engineering management mse507 lean manufacturing 5s and the visual workplace "what i've...

EngineeringManagement

MSE507Lean Manufacturing

5S and the Visual Workplace

"What I've learned…I've learned that just when I get my room the way I like it, Mom makes me clean it up.“

Child Age 13

http://www.csun.edu/

Objectives

Learn why Environment, Health, and Safety (EHS) should be an integral part of 6S implementation

Learn how to identify EHS issues during the Sort process – the first pillar of 6S

Learn how to incorporate EHS into 6S inspections and audits of the Shine and Sustain pillars

Understand impact of 6S on• Customer value• Throughput• Efficiency

What is 6S?

6S is a series of techniques that provide the foundation for a visual management system.

6S

Pyramid for success

Relationship of the 6S pillars

5

What is 6S?Underlying principle

A place for everything, and everything in its place, clean and ready for use. Mistakes can be costly.

How is this principle employed here?

Why is it important?

• Hint: Every second costs us money!

What is 6S?

6S is modeled after the 5S process improvement system designed to reduce waste and optimize productivity in the workplace by:• Creating and maintaining organization and orderliness• Using visual cues to achieve more consistent operational results• Reducing defects and making accidents less likely

6S uses the five pillars of 5S and an added pillar for Safety

7

Why do 6S?Benefits

Increased customer satisfaction

Improved on time performance

Reduced cost

Improved morale

Improved safety

Improved quality

More on 6S

Based upon the five pillars (5S) of the visual workplace in the Toyota Production System

“Cleans up” and organizes the workplace basically in its existing configuration

Typically the starting point for shop-floor transformation Provides a methodology for organizing, cleaning, developing,

and sustaining a productive work environment Encourages workers to improve the physical setting of their

work and teaches them to reduce waste, unplanned downtime, and in-process inventory

9

Why is this important?

Our Customers think it is important!• (Insert your internal / external customer)

If we are serious about implementing Lean, then we start with 6S and end with 6S

Safer environment

Ease of doing your job

6S is not a program – it’s a culture• Needs to be a daily routine

Where does 6S apply?

6S involves everybody

• Factory

• Office

Who does 6S?

TOP-DOWN Leadership• Lead by example

• Leadership must be active in the culture change

BOTTOM UP Implementation• Everyone has to be involved

• It’s not a program - it’s a way of life

When to do 6S?

As a company-wide 6S culture• High visibility• Quick progress• Caution - can become its own goal

Value stream by value stream• Integrated into the conversion to lean• Tied to providing value and eliminating waste• Caution - some are doing it, some aren’t

6S: The foundation for improvementWhat are the 6Ss?

1. Sort (Get rid of it): Separate what is needed in the work area from what is not; eliminate the latter

2. Set in order (Organize): Organize what remains

3. Shine (Clean and Solve): Clean and inspect

4. Safety (Respect workplace and employees): Create a safe place to work

5. Standardize (Make consistent): Standardize the cleaning, inspection, and safety practices

6. Sustain (Keep it up): Make 6S a way of life

Why should EHS be an integral part of 6S?

Expanding the scope of 6S to include EHS concerns can help our company to:

• Reduce the chance paint, solvent, or other chemicals expire before they can be used

• Make defects less likely, so less energy and materials are wasted

• Avoid productivity losses from injuries and occupational health hazards by providing clean and accident-free work areas

• Meet or exceed your company’s environmental performance and waste reduction goals

15

Pillar 1: Sort (Get rid of it)

Focuses on eliminating unnecessary items from the workplace that are not needed for current production operations

Uses visual methods such as red-tagging to identify these unneeded items

Involves evaluating the necessity of each item in a work area and dealing with it appropriately

Can help reclaim valuable floor space and eliminate broken tools, scrap, and excess raw material

16

SortRed tag programme

Separate the necessary from the unnecessary. • Unnecessary tools, equipment, and procedures need to be

removed from the workplace. • Remove the clutter so you can see what is happening

Red tag all unnecessary items Create a temporary red tag holding area Move red tagged items to the holding area for one week Dispose of remaining red tagged items Continue red tagging regularly

