lean rwd nov 8 rev 9
TRANSCRIPT
![Page 1: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/1.jpg)
1
LEAN MANUFACTURING PART 1
![Page 2: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/2.jpg)
2Helping Our Customers Be More Successful . . .
Our Vision
1. Best-in-Class:
– Quality, Delivery, Price, Safety, Speed, Attitude
2. Realistic, Profitable Growth:
– Add volume for current customers
– Add new customers and markets
– Expand operations as required
3. Conservative & Safe Company:
– Diversified customer base
– Conservative debt structure
– Financially capable customers
4. Have Fun:
– Have the right customers, employees & action plans
![Page 3: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/3.jpg)
3Helping Our Customers Be More Successful . . .
RWD - 2014 Goals
• DELIVERY, Target to achieve and Maintain Zero Customer Lates
• LEAN, Increase our Lean audit score to 60%.
• PRODUCTIVITY, Increase earned hours to 6.0 hrs per person per day
• SAFETY, Decrease our safety score to 5.
• QUALITY, Achieve an average PPM score of no more than 50 PPM.
• COST REDUCTIONS, implement cost reductions of $1.0M/yr.
• INVENTORY, Reduce Inventory to 10 days
![Page 4: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/4.jpg)
4Helping Our Customers Be More Successful . . .
October 23, 2013
Meeting Room 5S
Pens, markers and eraser are
placed in the Green Basket
Keyboard and mouse location
Please ensure all chairs are placed IN the
tile area when finished with meeting
PLEASE PUT TV BACK WHEN DONE
![Page 5: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/5.jpg)
5
| | 5
INSANITY “Doing the
same thing over and over again and expecting different results”
Albert Einstein
![Page 6: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/6.jpg)
6
Mancor Lean Requirements:
All employees will be provided with CI / Lean training
Each department / cell/ work area employee will be part of the areas CI
team.
Each operation is required to implement 5S based on the Mancor 5S
Standard.
Each Operator to participate and put forward improvement suggestions
Each operation is required to implement 5S based on the Mancor 5S
Standard.
Each operation is required to have weekly audits and must participate in the
Mancor 5S program.
All areas of the operations must have a Tier 2 visual control board and each
department / cell must have a Tier 1 board.
5S Visual Management Program should be led by a CI Team.
Helping Our Customers Be More Successful . . .
![Page 7: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/7.jpg)
7
For lean to succeed
• “People are the Power behind Successful LEAN
Implementation!!”
• Training, Action Items, Tracking KPI metrics and
Accountability
• All employees need to be involved (office & plant)
• It must be supported from the top down
• It is a people transformation,” an ongoing journey to
change their mindset and the culture to become lean
thinkers.
Helping Our Customers Be More Successful . . .
![Page 8: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/8.jpg)
8
| | 8
Change Cycle
8
How people feel
Keep momentum
moving
After results from
changes are seen
![Page 9: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/9.jpg)
9
What is Lean Manufacturing?
• Lean manufacturing is an improved & efficient way to
manufacture and deliver customer products on-time
and within quality specifications
• In other ways, lean manufacturing can be considered
as “trimming the fat” from production/manufacturing
processes which cause defects, wasted time, longer
cycle times, frustration, late customer deliveries, etc.
![Page 10: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/10.jpg)
10 10
Lean Overview: What is Lean?
– The systematic elimination of waste and re-alignment of
resources to deliver value to the customer faster, better, &
more consistently
• Lean also is:– Pursuit of excellence– Continuous Improvement of performance and quality– Increasing inventory “turns” and throughput– Simplifying and redefining processes– Measuring & monitoring processes– Empowering the workforce (80%)
– Focus: Eliminate waste, non-value add steps, process constraints and – Bottle necks that cause problems in work throughput– Approach: Intuitive and broad - “inch-deep, mile wide”
Leading to Leading toEliminate
Waste
Reduced
Cycle Times
Increased
Capacity
![Page 11: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/11.jpg)
11
Definition of Value Added
Value Added
Any activity that is adding value to the part and the
customer is paying for. Example: any process where you
are doing something to the part (cutting, welding,
riveting, bending)
Non-Value Added
Any activity that does not add Value to the part.
