ASQ National Energy & Environmental Conference August 28, 2006 Dennis Sowards

Transcription

1 ASQ National Energy & Environmental Conference August 28, 2006 Dennis Sowards

2 Objective: At end of session: Know what the 5S's are Cite examples of how the 5S eliminate waste Determine how they can help you

3 How do we bid a job today? Estimate the Costs $$ + Profit = Bid Price margin The Lean way to bid a job: Market Price - Profit margin Is this Possible? = Cost to do the Job

4 We have a Disconnect! Our Customers Us Constantly having to lower costs. Constantly having to raise bids.

5 How much time do field crews spend in TREASURE HUNTS? How much time do you spend looking for things?

6 Why Change? What do you see on a Construction Site? Waste & non-value added work Compelling reason to change from CII: Substantial improvement opportunity!! Current Manufacturing Support Activity 12% Waste 26% Value Added 62% Current Construction Value Added 10% Waste 57% Support Activity 33%

7 Customer Expectations The 5S s in Construction General Motors is challenging the industry to develop, embrace and implement Lean Principles: Expect construction firms to be proactive in applying Lean Concepts Expect support organizations to lead Best of the Best concept identification and application to Lean Construction Expect a common approach to maximize owner benefits Expect near-term results from bid through implementation at the site SMWIA/ SMACNA Partners in Progress Conference

8 Sutter Health Capital Program The Executive Challenge: Plan facilities that improve the patient experience and enhance operating margins for reinvestment Successfully execute the design and construction of resultant $5.5B program using Lean Project Delivery Methods (Last Planner & 5S s) Minimize risk Traverse the OSHPD approval process Provide real-time project reporting to a variety of groups

9 Lean Thinking is a concept of Quality Improvement (TQM) Lean Thinking is a shift in management's focus to differentiate between Value and Waste Lean Construction is how we in construction apply/use Lean Thinking

10 THE FIVE PRINCIPLES OF LEAN: VALUE THE VALUE STREAM FLOW PULL CONTINUOUS IMPROVEMENT

11 Pathway to Lean Continuous Improvement The Value Stream Flow Pull 5S's Last Planner Value Vs Waste Modularization

12 VALUE WHAT THE CUSTOMER IS ACTUALLY WILLING TO PAY FOR. (USEFULNESS/COST) INCLUDES FUNCTIONS, FEATURES, AND PRICE. RELATES TO THE WHOLE PRODUCT OR SERVICE. IS THE OPPOSITE OF WASTE.

13 THE KINDS OF WASTE WASTE OF DEFECTS WASTE OF TRANSPORTATION OF GOODS WASTE OF OVERPRODUCTION WASTE OF WAITING BY EMPLOYEES FOR PROCESS; EQUIPMENT TO FINISH WORK OR FOR AN UPSTREAM ACTIVITY TO COMPLETE WASTE IN PROCESSING WASTE OF MOVEMENT OF PEOPLE WASTE OF INVENTORY

14 Be a WASTE BUSTER

15 What are the 5S's? The 5S s in Construction ARE Part of Lean Thinking Simple and Practical Reduce Treasure Hunts Investment (with a payback) A good fit with Craft ARE NOT Mandatory A Spectator Sport Carrot or stick One time "thing" Free - takes effort Limited to Craft

16 The 5 S's Sorting Simplifying Sweeping Standardizing Self-discipline

17 SORTING Sort out the necessary from the unnecessary, discard the unnecessary.

18 How to Sort? NO VALUE & EASY TO DISPOSE OF The 5S s in Construction DISPOSE OF IMMEDIATELY UNNECESSARY ITEMS (NOT USED OR NOT LIKELY TO BE USED) SOME VALUE NO VALUE BUT COSTLY TO DISPOSE LOOK FOR BEST USER TO GIVE OR SELL FIND LEAST COSTLY WAY TO DISPOSE RED TAG USE AUCTION RARELY USED (1-2 times per year) NECESSARY ITEMS USED OR LIKELY TO BE USED OCCASIONALLY USED (1-2 per month) FREQUENTLY USED (daily or weekly use)

19 Sorting Where to look? At materials or parts stacked around the site/shop Excess parts or inventory Under work areas, desks, cabinets, in corners, on storage shelves, around the trailers In boxes that are not labeled Near the bottom of tall stacks of items

20 Sorting Where to look? Tools, jigs, locked away in lockers or cabinets Rusted, broken or age deteriorated items Tools, parts or material that has dust or oil accumulation Outdated posters, slogan signs, notices, and memos Disorganized paper piles on desktops

21 Opportunities to Sort The 5S s in Construction

22 Opportunities to Sort

23

24 Supply Room - Before

25 Exercise

26 The 5 S's SIMPLIFYING Create and identify a place for everything

27 Simplifying is creating a designated and marked place for everything according to frequency of use. The goal is achieved when: Items used most often are within easy access thus reducing the time to find something to almost zero. Anyone, even someone who doesn't work in the area, could put everything back to where it belongs by the ways things are marked.