Sort – three main factorsCriteria

Usefulness• Required• Helpful• In the way

Frequency of Use• Daily• Weekly• Monthly• Rarely

Cost• Resources required to replace• Resources required to store

RED TAG FORM

SortMaking decisions

Each person determines what is necessary for his/her own work area

The group decides what is necessary for group areas Necessary Unnecessary

Used for daily work Unsafe

Used periodically Defective

Used by someone in group Obsolete (outdated)

Required by law or regulation Unused

Extra (duplicate)

SortOpportunities in the factory

Raw material

In process items

Completed items

Tools

Machines

Space

Before

Key 6S Inspection and Audit Questions for Eliminating Environmental Waste and Risk

Sort (Get rid of it)• Are potentially risky items and environmental wastes yellow-

tagged?• Are all red-tagged items being disposed of properly, including

those that must be managed as hazardous or universal wastes?

24

Incorporating EHS into 6SUse yellow-tagging to identify EHS issues during the Sort process

The objective of the Sort pillar is to identify items that are not needed in the work area and get rid of them

This is done through a process called red-tagging A yellow-tag strategy can be used at the same time red-tagging

takes place to identify any EHS issues

25

What is yellow tagging?

Yellow-tagging is a simple strategy used to:• Identify environmental wastes and items that may be harmful to

human health or the environment in the work area• Evaluate the need for these items• Evaluate potential alternatives for these items• Address them appropriately

This is a supplement to red-tagging• key differences include the scope of projects, criteria used, and

options for disposal or reuse

26

Four steps of yellow tagging

1. Identify yellow-tag targets and criteria

2. Make and attach yellow tags

3. Evaluate and take care of yellow-tagged items

4. Document and share the results

27

Step 1: Identify yellow tag targets

Two types of targets should be identified:• The physical areas where tagging will take place• The specific types of items that will be evaluated

Potential items to consider yellow-tagging include:• EHS hazards in the workplace• Chemicals and other hazardous materials• Environmental wastes

28

…and Criteria

After choosing targets, criteria for evaluating yellow-tagged items needs to be agreed upon.

This could include:• The risk of an item• The availability of alternatives• Opportunities for improved environmental performance

29

Step 2: Make and Attach Yellow Tags

Can be as simple as yellow sticky notes stating the reason for the yellow tag

Can contain standard data that your company uses for tracking materials

Key is to include data that will allow your company to evaluate performance improvements from 6S and support your company’s overall materials tracking system

30

An Example of a Yellow Tag

31

Category (circle one)

1. Health or safety concern 2. Environmental concern

Item Name and Number

Description of Issue or Question

Division Responsible:

Date:

Step 3: Evaluate and Address Yellow-Tagged Items

If you find an EHS issue during yellow-tagging, ask “why” five times to identify the root cause of it

Then ask “how” to address the root cause If an item is both unnecessary (red-tagged) and

hazardous (yellow-tagged), follow appropriate procedures for disposal of hazardous wastes

If items are yellow tagged but not a red tagged (i.e. necessary but hazardous), find out if you can avoid using those materials or if there is a less toxic alternative

32

Step 4: Document and Share the Results

Document necessary information from the yellow-tagging process in a log book or other system

Track the improvements and savings that have resulted from yellow-tagging

Share your results with others to show what you have achieved and to generate ideas for future improvements

33

Pillar 2: Set in Order (Organize)

Focus on creating efficient and effective storage methods Arrange items so that they are easy to use Label items so that they are easy to find and put away Can only be implemented once the first pillar, Sort, has cleared

the work area of unneeded items Strategies include:

• Affixing labels and placards to designate proper storage locations• Outlining work areas and locations• Installing modular shelving and cabinets

34

Set in order

Organise: able to find things in 30 seconds or less

A place for everything and everything in it´s place

Mark the place for each item

Most important is the transparency

Set in orderPut everything in its place

Raw Material presentation on workbench using low-cost PVC pipes

(OECO Meters Cell, Milwaukie, OR)

Set in orderSimplify

Put everything in its place• Frequency of use• Economy of Motion

Use visual aids• Shadow boards• Standard work• Labels (return addresses)• Clearly marked places for items that are movable• Colors, shapes

Keep it that way

Tool presentation on workbench using shadow boards (OECO 787 Motor Controllers & Probes Cell)

Set in orderShadow boards

A place for everything

andeverythingin its place.