Example: moving parts from one area to another,
reworking parts, set-up/change-overs, repairs
![Page 12: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/12.jpg)
12
Lean = Eliminating the Wastes
Value Added
Typically 95% of all lead time is non-value added
1. Overproduction
2. Waiting
3. Transportation
4. Non-Value Added Processing
5. Excess Inventory/Material
6. Defects
7. Excess Motion
8. Underutilized People
Non-Value Added
5%
![Page 13: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/13.jpg)
13
How to implement LEAN MANUFACTURING
Starts with education/training:
5S in order to make the place safer and organized
Continue with the Five Principles of Lean Thinking
1. Identify the TAKT time (customer demand/time)
2. Complete a PFD/VSM and focus on VALUE
ADD vs NON-VALUE ADD activities (WIP)
3 Line Balancing
![Page 14: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/14.jpg)
14
How to implement LEAN MANUFACTURING cont
• 4. Improve process bottlenecks by:
Reducing Waste & moving from “PUSH TO PULL”
system using internal customer system
Improve process/material flow using KAIZEN cell
layout changes, i.e. L, U shape work-cells
Try to Poke Yoke or Error Proofing to improve
processes and not rely on operators, (human error)
Implement in-process checks as part of the
operation (“Check & Balance”)
• 5. Continue to improve and strive for perfection
![Page 15: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/15.jpg)
15
Lean Manufacturing tools--continued
• Example of 5S would be a shadow-board with all the tools
needed in a specific location so that there is a visual
presence of the tools or if they are missing.
• SMED—Single Minute Exchange Die, is a process where
long changeovers which take hours are improved and
reduced to single minutes
• One-Piece-Continuous-Flow, instead of Batching and Que
(producing & storing into WIP
![Page 16: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/16.jpg)
16
What’s the end result?
Improved customer satisfaction on existing products by
consistently meeting their demands
Cost savings $$ due to improved efficiencies and
productivity within the process
New business opportunities with existing and new
customers
Increased moral and less frustration in the work place
Secured jobs
![Page 17: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/17.jpg)
17
| | 17
![Page 18: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/18.jpg)
Introduction ‘5S’
May 2008
![Page 19: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/19.jpg)
19
How often are these dies used?
![Page 20: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/20.jpg)
![Page 21: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/21.jpg)
21
What about our Plant?
Helping Our Customers Be More Successful . . .
![Page 22: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/22.jpg)
22
How long does it take to find parts?
Helping Our Customers Be More Successful . . .
![Page 23: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/23.jpg)
![Page 24: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/24.jpg)
2424
So…what is the
problem?
![Page 25: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/25.jpg)
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
May2013
Sept2013
Nov2013
Jan2014
Mar2014
May2014
July2014
Sept2014
28.80%29.60%
RWD Lean Score
May 2013 Sept 2013 Nov 2013 Jan 2014 Mar 2014 May 2014 July 2014 Sept 2014
1 Year Target = 60%
2 Year Target = 80%
?
![Page 26: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/26.jpg)
26
Mancor RWD Audit Scorecard
Yellow= No Change
![Page 27: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/27.jpg)
27
Key areas for improvement
Lean Leadership
Developing a Lean Culture through training and
engagement of workers/supervisors/managers
Creating a Safe Environment using Lean (5S)
Standard Operating Procedures (SOP)
Develop an Internal Responsibility System, where
everyone is involved and has responsibility
Helping Our Customers Be More Successful . . .
![Page 28: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/28.jpg)
![Page 29: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/29.jpg)
2929
5S Technique
1st Sort (Purge )
2nd Straighten (Set in Order)
3rd Shine (Clean )
4th Standardize
5th Sustain (Discipline)
![Page 30: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/30.jpg)
1. Sort2. Straighten
3. Shine
4. Standardize
5. Sustain
Sort out what you don’t
need !!
