lean and 5 s

Lean Awareness and 5S/Workplace Organisation

Agenda & Objectives

Challenges Facing UK Companies

• Price pressure from competition• Customers requiring more options and variety whilst

wanting price reductions• Lead-time reduction becoming a top priority• Smaller order quantities• Need to introduce new service or product offerings

more frequently• Increased levels of service not just a product e.g.

category management

The Need for Lean

Why the need to change?

The need to improveImprove

Do nothing

Decline

Time

Improvement

Company XCompetitor

If you do nothing then you will fall behind your competition as they improve !!!

Origins of Lean

• Craft Production – circa 1870s• Mass Production – Henry Ford 1920s• Lean Manufacturing – 1960s Japan

» 1980s – US for Toyota» 1990s – UK through Nissan, Toyota & Honda» 2000s – taken into a wider variety of industries including

services

The Journey to Lean

Value

Value Stream

Flow

Pull

Perfection

Process MappingProcess

Mapping

KanbanKanban

KaizenKaizen

7 Wastes + 17 Wastes + 1

WorkplaceOrganisationWorkplace

Organisation

Activities Add Value If:

They Increase The Worth Of The Service/Product To The Customer

Or

The Customer Experiences It

& Wants It

All Else Is Non-Value Adding

Value & Waste

Non Value AddingWaiting & Delays

Movement

Excess Production

Set-Ups

Breakdowns

Searching & Storing

95%

Value Adding

5%

Value & Waste

Overproduction

Wait ing & Delays

Movement of People

Overstocking

InappropriateProcessing

Defects

Transport of materials Talent!

7 Wastes + 1

LEAN – elimination of information waste

Bottleneck DepartmentsBottleneck

DepartmentsLots of

signatures/validation checks

Lots of signatures/valid

ation checks

Multiple Uncontrolled documents

Multiple Uncontrolled documents

High levels of data re-

entry/keying

High levels of data re-

entry/keying

Production of reports that

nobody reads

Production of reports that

nobody reads

Unofficial fast-track routes that

cause errors

Unofficial fast-track routes that

cause errors

Personal filing systems

Personal filing systems

Unpredictable process lead-

times

Unpredictable process lead-

times

Batching of documents

Batching of documents

Process Mapping

Process Mapping

Process map using a team who actually do the job

SimplifiedProcess Mapping Symbols

ACTIVITY

DECISION

Time (secs)Dist (m)

NVA Non Value Add

VA Value Add

~600 metres

String DiagramBefore

String DiagramAfter

~100 metres

Process MappingHow to Make the Improvements

Eliminate

CombineReduce

Simplify

5S, Workplace Organisation and Visual Management

The Vision Of 5S/Workplace Organisation

A Place For EverythingAnd

Everything In Its Place

(One of the first steps of business improvement)

The Vision Of Visual Management

Familiar Examples

Airports

Supermarkets

Driver’s Seat

The Vision

No Unwanted Or Infrequently Used Items

The Workplace As A Showroom

Frequently Needed Items Within 3 Steps

Minimised & Simplified Paperwork

Rapid Access To Required Tools/Paperwork

The Vision (continued)

Standard Procedures - Visual & Understood

Obvious Flow of Work

Deviation/Mistakes Are Obvious

The Workplace is Pleasant & Stimulating

Apply it at any location where work is being carried out

Understanding 5S

Seiri: SORT through & sort out

Seiton: SET locations & limits

Seiso: SHINE the workplace

Seiketsu: STANDARDISE the first 3S’s

Shitsuke: STICK to the rules

SORT/CLEAR OUT unwanted items

• Eliminate Unneeded Items– TAG– DECIDE– REMOVE

How many tidy ups do you do per year?How long does the tidiness last?How much does this cost?

Sort or Clear Out

Before

After

SET or SIMPLIFY/CONFIGURE locations & limits

• Give Everything A Logical ‘Home’

• Frequent = Close

and

• Avoid Making Life Harder: Waste of Motion/Transport

• Use Activity Maps/Flowcharts!

• Video The Process If Needed!

• Consider:– How Can We Minimise Stock– How Can We Minimise ‘Waste’– How Can We Eliminate Mistakes


Frequent = Close• every minute - in arms reach• every day - on end of bench.

• every month - edge of work area.