Two Work Stations sharing one Shadow Board

Lazy Susan for hand tools

Set in order Value of space and motion

Work Area

Distance

The value of space drops in direct proportion to the distance from the work place.

Only store what you immediately need within the work place.

Set in order Economy of motion

Material supply

Tools

Set in orderStandard work

Set in orderColors and shapes

Set in orderKeep it that way

Identify potential problems with a regular physical and visual sweep.

Look for:• Unrealistic conditions or expectations• Program errors, broken or malfunctioning equipment or fixtures• Missing information and out of location files, references, material,

supplies etc

Incorporating EHS into 6SExpand 6S Inspections of the Set in Order Pillar to Include

EHS

Set in Order (Organize)• Are material containers clean, stored off the floor, closed, properly

stacked, and stored/staged in the proper areas?• Are all containers with chemicals or wastes covered or sealed

when not in use?• Are all containers with materials, chemicals, and/or wastes

properly labeled?• Are initial accumulation points for hazardous waste clean and

organized, and do they have effective visual controls?

45

Shadow hand tools

Organizing bookcase

?

Point of use consumables

Heavy wire spools placed underneath a workbench fed to the surface of workbench (OECO Probes Cell)

Color-coded fasteners

Shadow tool kit for assembly

Pillar 3: Shine (Clean and solve)

Focuses on thoroughly cleaning the work area Daily follow-up cleaning is necessary to sustain improvements Enables workers to notice malfunctions in equipment such as

leaks, vibrations, breakages, and misalignments that could lead to loss of production

It is a good idea to establish Shine targets, assignments, methods, and tools before beginning the Shine pillar

51

Incorporating EHS into 6SExpand 6S Inspections of the Shine Pillar to Include EHS

Issues Shine activities include daily cleaning and inspection by workers in their

work area Involve EHS personnel in developing specific inspection checklist items for

each work area Questions should integrate EHS management procedures and waste

identification opportunities into daily inspections• Are any leaks evident from equipment, piping, or other areas in the workplace?• Is air quality in the work area good, free of dust, odors, and fumes? • Are ventilation systems clean and unobstructed?• Are all drains in good condition, free flowing, unobstructed and properly

labeled?• Are garbage and recyclables collected and sorted correctly? • Are recycling containers and bins free from extraneous materials?

52

Shine

Start with general cleaning of the work environment

Then look at the details and identify machine defects

Know your work area and machines so that you are able to smell, see, feel or hear abnormalities

ShineProcess

Determine shine targets and assignments• Product, equipment, space (work area)

Prepare for the shining process• Specify supplies and equipment• Store cleaning tools where they are:

• Easy to find

• Easy to return

Establish a cleanliness standard• The cleanliness acceptance criteria must be understood• 5 minutes of shine time should be adequate for most areas

Safety in the workplace

Eliminate error-prone environments Design safety into the workplace

Real and perceived quality

Pillar 4: Safety (Respect workplace and employee)

Focuses on eliminating hazards and creating a safe environment to work

Once the workplace has been organized and cleaned, potential dangers become easier to recognize

A separate “safety sweep” should be performed to identify, label, and deal with hazards

Safety measures can also be implemented in conjunction with strategies in the other five pillars

57

58

Example 6S Audit Checklist with EHS Items

Document No.

Document Title: 6S AUDIT RECORD (SAFETY) Revision No. Page: 1 of: 4 Required by:

Audit Type: Initial Certification Sustaining Auditors: Date: __________________ Name: __________________________ Name: ____________________________ Name: __________________________ ____________________________ Workplace Representatives: ____________________________ Name: __________________________ Name: ____________________________

Subject Questions Yes No A. Are aisles marked? 29 CFR 1910.22(b)(2) B. Are aisle widths maintained? 29 CFR 1910.22(b)(1) C. Are aisles in good condition? 29 CFR 1910.22(b)(1) D. Are aisles and passageways properly illuminated? E. Are aisles kept clean and free of obstruction? 29 CFR

1910.22(b)(1)

F. Are fire aisles, access stairways, and fire equipment kept clear? 29 CFR 1910.178(m)(14)

1. Aisles

G. Is there a safe clearance for equipment through aisles and doorways? 29 CFR 1910.176(a)

Incorporating EHS into 6SIdentify Additional Ways to Implement EHS within 6S

There are many small things you can do to incorporate EHS in the 6S process. Here are just a few example:• Use low-toxic paint in white or a light color - this can help save

lighting and energy costs• Use different colored containers for hazardous waste, recycling,

and other non-hazardous wastes• Mark aerosol cans with colored dots to indicate where to dispose

them• Use environmentally friendly cleaning supplies

59


Safety (Respect workplace and employee)• Are employees using the proper protective equipment when

handling chemicals and hazardous waste?• Are lockout and emergency procedures posted and easily

accessible?