28 Simplifying Steps: 1. Review all frequently used items and determine where to put them. Put those used most often closest to the work area, those used less often, further away. Put tools and parts in sequence used. 2. Label or show where everything goes. Consider: Shadow board Marking the item and the location Color-coding Labels on drawers with list of contents

29 Simplifying Steps: 3. Develop ways to daily replace usable items Establish lead times for replacement of daily usage supplies Determine minimum & maximum supply levels and mark it.

30 Examples of Simplifying

31 Example of Simplifying

32 Examples of Simplifying QuickTime and a TIFF (Uncompressed) decompressor are needed to see this picture.

33 Examples of Simplifying

34 Labeling The 5S s in Construction

35 Simplifying Inside a Service truck

36 Example of Simplifying QuickTime and a TIFF (Uncompressed) decompressor are needed to see this picture.

37 Floor Marking Color Codes Floors should have visual marking to indicate when specific areas are to be used for a specific purpose. Color Designation Red Yellow Green Blue White Yellow/Black White/Black Orange Red/White Waste accumulation or storage area: Hazardous Flammable Combustible Special Access Aisle (Do not block, must be clear between stripping at all times) Material in process "Kanban" area Incoming material "Receiving" area Outgoing material "Shipping" area Nonhazardous waste accumulation Outlining tool boxes, tool A-frames, mobile carts or equipment Rejected material (i.e. line rejects) Scrap

38 SWEEPING Physical and visual control of the work area

39 Sweeping Sweeping is done when regular sweeping processes occur and areas are clean, safe and neat. Actions: Determine regular schedule for cleaning the yard, work & break areas. Orient everyone including new employees with daily 5S s activity responsibilities and expectations. Post area cleaning guidelines and schedules.

40 Sweeping Actions: Keep tools, machinery and office equipment clean and in good repair. Keep yard, work/break areas and trailers clean and orderly. Establish a dependable, documented method in place to reduce hazardous waste and minimize chemical products usage. Perform safety inspections on a regular schedule.

41 STANDARDIZING is creating standard ways to keep the work areas organized, clean and orderly and documenting agreements made during the 5S s. For standardization to be successful, employees must understand the value of using and maintaining standard methods.

42 How to Standardize? The 5S s in Construction Use a 5S s assignment map to help everyone know exactly what they are responsible for doing, when it is to be done, where and how it is to be done to maintain the first 3S s agreements. Have clear instructions for people who deliver goods or materials to the site. Clearly mark and post where the material, tools & equipment are to be placed. Educate the supplier on what is expected of him/her. Develop checklists for routine tasks

43 How to Standardize? The 5S s in Construction Use a standard 5S s format for communication boards/binders so they are similar in appearance. Install standard visual controls for the area (signboards, shadow boards, outlining, etc.) Develop standard labeling and outlining methods for the area or department. Use the 5S s methods to improve work processes. Document all 5S s agreements and implement any changes. Put Change Order instructions on a Storyboard

44 SELF-DISCIPLINE Follow through with the 5Ss agreements

45 How to create self-discipline: Self-discipline is done when: The 5S s rules for Sorting, Simplifying, Sweeping and Standardizing are being followed. All changes have been documented. A daily 5S s activity checklist is posted and used. The 5S s communication board/binder is being updated regularly by personnel listed as responsible. The work area is being kept neat and clean. Self-discipline is easier when anyone can visually see what is right. Use color-codes, striped areas (open and close lines, signs, maps, pictures, posted checksheets, etc

