AVCORPAVCORP

AVCORP 11/02 Lean Support Group

Past, Present and Future

AVCORP 11/2002

Avcorp: Lean manufacturing past & present

•Many Lean/ Continuous improvement false starts.Many Lean/ Continuous improvement false starts.•Lack of Management participation and buy in.Lack of Management participation and buy in.

•Ambiguous and vague Lean materials.Ambiguous and vague Lean materials.•No clear defined direction or goals.No clear defined direction or goals.

Past:Past:

Present:Present:•Dedicated Lean support for Lean activities.Dedicated Lean support for Lean activities.

•Management accountability for process improvements.Management accountability for process improvements.•Prescriptive and Avcorp specific Lean materials.Prescriptive and Avcorp specific Lean materials.

•Establish 5S Assessment system plant wide,Establish 5S Assessment system plant wide,in one year.in one year.

AVCORP 11/02 Lean Support Group

Aerospace market demands

0 50 100

Trend

Present

Past

On Time DeliverySafetyQuality

AVCORP 11/02 Lean Support Group

Aerospace market demands

ManufacturersSuppliersMarket demandPresent

ManufacturersSuppliersMarket demand

ManufacturersSuppliersMarket demandPast

Trend

AVCORP 11/2002

5S The Foundation for Everything

UpperUpperMngmnt.Mngmnt.

ManagementManagement

Shop floorShop floor

Past improvementPast improvementprocess visibilityprocess visibility

Prescribed improvementPrescribed improvementprocess visibilityprocess visibility

LeanLean

UpperUpperMngmnt.Mngmnt.

Cell Mngmnt.TeamCell Mngmnt.Team

Shop floor/ Office AuditedShop floor/ Office Audited

Lean Support GroupLean Support Group

LSGLSG

Feed BackFeed BackMonthly ReportMonthly ReportOutOut

AVCORP 11/2002

Consistent,Reliable, ExpandingLean organization

All operations linked and buildingto customer requirements (Pull system)

Focus on consistently lowering lead times and queue times(lowering min/max buffers as to reorder lead times)

Inventory reduced by Kanban implementation

Reliable equipment(TPM)

Standard Operations(takt time)

Reliable Processes(Kanban)

5S ProgramA process that identifies the need for Kaizens based on

unreliable equipment, unreliable operations and unreliable processes.

KAIZEN WORKSHOPS

5S action items drive KAIZENS

AVCORP 11/2002

AVCORP 11/2002

The Foundation for Everything

5S5Sandand

The VisualThe VisualWorkplaceWorkplace

AVCORP 11/2002

5S The Foundation for Everything

People practice the 5S’s in their personal livesPeople practice the 5S’s in their personal liveswithout even knowing it.without even knowing it.

5S The Foundation for Everything

Good housekeeping:Good housekeeping:““Good factories develop beginning with the 5S’s;Good factories develop beginning with the 5S’s;bad factories fall apart beginning with the 5S’s.”bad factories fall apart beginning with the 5S’s.” -Hirouki Hirano-Hirouki Hirano

SeiriSeiriSeitonSeitonSeisoSeisoSeiketsuSeiketsuShitsukeShitsuke

SortSortSimplifySimplifySweepSweepStandardizeStandardizeSustainSustain

OrganizeOrganizeOrderOrderCleanCleanStandardsStandardsDisciplineDiscipline

AVCORP 11/2002

The 5S’sThe 5S’s

AVCORP 11/2002

5S The Foundation for Everything

Underlying principle:Underlying principle:

A place for everything andA place for everything andeverything in its place,everything in its place,clean and ready for use.clean and ready for use.

AVCORP 11/2002

Sort: Organization

•Separate the necessary from the unnecessary.Separate the necessary from the unnecessary.•Begin a sort systematically; assess and addressBegin a sort systematically; assess and address

every tool, all materials, equipment every tool, all materials, equipment and procedures.and procedures.

•Remove all items from the work area that are Remove all items from the work area that are not needed for current production or not needed for current production or

clerical operations.clerical operations.•Respect peoples personal boundaries.Respect peoples personal boundaries.•Tag unnecessary items and take themTag unnecessary items and take them

to the quarantine area for auctionto the quarantine area for auctionand disposition.and disposition.

Unnecessary:Unnecessary:•Unsafe Unsafe

•Defective Defective •Unused Unused

•Duplicate Duplicate

Necessary:Necessary:•Used daily Used daily

•Used periodically Used periodically •Personal Items Personal Items

AVCORP 11/2002

Sort: Quarantine area, Tagged Items and Auction

Quarantine area:Quarantine area: A temporary holding area for tagged items, A temporary holding area for tagged items,usually out of the way of high traffic areas.usually out of the way of high traffic areas.

Tagged Items:Tagged Items: Need evaluation for frequency of use. Gives you Need evaluation for frequency of use. Gives youa safety net between first questioning whether an item is a safety net between first questioning whether an item is needed and actually getting rid of the item.needed and actually getting rid of the item.

Emotional Items:Emotional Items: Items we are attached to and don’t use. When Items we are attached to and don’t use. Whenthis item is set in Quarantine and watched for use for an agreed this item is set in Quarantine and watched for use for an agreed upon amount of time, people tend to be ready to let it go whenupon amount of time, people tend to be ready to let it go whenthat time is over.that time is over.

Auction Criteria:Auction Criteria: Usefulness; Frequency of need; Quantity needed Usefulness; Frequency of need; Quantity neededA focal should touch and evaluate every item with the group.A focal should touch and evaluate every item with the group.