60

Review questions

How well do 6S inspections and audits assess EHS activities and performance in your plant?

What approach might be most appropriate for incorporating EHS considerations into 6S assessment tools in your plant?

61

Reflections on Integrating EHS and 6S

The 6S pillars work together to increase productivity, reduce defects, make accidents less likely, save time, and reduce costs

When expanded to include EHS issues, they can help reduce hazards and improve environmental performance

By explicitly incorporating EHS issues into all six pillars during 6S inspections, you can eliminate more waste and risk at your company creating a safer and more efficient workplace

What did you learn from this training module that was particularly useful?

Do you need any more information to understand how to incorporate EHS into 6S?

Would any other tools be helpful?

62

Ask “Why” Five Times

Why are we using so much water?The parts need to be cleaned before painting.

Why do the parts need to be cleaned?The parts fail quality checks if they aren’t cleaned before being painted.

Why do the parts fail quality checks?The paint doesn’t adhere when part surfaces are not prepared properly.

Why do the surfaces of the part need to be prepared?The surfaces get contaminated with oils used in the previous process.

Why are oils used in the previous process?The oils are used to prevent corrosion during storage.

Based on an example from Robert B. Pojasek, “Asking ‘Why’ Five Times,” Environmental Quality Management (Autumn 2000): 83.

63

Pillar 5: Standardize (Make consistent)

Used to maintain the first three pillars Focuses on creating a consistent approach with which tasks

and procedures are performed The first step is to assign 6S job responsibilities and integrate

6S duties into regular work duties using tools such as:• job cycle charts• visual cues (e.g., signs, placards, display scoreboards)• checklists

The next step is to prevent:• accumulation of unneeded items• procedures from breaking down• equipment and materials from getting dirty

64


Standardize (Make consistent)• Are standard work procedures documented and available for the

area?• Are EHS management activities and procedures relevant to the

work area integrated into standard work?

65

Define the work environment• Standard work

• Cell layout

• Cell BOM

• Cleaning checklist Define the “better way” for each task to be performed

• Standard work• Assembly

• Work combination sheet

• Work balance sheet

Make it visual• Communicate

Standardize

StandardizeCommunicate

Every territory should have a communication board• 6S vision• 6S campaign material• 6S targets• Area layout• Team• Before & after photos • Current status• Red tag status• Improvement ideas• Results

5 S Information Board

StandardizeCommunicate

A person should be able to walk into your area and within 5 minutes without the need for a presentation be able to determine

• What the process is

• Who the customers and suppliers are

• What the deliverables are

• Where and what resources are being used in the process

• What measurements are being taken

6S Procedures

Duties and responsibilities for:

• Area focal

• Area supervisor / manager

• Leadership team

Level 4 Red BookCapture standards in your Red Book

Pillar 6: Sustain (Self-discipline)

To sustain means 6S becomes part of the culture of the entire organisation

Constantly look for ways to improve the process

Regularly review the current status

Set a good example

Courtesy of Boeing Wichita

Incorporating EHS into 6S Expand 6S Audits Performed as Part

of the Sustain Pillar to Include EHS Issues

Sustain activities include weekly or other periodic audits to assess progress with 6S implementation

Involve EHS personnel in creating plant-wide inspection and audit questions and checklists

Questions should ensure that environmental wastes and risk are routinely identified, properly managed, and eliminated where possible

Questions can also be used to train 6S inspectors and auditors, or to provide background for a broader rating category

72


Sustain (Keep it up)• Are standard work procedures being followed?• Are workers in the area aware of chemical hazards associated

with standard work tasks?

