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Siva Kumar S I ME (PT) Industrial Engineering 27-04-2012

Supplier Development 5S and Visual Management Implementation

Introduction
Supplier Development
Develop a relationship for flawless launch My experience with 5S

Sourced Program Suppliers


New 5S implementation at your facility Familiarity with 5S

Why is 5S important?
Commitment within manufacturers own plants Role out to supplier base Another efficiency tool in the tool box
Open the lead to eliminating additional waste Relatively easy to implement
Limited resources

Commitment to developing World Class Suppliers

Overview of the 5S System


Abbreviated Japanese words
Seiri Seiton Seison Seiketsu Shituke

Philosophy or system that focuses on


Effectively organizing the work place Standardizing work procedures Eliminating waste

Poor Workplace Organization Means Waste


Unneeded inventory incurs extra inventoryrelated expenses Extra manpower is needed to manage the growing inventory Greater amounts of stocked items become obsolete due to design changes, limited shelf life, etc.

Poor Workplace Organization Means Waste


Quality defects result from unneeded inprocess inventory and machine breakdowns Unneeded equipment poses a daily obstacle to production activities The presence of unneeded items makes designing factory/office layouts more difficult

Major Benefits of 5S
Tangible measurables
Case study examples Reduces downtime Improves efficiency and productivity Improves delivery times and assists in reducing costs Improves safety / Reduces accidents

Major Benefits of 5S
Intangible measurables
Enhances operational control of processes Improves product quality Creates a positive work environment

First impressions
Customers Employees
You never get a second chance to create a first impression.

First Impression: Plant

First Impression: Associates Workstation

Visual Management System


Create an environment in which anyone can walk into a workplace and visually know the current situation
Visually understand:
workplace organization the work process when there is an abnormality ahead/behind/ on schedule

Without opening a book Without opening a drawer Without talking to anyone

Visual Management: Major Benefits


Controls inventory levels Controls lot sizes Reduces space by better organization / utilization Reduces energy (manual or mechanical) Promotes quality

5S
Sort -

Workplace Organization
Eliminate what is not needed A place for everything and everything in its place

The Foundation of the Visual Workplace

Straighten -

Shine Standardize Sustain-

Cleaning and looking for ways to keep it clean


Maintain and monitor the first 3 Ss Stick to the rules

RED TAG STRATEGY


RED TAG
Category 1. Raw material 2. In-process stock 3. Semi-finished goods 4. Finished goods 5. Equipment 6. Dies and jigs 7. Tools and supplies 8. Measuring devices 9. Documents 10. Other Item name and number Quantity Reason Units $ Value 1. Not needed 6. Other 2. Defective 3. Not needed soon 4. Scrap material 5. Use unknown Department/Business Unit/Product Center

DIVIDE ITEMS INTO TWO CATEGORIES:

Disposal by:

Disposal method:

Posting date:

1. Discard 2. Return 3. Move to red-tag storage site 4. Move to separate storage site 5. Other Disposal date:

Disposal complete (signature )

ATTACH TO ALL UNNECESSARY ITEMS


NECESSARY UNNECESSARY

SORT
CATEGORIZE NECESSARY ITEMS:
* RARELY USED * OCCASIONALLY USED * FREQUENTLY USED

DISCARD UNNECESSARY ITEMS

IDENTIFICATION LINES

DETERMINE LOCATION FOR NEEDED ITEMS


CUTTER INSERTS

124GF

12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

2HJF 12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

12HJF

STRAIGHTEN
VISUAL LOCATIONS
PW2000 FIXTURES

POINT OF USE STORAGE

2A4397 3A9674 2B4659

BUILD PRIDE IN WORK AREAS

SHINE

ELIMINATE DIRT

SWEEP
BUILD VALUE IN EQUIPMENT CLEANING AS A FORM OF INSPECTION

CLEAN

PREVENTIVE: SORTING STRAIGHTENING CLEANLINESS

ASSIGN 3S RESPONSIBILITIES
NAME Ken Sonya Paul Ross Mell Cathy Jesse Roger Ken D. Douglas M T W T F S Su

ASK WHY

STANDARDIZE
A State
CHECK ON 3S MAINTENANCE LEVEL
INTEGRATE 3S DUTIES INTO REGULAR WORK DUTIES

5 Point Checklist
1. 2 3. 4. 5.
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5 Minute 5S
3 3 2 3 4 3.0

2 3 2 1 4 2.4

7:30 - 7:35
1S organize 2S orderliness 3S cleanliness 4S standardize 5S discipline
xxxxxxxxxxxxx xxx x x xxx x xx x xx x xxx x x xxxxx xxxx x x xxxx x xxxxxxxxxx xxxxxxxxxx xxxxxxx

MANAGERS COMMITTED TO 5S

PROPER TRAINING

5S
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SUSTAIN
CORRECT PROCEDURES BECOME A HABIT BUY-IN FROM ALL WORKERS

Visual Controls vs. Visual Displays


Visual Display

Displays history
Gives people information management wants them to know Displays status Drives maintaining the status quo Can be interesting to look at

Visual Control Provides current, up to date information Gives people information they need to know to be successful Displays abnormalities to anyone clearly Drives improvement Can alert, prevent, and provide fail-safe processes

Visual Controls Examples Operator Process Control (OPC) Board Examples

Implementation Key Points


Publicly announce the start of the program Obtain top level support in the organization Involve all levels of employees Assign a champion(s) to lead 5S team
Not only quality

Implementation Key Points


Standardize formats, design and theme of visuals Disseminate information on progress Photograph or video tape current look Include in current process
i.e., work order system, p.m. system