5 Fixed point photography
4.0 Results
1.0 Purpose of 5S implementation

To create a delightful work place that is safe and

make the employees relish working in such
environment

Also to find non conformities and abnormalities,

that could have their impact on product quality and
productivity.
2.0 Unique aspects of 5S
2.1 See through Layout & Visual factory
2.2 Identified location for parts and material
2.3 Material at Eye level

• No High rack storage system

• No pallets
• No fork lift for material transfer
2.4 Improved visibility

Valve seat position

Valve position
2.4 Improved visibility - Continued

Follower position
Follower in Top position Follower in Bottom position

Top

Bottom
2.5 Material Handling system
All material on wheels
• No fork lift in side the shop floor
• No pallets
• Trolley design
• Crates with identification
• Blue – In-house machining
• Yellow – Casting
• Grey - Supplier parts
 2.6 Lean Flow
Monthly/Weekly
Month/weekly/daily plan Fax
Daily
Production Marketing
Control Monthly schedule Customer
Supplier
Supplier SCL-Foundry

Da
Takt time

ily
Introduce electronic trigger

Or
de
4X Card between SCL and
60 Sec.

r
Milk run Daily Foundry

Demand/month
Heijunka card 25500 1X daily
Deburr removed
1020 nos /day
UB m/c
Fixed loading
OX OX
1 pattern

C/T=85s Shipping
FIFO Leak check FIFO Plating FIFO
Ultrasonic Assembly
Inspection CO=900 & deburr 2(shared) Cleaning FIFO Packing
stores Uptime=85.4% 10 1(shared)
I I 1 1 I
2 shifts I I
72 I 60
125
72 128 C/T=14s 54 C/T=60s C/T=240s
C/T=45s C/T=300s CO=0 CO=0
LB m/c CO=0
CO=0 CO=0
Uptime=100% Uptime=95% Uptime=100%
Uptime=100% Uptime=100%
C/T=300s 1 2 shifts 2 shifts 2 shifts
2 shifts 2 shifts
CO=0
Uptime=100% C/T=87s Operator rebalance
Auto unload In assy area
2 shifts CO=900
Uptime=85% Operator rebalance Value added Time 9929s
2 shifts In machining area Process Ratio = = 24.6%
Production lead time 40223s

Date - 20.09.2004

.07 day 0.058 days

.07 day 0.125 day 0.12 day 0.052 days

300s 902s 164s 8100s 130s 633s 240s

2.6.1 Controlled inventory through pull system

Supplier Purchase Production Marketing Customer

Stores Units SWH
Order Order

Generate
Schedule MRP MRP MRP

Resource planning
Produce

Machine Assembly
shop

Produce Produce

I
kanban WIP
Transfer
2.6.2 Spiderman replenishment
• Paced withdrawal of finished goods
• Material feeding based on Pull

Pitch 2 hrs
SWH Machine shop Assembly shop

Spiderman 1

Spiderman 2

Spiderman 3

Spiderman 4

`
Stores
2.7 Improved Environment for 5S
2.7.1 Environmental Parameters :
Target
Sl no Environmental Parameter Std
Phase 1 Phase 2

1 Noise <= 85 dB <= 85dB <= 75 dB

ISO Class 9 ISO Class 9 ISO Class 8

2 Dust
3 3 3
5 Micron 7000 / ft 5 Micron 7000 / ft 5 Micron 700 / ft

3 Lighting Lux Level: 300 - 500 Lux Level: 300 - 500 Lux Level: 300 - 500

4 Temperature Ambient - 2' C Ambient - 2' C Ambient - 2' C

2.7.2 Environmental improvements :
Sl no Parameter Methodology Phase – I Result Phase – II Target

v Mapping the 120

106 120
existing dB level 85
85
80
80 75
v Identify Noise
1 Noise developing area
40
40
v Identify source
to reduce noise 0
0
Before After
level. Existing Proposed

v Dust level
monitoring using Achieved
Air borne hand ISO CLASS 9 ISO CLASS 8
2 Dust hand held 5 Micron particle 7000/ cu. ft 5 Micron particle 700/ cu. ft
particle counter
inside the
assembly room

v Uniform Achieved
3 Lighting distribution of Lux Level Achieved: 380 Lux Level Planned: 450
lighting in work
area

Maintaining at
4 Temperature Ambient– 2’ C
2.7.3 Noise level Mapping :
NOISE LEVEL MAPPING- AFTER Measured on 03/06/2005