73

SustainRole of management

Set THE example

Provide training

Allow time

Provide resources - tools, materials, people, time

Acknowledge and support efforts

Encourage creative involvement by everyone

Tangible and intangible rewards

Promoting ongoing efforts

SustainRole of the individual

Learn 6S

Educate co-workers

Show enthusiasm

Take the initiative

Ask for support or resources

Participate in 6S implementation

Bring ideas to promote or implement 6S

Factory 6S level of excellence

Level Sorting Distinguish between what is needed and not needed Level of Excellence Comments1 Necessary and unnecessary items are mixed together in the work area. 1 2 3 4 52 Necessary and unnecessary items are separated (excess inventory, Obsolete tools & Equip)3 All unnecessary items have been removed from the work area.

4Documented method has been established to maintain work area free of unnecessary items. Use of Red Book.

5 Employees continually seeking improvement opportunities.

Level Simplifying A place for everything and everything in its place Level of Excellence Comments1 Tools, supplies and materials randomly located. 1 2 3 4 52 Designated location established for all items as needed.3 Designated locations are marked to make organization more visible

(color coding, outlining, labeling, numbering, etc).

4Documented method has been established to recognize with visual sweep if items are out of place or exceed quantity limits. Use of Red Book.

5Vehicle developed to provide continual evaluation and process in place to implement improvements.

Level Sweeping Does this area present a will organized professional environment?Level of Excellence Comments1 No Visuals in place. Factory / work areas and machinery are dirty and disorganized. 1 2 3 4 52 Some Visuals in place & Work / break areas are cleaned on a regularly scheduled basis.3 Visual controls in place as required & Work / break areas are cleaned daily.4 Visual controls practiced continually. Housekeeping tasks are practiced continually. Red Book

5General appearance of excellent visual controls. Area has developed a method of preventative cleaning and maintenance.( Stop the mess before it happens)

Level Standardizing Develop standards and stick to them Level of Excellence Comments1 No attempt is being made to document or improve current processes. 1 2 3 4 52 Methods are being improved but changes haven't been documented.3 Information on process improvements and reliable methods are shared with employees.

4Changes are being incorporated and documented.(Past 5S sheets, Value Stream Implementation Plans, Process Improvement Sheets. OpEx Metrics are being tracked and demonstrate area improvement). Use of Red Book.

5Employees are continually seeking elimination of waste with all changes documented and information shared with all.

Level Self-Discipline Set good example, stick to the rules and follow up the other 4S. Level of Excellence Comments1 Minimal attention is spent on adhering to the 5 S’s. 1 2 3 4 52 A recognizable effort has been made to adhere to the 5 S’s.3 Adherence to 5 S policy and procedures.4 Documented methods have been put into place to ensure Self-discipline. Use of Red Book5 General appearance of a confident understanding of and adherence to the 5S program.

AREA FOCALS NAME:___________________________________ TOTAL 5S LEVEL: _________

Follow-up example (audit)

5S Inspection Rank A: perfect score Rank B: 1-2 problems Rank C: 3 or more problems

Category Item Rank (A: B: C:)

Comments

Have all unnecessary items been removed? Sort Are all remaining items neatly arranged?

Are walkways and work areas clearly outlined? Are unneeded items stored in an appropriate

place?

Does a procedure exist for dispensing unneeded items?

Is there a visually marked specified place for everything?

Set in Order Is everything in its specified place? Are standards and limits easily recognisable? Is it easy to see what needs to be where? Are things put away after use? Are work areas clean?

Shine Is equipment kept clean? Are cleaning materials easily accessible?

Are demarcation lines clean and unbroken? Are cleaning guidelines and schedules easily

visable?

Is all necessary information visible? Standardise Are all standards known and visible? Is there a checklist in the area?

Does everyone observe standard procedures? Sustain Are Red Tag procedures followed?

Are personal belongings stored neatly?

5 levels of excellence

Sort Set in Order Sweeping Safety Standardise Sustain

Level 5Focus on

prevention

Employees areContinually seekingImprovementOpportunities.

A dependable, documented method has been developed to provide continual evaluation, and a process is in place to implement improvements.

Area employees have devised a dependable, documented method of preventive cleaning and maintenance.

Everyone is continually seeking the elimination of waste with changes documented and information shared.

There is a general appearance of a confident understanding of, and adherence to the 6S principles.