46 Self Discipline often includes an Self Audit/ Score Card # Question Done In progress Not Started 1 Are work benches, desks, table tops and the area free of unnecessary items and are items present used on at least a monthly basis? Action 2 Are aisles unobstructed? 3 Are aisles clearly marked (yellow)? 4 Are waste accumulation or storage areas clearly marked (red-hazardous, yellow/black-no hazardous)? 5 Are permanent areas easily identified for mobile carts, tool boxes, tool A- frames etc.? 6 Is the team familiar with the 5S's procedure and is it evident that it is being used? 7 Is red tagging being done at least monthly as evident by a red tag log? 8 Are the cells or Special process areas clearly labeled and their boundaries visible? 9 Are electrical cords out of the way to avoid tripping and are they not tangled especially where they are seen at a glance? 10 Are tools, fixtures and jigs identified? 11 Are tools, fixtures and jigs located at the work station where they are used and easily retrieved? 12 Are tools, fixtures and jigs easily returned to proper location by use of shadow boards, foam cutouts, labels, etc. and are they arranged in order of frequency or sequence of use? 13 Do items needed to perform the process (other than tools and jigs) have fixed storage positions? (i.e. carts, tool boxes etc.) 14 Are minimum and maximum amounts or standard quantities clearly identified for consumable items? 15 Are file cabinets and storage shelfs labeled as to contents in a consistent and organized manner and are the file folders or contents of the cabinet organized in order to retrieve something without searching (alphabetically or numerically)? 16 Are all binders/books labeled consistently and is there a process in place to know if a binder/book is missing? 17 Are there designated areas for cleaning supplies and are the areas organized? 18 Are floors free of debris? 19 Are tools/equipment cleaned and placed back in proper location after each task? 20 Are machines and equipment cleaned daily or "as scheduled" following an established checklist? 21 Are work areas and workbenches cleaned after each shift? 22 Are areas that require Personal Protective Equipment (PPE) clearly marked and is everyone using PPE where required? 23 Are Point-of-Use materials available within the area? 24 Is the daily/weekly production schedule visible within the work area? 25 Are key metrics around cost, quality and delivery visible and are they up-todate in order to drive continuous improvement? 26 Do storage labels match the item stored in that location? 27 Is it visually obvious what items are ready for work, what items are in work and what items are completed? 28 Does the team conduct daily five to ten minute 5S sweeps? 29 Do new associates receive basic 5s training within a reasonable amount of time (2 months)? 30 Is a 5S self-audit conducted at least monthly by the team?

47 Supply Room - Now Supply Shop after Sorting The 5S s in Construction

48 Electric Shop after 5S s The 5S s in Construction

49 Garage 5 years ago The 5S s in Construction Garage 5 Years ago

50 Garage 6 months after 5-S Began Garage 6 months after starting 5S s

51 Garage 2 years ago

52 Garage Now

53 SAFETY RESULTS Reportable Accident Trend - Cast Iron Accident Rate Trend - Cast Iron Reportable Total Accidents Lost Time Rate per million hrs. worked hrs

54 The Value of the 5S s to Customers More Value - less waste Reduced costs per process Faster cycle (ramp) time Higher Quality

55 The Value to Employees Safer Workplace Increased job satisfaction - reduced frustrations Clear requirements Leaner operation - less work

56 The Value the Company Safer Workplace Increased employee job satisfaction Reduced changeover time > higher productivity Reduced defects > higher quality Reduced equipment breakdowns > higher availability Better product > More satisfied customers More satisfied customers > more Loyal customers More loyal customers > more profits More profits > Happy stakeholders

57 What is an Organization? Purpose Processes

58 Change Management Rule

59 People Equation Involvement + Communications = Lean Thinking The 5S s Culture in Construction Engaged Employees

60 Top 10 Ways to Engage Employees Invest in Training & Development Participate on Teams Have a Best Ideas Program Empower Employees - Decision Making Hold 5S s Competitions Safety as a Value Let them have Contact with the Customers Give Special Assignments Celebrate Victories & Milestones (big & small) Have an Open Book

61 5S s Opportunities in the Field: Trailers (reference material, drawings, forms, etc.) Lay down areas Racks for harnesses Gang boxes Vehicles Tools storage areas Drop off areas/process for deliveries Behind the yard! Stashes Safety equipment storage Where else?

62 Meaning of the 5S's The 5S s in Construction H I G H E R A V A I L A B I L I T Y Sorting Clearly distinguish the needed from the unneeded. Eliminate the unneeded. Standardizing Document the agreements made during the 5S's. Self Discipline Make a habit of following the 5S's agreements. Simplifying Keep needed items in the correct place to allow for easy & immediate use. Sweeping Keep the workplace swept and clean H I G H E R Q U A L I T Y IMPROVED SAFETY RELIABILE DELIVERIES LOWER COST

63 How to Start? Start Sorting Decide on what to keep (auction) Do Simplification Decide on what to put where Determine visual identification Define the Sweeping process Tip: Take before & after pictures

64 Be a WASTE BUSTER

65 Q & A