![Page 31: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/31.jpg)
3131
Set Up Red Tag Procedures
• Identify what you USE
• Place Red Tags on all items that are
- duplicates
- in need of repair or attention
- not needed
Keep Red Tags for 1 week then move it to storage
Write on tag info about item – Date– Location removed from– Action needed?– Your name
5S RED TAG
Date: _____________________________________
Name of Item _______________________________
_________________________________
Originated From (Location) ___________________
_________________________________
Suggested Action
Throw Away
Move to Storage
Return to _________________________
Other _________________________
Your Name ________________________________
Form: 5SA - Rev. 01/04
![Page 32: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/32.jpg)
5S RED TAG
Date: _____________________________________
Name of Item _______________________________
_________________________________
Originated From (Location) ___________________
_________________________________
Suggested Action
Throw Away
Move to Storage
Return to _________________________
Other _________________________
Your Name ________________________________
Form: 5SA - Rev. 01/04
![Page 33: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/33.jpg)
3333
Set Up Red Tag Area
Red Tag Area
![Page 34: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/34.jpg)
3434
Locate by Frequency of Use
• Frequently – within easy reach
• Infrequently – need to take a few steps to get but
still in area
• Rarely – can be in storage - well labeled and
mapped to easily find them when needed
![Page 35: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/35.jpg)
“A Place for everything and
everything in its place”
1. Sort
2. Straighten3. Shine
4. Standardize
5. Sustain
![Page 36: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/36.jpg)
7/29/2015
Department Reference #
Confirmed By Date Chapter Rev. PageIssuerProduction manager
Rivet Cell 7.2Rivet Cell - Shadow Boards
111May 11, 2006Scheduler
Cleaning Station
Rags
Shovel
Straw Broom
Cleaner
Push Broom
Colour coded cart used for storing riveting
anvils, blocks for the fixture, and stands
StandsBlocks
Riveting Anvils
Backing Blocks
![Page 37: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/37.jpg)
37
Punch Press Die Rack Example
![Page 38: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/38.jpg)
1. Sort
2. Straighten
3. Shine4. Standardize
5. Sustain
The next step is to thoroughly
clean the work area
![Page 39: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/39.jpg)
3939
Shine—Inspection/Prevention
•Use cleaning of equipment as a form of
regular inspection
•check for abnormal wear or
conditions that might lead to
equipment failure
•less damage and downtime
•Eliminate sources of contamination
and dirt whenever possible
![Page 40: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/40.jpg)
4040
Advantages of ‘Shine’
• A clean and clutter free workplace creates safe workplace for workers
• Customers get a Positive Image of the company
• Maintenance easier (leaks and changes are more obvious, easier to evaluate and repair)
![Page 41: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/41.jpg)
1. Sort
2. Straighten
3. Shine
4. Standardize5. Sustain
Document the best practices in your
work area
![Page 42: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/42.jpg)
October 23, 2013
Meeting Room 5S
Pens, markers and eraser are
placed in the Green Basket
Keyboard and mouse location
Please ensure all chairs are placed IN the
tile area when finished with meeting
PLEASE PUT TV BACK WHEN DONE
![Page 43: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/43.jpg)
![Page 44: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/44.jpg)
1. Sort
2. Straighten
3. Shine
4. Standardize
5. Sustain
This is the Discipline to keep it that way - do
regular audits!
![Page 45: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/45.jpg)
45
Example of 5S Audit ChecklistReference #
Department: 9.4.2To maintain a 5S compliance environment, daily 5S activities must be performed throughout the day and at end of shift
It is everybody's responsibility to ensure their work area is 5S compliant
DAILY 5S CHECKLIST
1000T Press
Week Starting: Monday
Tuesd
ay
Wednesd
ay
Thurs
day
Friday
ITEM
Ha
ni
D.
Ed
mar
H.
Jan
K
Ha
ni
D.
Ed
gar
H.
Comments
1
Are all Personal Protective Equipment being
Used? Are the equipment safety features
working?
2Are the cell operating standards documented and
clearly posted at the workstations?
3 Is the area setup as per visual flow diagram?
4 Is the Work Order Board up to date?
5 Are consumables available and easily accessible?
6Are all inbound & outbound materials and related
parts in their marked locations?
7Are all the tools in the tool cart accounted for and
in the proper location?
8
Are all required measuring tools and gauges, in
good working order, properly stored and available
at the workstation?
9
Is there evidence of prior shift cleanups being
performed? Are all cleaning Tools & Supplies
accounted for in shadowboards?