Level 4Focus on

consistencyRed Book

A dependable, documented method has been established to keep the work area free of unnecessary items.

A dependable, documented method has been established to recognize in a visual sweep if items are out of place or exceed quantity limits.

6S agreements are understood and practiced continually.

Substantial process documentation is available and followed.

Follow-through with 6S agreements and safety practices is evident.

Level 3Make itvisual

Unnecessary items have been removed from the workplace.

Designated locations are marked to make organization more visible.

Work and break areas and machinery are cleaned on a daily basis. Visual controls have been established and marked.

Working environment changes are being documented. Visual control agreements for labeling and quantity levels have been established.

6S agreements and safety practices have been developed and are utilized.

Level 2Focus on

basics

Necessary and unnecessary items are separated.

A designated location has been established for items.

Work and break areas are cleaned on a regular, scheduled basis. Key items to check have been identified.

Methods are being improved but changes haven’t been documented.

A recognizable effort has been made to improve the condition of the workplace.

Level 1Just

beginning

Needed and not needed items are mixed throughout the work place.

Items are randomly located throughout the workplace.

Work place areas are dirty, disorganized and key items not marked or identified.

Work place methods are not consistently followed and are undocumented.

Work place checks are randomly performed and there is no visual measurement of 6S performance.

__________________Current Level for Area

Picture of AreaChampion

Level Sorting Distinguish between what is needed and not needed Level of Excellence Comments1 Necessary and unnecessary items are mixed together in the work area. 1 2 3 4 52 Necessary and unnecessary items are separated (excess inventory, Obsolete tools & Equip)3 All unnecessary items have been removed from the work area.

4Documented method has been established to maintain work area free of unnecessary items. Use of Red Book.

5 Employees continually seeking improvement opportunities.

Level Simplifying A place for everything and everything in its place Level of Excellence Comments1 Tools, supplies and materials randomly located. 1 2 3 4 52 Designated location established for all items as needed.3 Designated locations are marked to make organization more visible

(color coding, outlining, labeling, numbering, etc).

4Documented method has been established to recognize with visual sweep if items are out of place or exceed quantity limits. Use of Red Book.

5Vehicle developed to provide continual evaluation and process in place to implement improvements.

Level Sweeping Does this area present a will organized professional environment?Level of Excellence Comments1 No Visuals in place. Factory / work areas and machinery are dirty and disorganized. 1 2 3 4 52 Some Visuals in place & Work / break areas are cleaned on a regularly scheduled basis.3 Visual controls in place as required & Work / break areas are cleaned daily.4 Visual controls practiced continually. Housekeeping tasks are practiced continually. Red Book

5General appearance of excellent visual controls. Area has developed a method of preventative cleaning and maintenance.( Stop the mess before it happens)

Level Standardizing Develop standards and stick to them Level of Excellence Comments1 No attempt is being made to document or improve current processes. 1 2 3 4 52 Methods are being improved but changes haven't been documented.3 Information on process improvements and reliable methods are shared with employees.

4Changes are being incorporated and documented.(Past 5S sheets, Value Stream Implementation Plans, Process Improvement Sheets. OpEx Metrics are being tracked and demonstrate area improvement). Use of Red Book.

5Employees are continually seeking elimination of waste with all changes documented and information shared with all.

Level Self-Discipline Set good example, stick to the rules and follow up the other 4S. Level of Excellence Comments1 Minimal attention is spent on adhering to the 5 S’s. 1 2 3 4 52 A recognizable effort has been made to adhere to the 5 S’s.3 Adherence to 5 S policy and procedures.4 Documented methods have been put into place to ensure Self-discipline. Use of Red Book5 General appearance of a confident understanding of and adherence to the 5S program.

AREA FOCALS NAME:___________________________________ TOTAL 5S LEVEL: _________

X

X

X

X

X

2

__________________Picture of AREA FOCAL

Sample Audit Form

Summary

The 6S process is where improvement begins

It is important that everyone gets involved in the 6S culture

6S will improve your environment and make your job easier

6S should become part of your daily routine

Recommended Readings

Hirano, Hiroyuki. 5 Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1995.

Peterson, Jim, Roland Smith, Ph.D. The 5S Pocket Guide. Portland, OR: Productivity Press,1998.

Productivity Press Development Team. 5S for Operators: 5 Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1996.