Documentation:Documentation: For Quarantined items and dispositions. For Quarantined items and dispositions.

AVCORP 11/2002

Simplify: Order

•Simplify:Simplify: Arrange needed items so that they are Arrange needed items so that they areeasy to use and label them so that “anyone” caneasy to use and label them so that “anyone” canfind them and put them away.find them and put them away.

•Visual Aids:Visual Aids: Are encouraged in order to aid Are encouraged in order to aidunderstanding and minimize complexity.understanding and minimize complexity.

•When something is out of place its obvious.When something is out of place its obvious.

•Shadow BoardsShadow Boards•Labels (Return addresses)Labels (Return addresses)•Clearly marked places for itemsClearly marked places for itemsthat are movable.that are movable.•Area Identification.Area Identification.•Lines on floorLines on floor

AVCORP 11/2002

• One Step Rule:One Step Rule: Ideally nothing that is used daily, stored more than a step away.Ideally nothing that is used daily, stored more than a step away. This step is to improve and make the Job less frustrating. This step is to improve and make the Job less frustrating. • 45 Degree Rule:45 Degree Rule:

Immediate work area layout that minimizes twisting Immediate work area layout that minimizes twisting especially applicable for bench work. Remember that if especially applicable for bench work. Remember that if something weighs more than a few pounds, make sure something weighs more than a few pounds, make sure it is beyond immediate reach so the lifter must it is beyond immediate reach so the lifter must reposition the body for lifting.reposition the body for lifting.• Strike Zone Rule:Strike Zone Rule:Store things above the knees and below the chest. This Store things above the knees and below the chest. This will help to reduce the chance of back strain in. will help to reduce the chance of back strain in.

• Higher the Pounds --- Closer to Knuckles:Higher the Pounds --- Closer to Knuckles:Locate heavy items to eliminate bending, stooping or Locate heavy items to eliminate bending, stooping or unnecessary arm movements during lifting. unnecessary arm movements during lifting.

Criteria for Simplifying

AVCORP 11/2002

Type

Identification Markers

Location Markers

Quantity Markers

Standard Methods

Tags

Andon

Kanban

Performance Display

Defect Display

Personnel Board

Examples

Signboards, name labels, photos, or shapes of items.

Tape strips, color coding, numbering.

Signs indicating number (min/max), standard containers, number of spaces for itemsindicators of normal operating values.

Charts of standard cycle time and work sequence, standard procedures, flowcharts,photos of operation.

Excess (red tag), broken items, tooling needing sharpening or repair, defectives.

Visual (lights, flags) and hearing (bells, buzzers) signals to draw immediate attention or help.

Card, empty container, or space signaling that production or movement is authorized.

Production schedule and quantity produced, quality, productivity cost, safety, or improvement activities.

Tables or boards showing defective product, tooling, raw materials, or paperwork.

Availability (in/out), assignment and location of dept. personnel, cross-training status vs. plan.

Simplify: Visual Control Examples

Green: Safety equipment Eye wash station Fire extinguisher Spillage showers

Red: Electrical panels (1m from panel)

Yellow: External areas Aisle ways Cell area divisions

White: Internal objects Machines Incoming racks Benches Jigs Carts Etc

Yellow / BlackStripes:

Hazards Machine strike zones Emergency exit path Other health & safety concerns

Standardized Visual Control Tape

AVCORP 11/2002

AVCORP 11/2002

Sweep: Clean Visually and Physically

Establish Visual checks to maintain processes.Establish Visual checks to maintain processes.

•Identifying potential problems with a regularIdentifying potential problems with a regularphysical and visual sweep.physical and visual sweep.

Look for:Look for:• Unsafe conditions.Unsafe conditions.• Broken or malfunctioningBroken or malfunctioning equipment or fixtures.equipment or fixtures.• Missing items and out of Missing items and out of place tools, parts, materials, etc.place tools, parts, materials, etc.

AVCORP 11/2002

Standardize: Standards

Develop standards and stick to them.Develop standards and stick to them.

• Use the agreed to standards from visual control activities.Use the agreed to standards from visual control activities. (Simplifying common colors and labeling).(Simplifying common colors and labeling).

• Document your sweeping process.Document your sweeping process.(Ensure sweeping activities are consistent shift to shift).(Ensure sweeping activities are consistent shift to shift).

• Get agreements before any change is Implemented.Get agreements before any change is Implemented.

• Document changes and share information with others.Document changes and share information with others.

Standards that are created should beStandards that are created should becontinuously improved.continuously improved.

AVCORP 11/2002

Sustain: Discipline

Continuously follow through to ensure thatContinuously follow through to ensure thatbacksliding does not occur.backsliding does not occur.

• Look for ways to improve the process.Look for ways to improve the process.

• Regularly review the previous four S’s.Regularly review the previous four S’s.

• Lead by example.Lead by example.

• Systematically review Kaizen Newspaper process improvements, Systematically review Kaizen Newspaper process improvements, constraints and action items.constraints and action items.

AVCORP 11/2002

Visual Control Targets

• Show how to do the job (Standard Operations), PDS.Show how to do the job (Standard Operations), PDS.• Show how things are used.Show how things are used.• Show where things are stored.Show where things are stored.• Control inventory storage levels.Control inventory storage levels.• Show production status.Show production status.• Indicate when people need help.Indicate when people need help.• Identify hazardous areas.Identify hazardous areas.• Mistake proof the operation.Mistake proof the operation.• A 5S checklist- standard procedures, responsibilities,A 5S checklist- standard procedures, responsibilities, resource literature, etc. (Kanban system for supplies).resource literature, etc. (Kanban system for supplies).