10 Is the area clear of not needed items?
11Are Rework or Rejects taking up production floor
space?
12Are required counter balance pressure gauges
calibrated/set within range for top die weight?
13 Is Daily Maintenance Performed and Reported?
Total Score 0 0 0 0 0 0
Potential Score 12 12 12 12 12 60
![Page 46: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/46.jpg)
SUSTAIN EXAMPLE
![Page 47: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/47.jpg)
47
Punch Press BEFORE
![Page 48: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/48.jpg)
48
Punch Press AFTER
Helping Our Customers Be More Successful . . .
![Page 49: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/49.jpg)
49
Ownership and pride
![Page 50: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/50.jpg)
5050
General Manager’s Office (Wayne) Before
Before
![Page 51: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/51.jpg)
51
General Manager’s Office Before
Helping Our Customers Be More Successful . . .
![Page 52: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/52.jpg)
52
General Manager’s Office Before
Helping Our Customers Be More Successful . . .
![Page 53: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/53.jpg)
53
General Manager’s Office - AFTER
![Page 54: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/54.jpg)
54
General Manager’s Office
BEFORE AFTER
Helping Our Customers Be More Successful . . .
![Page 55: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/55.jpg)
55
General Manager’s Office
BEFORE AFTER
Helping Our Customers Be More Successful . . .
![Page 56: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/56.jpg)
56
General Manager’s Office
BEFORE AFTER
Helping Our Customers Be More Successful . . .
![Page 57: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/57.jpg)
5757
Assignment
• Implement 5S in your area
• When is it due? 2 weeks (1 week to SORT + 1
week to Straighten)
• Others will audit your area
• Best area gets a prize
• I will take BEFORE PICTURES of your project area!
![Page 58: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/58.jpg)
58
![Page 59: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/59.jpg)
59
Earl’s office B4 2S
![Page 60: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/60.jpg)
60
Before and After 2S
![Page 61: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/61.jpg)
61
Before and After
![Page 62: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/62.jpg)
Fastest 5S person -Louie
• Monday October 28, 2013 Louie started his
long journey of 5S
• Louie had to climb a mountain to get to his
computer
• After 3 garbage cans of junk and 72Hrs
later, Louie achieved “Mission Impossible”
• Louie won a prize
![Page 63: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/63.jpg)
63
Louie work station Monday Oct 28-2013
63
![Page 64: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/64.jpg)
64
Louie work station Tue Oct 29-2013
64
![Page 65: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/65.jpg)
65Helping Our Customers Be More Successful . . .
Louie work station Tue Oct 29-2013
![Page 66: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/66.jpg)
Louie winner 1st worker to 5S his work station
7/29/2015
![Page 67: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/67.jpg)
Louie –First to 5S his work station
7/29/2015
![Page 68: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/68.jpg)
![Page 69: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/69.jpg)
69
Next Step: 5S training & implementation by department:
Punch Press/Tool Room Oct. 23 Project Due Nov 6th
CNC/Maintenance Oct. 23 Project Due Nov 6th
Laser Oct 25 Project Due Nov 8th
Brake Press Oct. 25 Project Due Nov 8th
Trunnion Weld Oct 29 Project Due Nov 12th
Engineering October 30 (1-2) Project Due Nov 13th
Robot/Manual Weld Oct 31 Project Due Nov 14th
Assy Nov 1 Project Due Nov 15th
Paint/QA/Office Nov 8 Project Due Nov 22th
Shipping/Receiving Nov 8 Project Due Nov 22th
Helping Our Customers Be More Successful . . .
![Page 70: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/70.jpg)
70
Quiz
What are the 5S’s?
(1 min)
70
![Page 71: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/71.jpg)
7171
Review Quiz Answers
1st Sort (Purge )
2nd Straighten (Set in Order)
3rd Shine (Clean )
4th Standardize
5th Sustain (Discipline)
![Page 72: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/72.jpg)
72
| | 72
![Page 73: Lean RWD Nov 8 Rev 9](https://reader034.vdocuments.site/reader034/viewer/2022051113/55cbe323bb61eb3c248b45fb/html5/thumbnails/73.jpg)