Work Smarter, Not Harder

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2 Work Smarter, Not Harder We are extraordinarily talented at making simple things complicated! We find it very difficult to keep things simple, to make simple efforts day after day, everyday

3 V I IV Muda Mura Muri Elimination II III

4 Understanding & Eliminating Waste Observe that any PROCESS has two components... Things that should be done Things that should not be done WORK WASTE The Customer is not willing to pay for WASTE

5 Create Space - Change It is necessary to make room, to create an empty space in order to allow new things, fresh thoughts to arrive in your life

6 What is 5S? It is the simple, yet often ignored foundation to Reduce Waste Identify Waste Workplace Excellence Eliminate Waste

7 The Graphic 5S? 1S-SEIRI 2S-SEITON 4S- SEIKETSU ETPL 3S-SEISO 5S- SHITSHUKE

8 The Objectives of 5S Visual Workplace Pleasant Workplace Safe Workplace Standardize d Workplace Productive Workplace

9 Why Do 5S? Have you got the habit of storing paper, stationary, files, printers and other supplies that you haven t used already for some time? And inside yourself...? Have you got the habit to keep reproaches, resentment, sadness, fears and more?

10 Why 5S? Some of us may already fulfil our mission.. To optimise the performance of our customers processes. Time and time again. but most of us must change our way of working dramatically in order to make the mission credible

11 Objectives of 5S? To form the basis of a VISUAL factory To provide the foundation for building STANDARDS into the workplace To pave the way for implementing PREVENTIVE maintenance To prepare for LEAN SIX SIGMA 11 11

12 The 5S Defined S Meaning Japanese 1 S Sorting Out (SEIRI) 2 S Systematic Arrangement (SEITON) 3 S Spic and Span (SEISO) 4 S Standardization (SEIKETSU) 5 S Self Discipline (SHITSUKE) 12 What is Involved - Segregate necessary from unnecessary - Remove what is not required - Decide on frequency of sorting - Arranging in order - A place for every thing and every useful thing in it s place. - Clearing the work place / equipment - Ensuring Tip Top condition. -Working methodology (procedures and work instructions) - Forming the habit - Training - Be disciplined Objectives Saving and Recovering Space Minimizing search time De-clutering the workplace Inspecting for problems. Taking corrective actions, faster. Achieving higher productivity and better quality. Doing it Right first time and every time 12

13 What 5S Is & Is Not! The latest management craze Tidying or cleaning up the work area Organizing the drawers Cleaning machines Labelling the tools 5 S simply means Cleaning & Redirecting the Mind 13 13

14 Benefits Of 5S Program Improves incidental activities by decreasing operator movements through improved layout of tools/equipment Incidental Valueadded Non-value-added (Muda) Eliminates non-value-added activities (e.g., searching for tools) by clearly identifying useful materials and then organizing those items and positioning them in their optimum locations Sort Systematic Arrangement Reduces work-flow problems Improves workplace communication Improves quality Increases productivity Increases visibility Eliminates searching Sanitize Relieves stress and strain when something needs to be used, it is in good working order Increases work efficiencies Standardize Self Discipline Maintains first 3 steps Establishes daily habit Ensures continued elimination of waste 14

15 More Products Better Quality Lower Costs Reliable Deliveries Improved Safety Higher Morale Quick Changeove r Zero Defect Zero Waste e Zero Delay Zero Accident Zero Sorrow Uncluttered & Easy to understand workplace Elimination of searching & replacing time waste Clarification of what to keep and where Elimination of defects Proper storage and condition of tools & inspection gear Elimination of unnecessary FG, WIP & RM inventory Prevention of breakdowns Low absenteeis m Elimination of unneeded equipment & pipelines Better understanding of process & equipment conditions Longer equipmen t life Eliminatio n of unsafe condition s A clean and strain free workplace Organization Seiri Orderlines s Seiton Discipline Shitsuke Cleaniness Seiso Standardisation [ Rules Formation ] Seiketsu 15