Always in a designated location– Floor Markings– Shadow Boards

– Labels

SET/CONFIGURE locations & limits

Control YourProcesses Visually


SHINE/CLEAN & CHECK the workplace

• Make Less Mess!• Ensure everything in its place• Involve Everybody In ‘Shine’

Practice

The ‘5 Minute Shine’

Standardise/Conformity the first 3S’s/C’s

• Find The ‘Best Method’ (Involve the team – gain understanding)• Make It the ‘Standard Procedure’ & Visual (promote effective team working)• Use it to train the team (becomes the reference document)• A Standard Procedure allows ‘Cross Functional Teams’ to assess & accelerate

improvements by forming the basis for :- – ‘Plan’, ‘Do’, ‘Check’, ‘Act’

– ‘Plan’ • Measure, analyse causes, devise potential solutions

Sustain/Custom & Practice

• Tools To Use:– Personal Checklists– Management By Walking About (MBWA)– Audits

• Remember:– Find The Root Cause – Use 5 Why’s

5S /5C Check List

5S AUDIT Plan

The 5s Game

You have one minute to count as high as you can to find the

missing number in the sequence!!

4

5 6

7 8

10

11

14

13

12

1615

9

12

3

5049

4847

46

45

43 44

42

40

41 39

38

3535

36

34

33

32

31

30

29

28

27

26

25

2423

22

21

20

19

18

17

50

59

58

57

5655

54

53

525251

60

6565

6463

62

6169

6867

66

70

79

78

77

76

75

7473

72

71

80

89

8887

8685

84

83

8282

81

90

4

5 6

7 8

10

11

14

13

12

1615

9

12

3

45

43 44

42

40

41 39

38

3535

36

34

33

32

31

30

29

28

27

26

25

2423

22

21

20

19

18

17

4

5

6

7

810

11

14

13

12

1615

91

2

3

45

43

44 42

4041

39

38

3535

36

34

33

32

31

30

29

28

27 26

25

2423

22

21

20

19

18

17

4543 44

4240 41

3938

35 3634

3332

313029

282726

252423

1110

9 8 7

6 5 4

3 2 1

2221

201918

171615

141312

Confession is good for the Soul!!

Is this your workplace?

Before 5S

After 5S

Before

The Aim is an ‘Operating Theatre’ Culture

You Don’t Want a ‘Garage’ Culture

Case Study – Loma Systems Limited

•Based in Farnborough, Hampshire •World’s leading manufacturer of food inspection systems – metal detectors, x-ray, etc.•Part of the Spectris Plc they employ 65 people •Aims for Step Change

•Increase productivity and capacity of the electrical assembly area so that sub-contracted work can be brought back in house •Improve the lead-times on the electrical panels to eliminate the bottleneck on the finished products

Process MappingExisting Process

Re-Mapping Proposed Process

The physicalChange Process

Visual Management

Application Of 5 ‘S

The new electrical assembly area

Red key fobs act as Kanban signals to the in-house machine shop – reduce need for production plans

Productivity Improvement 53 %

67% reduction in lead-time

Electrical sub-contract work brought back in house with a further cost saving

Delivery of panels was previously erratic – since the change not a single instance of a late delivery

Reduced travel distance by 75 %

The results

Feedback

“The whole exercise enabled a better understanding of the working practices, design and layout” – Electrician

“It opened the eyes of some of the non-believers. We need to take the ideas put forward and put them to good use” – Electrical Team Leader

“Recently our industry has witnessed a price war…the shop floor team have continued to make significant improvements and have achieved the goal of bringing more work in house thus substantially reducing our costs” – Group Operations Director

Case Study – GRP Laminates Ltd

•Established in April 2000 •15,000 sq.ft based in Cowes, IoW•Produce GRP laminates for Marine, Leisure and Construction•23 employees and Sales Turnover of £1M•Aims for Step Change

•Increase space utilization•Team development•Increase productivity

Process MappingExisting Process

Re-Mapping Process

Workforce briefing on the change

The physicalChange Process

Visual Management

Application Of 5 ‘S

Small Mould Shop in Operation

Productivity Improvement 42.8 %

Increased sales turnover by £100K through increasing capacity

Reduced travel distance by 50.3%

Reduced Lead-t ime by 41.8%

The Results

Feedback

“A real eye opening and mind blowing experience into lost productionand associated wastes” – Team Leader

“It has been an intense, productive and enjoyable week which has given me an entirely different outlook on the factory set-up and procedures” – Director

“As a result of the programme we were able to increase capacity for production of small mouldings. We immediately had a request to take on five more moulds from one of our customers” – Business Development Manager

Visual Measures and Problem Resolution

Review & Next Stages