Productivity Press Development Team. 5S for Safety Implementation Toolkit: Creating Safe Conditions Using the 5S System. Portland, OR: Productivity Press, 2000.

Productivity Press Development Team. 5S for Safety: New Eyes for the Shop Floor. Portland, OR: Productivity Press, 1999.

81

Quiz

1. What is the main benefit of 6S to the business?A. Happier working environmentB. Reduce over productionC. Impresses Customers, win more business.D. Creates more space for additional equipmentE. None of the above

2. How would you measure internal benefits / return?A. Send out a team questionnaireB. Measure past and future state business metricC. Track the 6S Audit ScoreD. Track quality rejects reducing

Quiz

3. What is the key element to sustainability?A. Local team support and commitment(you)B. Audits and display the resultsC. Documents and procedures of how it worksD. Management commitment

4. What is the benefit of the 30 second rule?A. Gives a standard that people can check against all day every

day. This gives ideas for improvementB. Target for management to use to measure team performanceC. There is no benefitD. To increase profit of the business

Questions? Comments?

Revision Control

Rev. Date By Change Pages Affected

N/C 5/27/11 DS Original Issue All

Meggitt Equipment GroupPacific Scientific (OECO)

Milwaukie, OR

© Pacific Scientific OECO. Proprietary. 25 April 2011

Holders for tooling fixtures mounted on workbenches for ease of use (OECO Stacking Room)

Raw Material presentation on workbench using low-cost PVC pipes (OECO 787 Motor Controllers Cell)


Raw Material presentation on workbench using low-cost PVC pipes (OECO Meters Cell)

FRONT BACK (mini cups with kanban quantity)


Tool presentation on workbench using shadow boards (OECO 787 Motor Controllers & Probes Cell)


Pegs hung above workbenches to air cure parts to eliminate walking to area to set parts (OECO Probes Cell)


Raw Material presentation for wire spools on sliding racks (OECO Lead Wire/Coil Parts Cell)


Creative use of workbench spaces to hold tools/supplies (OECO Various Cells)

Movable tool holders installed underneath workbenches


Creative use of workbench spaces to hold tools/supplies (OECO Various Cells)

Movable Work instruction/Router holder

Movable holder for heavy objects (e.g.. chassis)

Heavy wire spools placed underneath a workbench fed to the surface of workbench (OECO Probes Cell)

Workbenches that have been 6S-ed (OECO Hamilton Sundstrand Current Sensor Cell)


Area freed up as a result of multiple 6S Kaizens

Safety EquipmentSafety Equipment (Green)(Green)

Inventory - Raw MaterialInventory - Raw Material(Blue)(Blue)

Aisles/Tools/EquipmentAisles/Tools/Equipment(Yellow)(Yellow)

Inventory - Non-ConformingInventory - Non-Conforming(Red)(Red)

MaintenanceMaintenance(White)(White)

• First Aid Kits, Eyewash Stations, Safety Posters, Notices

• Good Raw Material Storage - 0.5” or 1” tape on tables, 2” tape on floor

• Main Facility Aisles - 3” tape, Sub-Aisles – 2” tape

• Tools/Supplies/Equipment – 0.5” or 1” tape on tables, 2” tape on floor

• Scrap, Bad Parts, Warranty Materials, Dull Tools

• Repair Tools (used by Maintenance, not Repairs), TPM Materials, Cleanliness (eg.Trash Cans, Chemical Trash Cans, Cleaning Supplies)

Standard 6S Color Code (OECO)

Inventory – Work In Inventory – Work In Process/Finished Goods Process/Finished Goods (Black and White)(Black and White)

• Work In Process Materials/Finished Goods – 0.5” or 1” tape on tables, 2” tape on floor

ESDESDESDYellow and Black (with ESD Yellow and Black (with ESD logo)logo)

• ESD Protection

Homework Assignment

1. What is 6S?

2. Why is 6S important, and why is it usually the first training topic and implementation goal when an organization starts the lean journey?

Continue to work on you team project

Questions? Comments?

engineering management mse507 lean manufacturing 5s and the visual workplace "what i've...

Documents

s pillars

s inspections

s implementationlearn

s process improvement

safety ehs

visual workplace

ehs issues

ehs concerns