16 The 5 steps of 5S Increase flexibility by maintenance and continuous improvement Variability reduction and control SEIKETSU SHITSUKE SELF DISCIPLINE Waste identification and elimination SEIRI SORT Eliminate all non-essential tools, materials from the workplace SEITON SYSTEMATIC ARRANGEMENT Organize all necessary materials assign an optimal area in the workplace SEISO SPIC & SPAN Regularly clean the workplace and equipment STANDARDIZE Develop standard procedures and checklists to maintain an orderly, clean, and functional work area Implement systems to monitor and maintain to ensure the workplace is improved and 5S becomes part of the culture 16

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18 The 1 st S - How 1st S - Sort (Seiri) Big cleanup, separate and throw away what is not needed. Create a system that secures that infrequently used items are dealt with How often do you use it? Who owns it? Who should take actions? Where to locate it? Easy to find (30 second rule)

19 Use the Red Tag Criteria 1 Not Needed at All Needed But Not Now Needed But Not Here Needed but not so much Rs. 1,26,00,000 Recovered 19 19

20 What to Tag? 1 Documents 2 Fittings 3 Stationary 4 Stocks 5 Facilities Notices, circulars, minutes, reports, drafts, quotations, memos, statistical data. Folders, binders, document files, cabinets lockers, boxes for materials, desks, chairs Pencils, erasers, propelling pencils, staplers, pins, ballpoint pens Raw materials, parts, work-in- progress, component parts, finished products Machines, equipment, jigs, tools cutting, tools, molds, fittings, carts, pallets, lifts, work tables, vehicles, desks, chairs. 6 Locations Floors, shelves, rooms 7 Machines Computers, printers, facsimile machines, shredders. 8 Misc. Slips, visiting cards, books, magazines, newspapers, plans, pamphlets etc

21 Seiri 1 st S Before 1 st S After 1 st S

22 Seiri 1 st S Before 1 st S After 1 st S

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24 2nd S - PEEP USUAL

25 The 2nd S - How 2nd S - Set In Order (Seiton) Create a place for everything, show how many there are and put everything in the exact and marked place. Top guidelines through education material and examples Use this S to develop your standards Identify and locate all items at their point of use Shapes, colours, letters, figures could be used for labeling Min. and max. in pallets, drawers and or cabinets Use the official RAL colours when appropriate Use Dymo and magnetic marking Make flexible marking solutions Lines and other markers to be used to indicate walk ways and storage areas

26 PEEP

27 Colour Coding - Pipes

28 Colour Coding

29 Seiton & Kanban Kanban Owner : Rohidas Storage is Countfree Empowerment Five Freedoms Search Free Climb Free Count Free Bend Free Air Free 29

30 2nd S - PEEP Systematic Colour Store Visual File Rack

31 Visual Oil Storage

32 2nd S - PEEP

33 1 - PROVIDE LOCATION Bolts 2 - PROVIDE IDENTIFICATION / NAME BOARD Bolts 4 Pallets 1000x4 3 - SPECIFY QUANTITY 3 - PROVIDE INSTRUCTIONS Delivery Time: 9.00 AM Daily Bolts 4 Pallets 1000x4

34 Organized Tool Board Everything has a Dedicated Home

35 Cleaning Is Inspection"

36 The 3rd S - How 3rd S - Shine (Seiso) Clean, paint or repair machines, floors, walls, cabinets, drawers, ceilings etc. Big clean up Checklists Lists or description of cleaning material Decide clean, paint or repair Identify abnormalities, contain prevent oil, water leaks and spillage Use the official standard (RAL, NCS) colours when appropriate Be consistent in the colour choice in the areas

37 The Seiso Mantra Clean to Inspect Inspect to Detect Detect to Correct Correct to Perfect

38 Why Should We Clean? Cleaning is Inspection Cleaning is always with a meaning Because it is ego shattering To provide a cheerful & pleasant work atmosphere To reduce search time To improve safety to equipment & life

39 3 rd S Seiso Clean, paint or repair machines, floors, walls, cabinets, drawers, ceilings etc.