83 dB 82 dB

84 dB
82 85 dB

79 dB 83 dB
65 dB 75 dB

76 dB

80 dB 81 dB
83 dB 81 dB

85 dB

83 dB 83 dB 76 dB < 80 dB

84 dB 85 dB 84 dB 81- 85 dB

> 85 dB
3.0 Sustaining 5S
3.1 Daily work management
• Sustaining through daily,weekly,monthly,half yearly & yearly checks

Daily check - Toilet

Weekly check

Weekly Check – Windows glass Cleaning

Monthly check

Monthly Check – Cobwebs removal

3.2 My machine - My line campaign
• My machine - Operator ownership improved
• My line – Supervisor ownership improved
3.3 Training of operator
3.3.1 Skill development triangle

Develop business sense

Kaizen

Capability to identify what is normal and

what is abnormal

Operator skill level development

3.3.2 Training of operator on abnormality findings :
3.3.3 Kaizens for 5S improvement :
Before Kaizens implemented Improvement
Dust bin and Scrap bin are kept on Dust bin and Scrap bin are kept on Floor cleaning improved
floor stand

DUST BIN DUST BIN

SCRAP BIN SCRAP BIN

3.3.4 Kaizens for 5S improvement:
Before Kaizens implemented Improvement

Portable compressor to build air for Booster provided to build air for
testing Easy to clean
testing
Easy to maintain
Difficult to clean
Space productivity improved
3.4 TPM Implementation :
3.4.1 Fugai – Operator wise monitoring

Classification of Fugai tags

Target : 30 / Employee Total Fugai
Month : Oct 2005 Red Fugai
White Fugai

30 Plan
26
Nos of Fugai s

19 19 20
20 17 16 18
13
13
12
10
10 7 7
4 4 5
3
2

0
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n

thy
iel

al

an
sa
sa

sm
an

ur

es
va
va

am
ra

ug
ur
ini

Pa

nth
Sr

thy

ur
am
Sa
Se

dr
un
So
Employees
3.4 TPM Implementation - Continued

3.4.2 Kaizen

2400

Plan
2000 1829 1859 1894
1735 1765

1600
No of Kaizens

1200

800

400

0 2000 - 2001 - 2002 - 2003 - 2004 -

A M J J A S O N D J F M
01 02 03 04 05
Cum. Actual 20 28 32 31 30 34 30 64 30 35
Cum Kaizens 237 582 974 1341 1701
Cum Kaizens 1735 1765 1829 1859 1894
Cum. Plan 1733 1766 1799 1833 1866 1900 1934 1967 2000 2033 2066 2100
3.4 TPM Implementation - Continued
300
3.4.3 Step 3 m/c status : 265
250

200
•153 / 265 machines are in Step 3 153
150
112
100

50

Overall Step- 3 Step- 2

Step 3 machine plan in Line 04

O71301
25 O61506

20
No. of machines

071401 061204
15 O71602

10 071701

0
J J A S O N
2005
3.4 TPM Implementation - Continued

3.4.4 Daily Checking - CLIA ( Cleaning,Lubrication,Inspection & Adjustment )

Operator Daily CLIA Check sheet

3.5 Fixed Point photography

•Continuos improvement by identifying & correcting abnormality

•Location selected based on effort required

4.0 Results
1.Employee morale improvement –
Improvement suggestions
• 100% participation in Suggestion scheme by all the
employees for the past five years
• Number of suggestions per person per year has
increased by 18 times in the past eight years

40 38 38 38 38.5 41
Number of suggestions per person per year

Plan
30
26

20 17
Better

10 6

2
0
97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06
2. Employee morale improvement – Quality control circle
(QCC) projects
• 100% participation in QCC by all the employees for the past five
years
• Number of projects per circle per year has increased by 60% in
the past eight years
Plan

4 4

3.5
Number of projects per circle

3.1 3.1 3.1 3.1

3
2.62
2.5 2.24
2
1.92
2

1.5

1
Better

0.5

0
97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06
3. Employee morale improvement –
Safe working environment

• No accidents reported for the past five years

4.Employee morale improvement – Employee
satisfaction Index
Overall GWA (Gallup workplace audit) score
I feel I’m working for a
good company(98%)

Am happy with my
job(88%) 93%

Will recommend as a
good place to work(87%)

US manufacturing averages 88
US manufacturing best seen 92
GWA score is the best
worldwide India manufacturing average 85
India manufacturing best seen 89
ABC division 93

Reflection of employee pride