40 5 Minutes for 5S Spend no more than 5 minutes per day for cleaning In these 5 minutes take responsibility for cleaning your own work area Everybody participates Director to Doorman no exception 2002 MPL

41 Main Targets for Cleaning There are three broad categories to target for cleaning : Surroundings Storage Areas Equipment

42 What to Look For, While Cleaning? The 3 Ds Dirty, Difficult & Dangerous Not Safe Not Clean Not well lubricated / excessive lubrication Not tight / too tight Can cause quality defect Can cause breakdown Difficult to Access and clean area Unnecessary or Non-Urgent Items this is 1- S (Seiri) 42 42

43 Code the Findings Code Description 1. Not Safe Condition 2. Not Clean 3. Not Lubricated 4. Not Tight, Not in Right Condition 5. Leads to poor quality 6. Leads to breakdowns / reduced reliability 7. Leads to slow setups 8. Not necessary or non urgent item (Seiri needed) 43 43

44 Machine 5-S Visual Systems Daily Weekly Monthly JISHU HOZEN Color-Coded Stickers facilitate Lubrication Checking for abnormalities Quarterly 44

45 Quick Change Over (QCO) Reduction in Mold Change Time Change Over In some cases 90 Secs. 45

46 Cleaning Responsibility Map 1. Draw a map of the workplace 2. Divide the map into small area of cleaning 3. Allocate people to take charge of each area 4. Display the map in a conspicuous place

47 Seiso Calendar Sr. What Who Where How When

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49 The 4th S - How 4th S - Standardize (Seiketsu) Create written, visual standards or procedures telling how to do the first 3 S s using best practice and consistent approach. Standards that must be achieved Audit standard Audit schedule Examples of other standards Outline standards Red Tag process Sign boarding Cleaning schedule Maintenance Layout standards IT structure Labeling

50 Maintain & Monitor Check Standardize Maintain Monitor Improve

51 Seiketsu 4 th S 1. 4th S is Mapping & ownershipof factory 2. Visual display of standards increase the transparency level 3. Easy Induction of New Employee 51 51

52 Improvements from PDCA & SDCA 52 52

53 Improvements & Standardized Work 53 53

54 Why Standards? 1. To be able to do routine / repetitive work in the best known way 2. To ensure that quantity & quality of work is consistent 3. To provide a basis for improvement 4. To provide a basis for daily management / supervision 5. To provide a basis for training new employees 54 54

55 What to Standardize? 1. Workstation layout, work area layouts 2. Work in Process (WIP) 3. Sequence of work 4. Cycle time of work 5. Material and tools used 6. Machines and their process parameters 7. Quality parameters, methods of measurement, reaction and reporting method 8. What, Where, When, Who & How of work 55 55

56 4 th S Seiketsu Create written, visual standards or procedures telling how to do the 3 first S s using best practice and consistent approach. 56

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58 The 5th S - How 5th S - Sustain (Shitsuke) Through standardized and planned audits maintain, monitor and improve the level for the first 4 S s. Question list as support Issue list of things captured Pictures linked to the issues Audit sheet completed Groups Scores shown as radar charts and trend analysis Comparison between groups

59 What is the 5 th S? The Visual 5S s Corrections Lessons in Building Discipline Company-wide Promotion 5S Promotion Tools 59 59

60 What is Self-Discipline? Self-Discipline is the absence of: Cynicism Negativism Defeatism Escapism Delaying 60 60

61 Self-Discipline Correct procedures are habitual Workers are properly trained Everyone has adopted the Visual Factory The workplace is well ordered according to procedures agreed upon Managers are committed to 5S as a way of doing business 61 61

62 Safety & Road Ethics

63 Why We Lean towards Indiscipline 1. Due to lack of time management skills 2. Due to lack of organizational skills 3. Due to lack of ambition 4. Due to lack of concrete goals 5. Due to lack of motivation 6. Due to indecisiveness 7. Due to tendency to procrastinate 8. Due to laziness 63 63

64 Say What We Do & Do What We Say Managers Committed To 5 S Proper Training 5 S asdfsdfs sdf sdf dsfsdfsdfsfdsdfsdf Correct Procedures Becomes a Habit Participation From All Employees

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66 Multi Skilling

67 67 The 5 Measures to Sustenance 5 5 S Promotion Tools 4 Company- Wide Promotion 2 Correcting 3 Lessons in Building Discipline 1 Visual 5S s Current Conditions

68 Benefits of 5S Improved profitability and efficiency by reducing time wasted looking for tools and equipment. Improved quality Achieve work standardization Decreased changeover time Improves daily and shift startup times Improved safety Reduced space requirements and storage costs Reduced cycle time Reduced machine down time Simplified work environment Improved employee moral and pride by creating a pleasant workplace 68 68

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