Lean Tools

LEANTOOLSLeanToolsChecklistThe5-Spracticeisatechniqueusedtoestablishandmaintainqualityenvironmentinanorganization.Thenamestandsfor5Japanesewords:-•Seiri-Sort•Seiton-Setinorder•Seiso-Shine,clean•Sieketsu-Standardize(SOP)•Shitsuke-Sustain5STechniqueCheck:1.Doyoufinditemsscatteredinyourworkplace2.Arethereboxes,papersandotheritemsleftinadisorganizedmanner.3.Arethereequipmentsandtoolsplacedonthefloor.4.Areallitemssortedoutandplacedindesignatedspots.5.ArethetoolsproperlysortedandstoredSeiri:SortoutitemsanddiscardtheunnecessarySeiton:Arrangeaplaceforeverything.Everythinginitsplace.Check:1.Arepassagesandstorageplacesclearlyindicated.2.Arecommonlyusedtoolsseparatedfromthoseseldomused.3.Arecontainersandboxesstackedupproperly.4.Arefireextinguishersandhydrantsreadilyaccessible.5.Aretheregrooves,cracksorbumpsonthefloorwhichhinderworkorsafety.Check:1.Arethefloorsurfacesdirty.2.Aremachinesandequipmentdirty.3.Arewiresandpipesdirtyorstained.4.Aremachinenozzlesdirtybylubricantsandinks.5.Areshades,lightbulbsandlightreflectorsdirty.Seiso:Cleanyourworkplacethoroughly.Seiketsu:Maintainastandard.Check:1.Isanyone’suniformdirtyanduntidy2.Aretheresufficientlights.3.Isthenoiseorheatatyourworkplacecausingdiscomfort.4.Istheroofleaking5.Dopeopleeatatdesignatedplacesonly.SeedetailedauditworksheetattheendofthissectionShitsuke:TrainpeopletobedisciplinedCheck:1.Areregular5-Schecksconducted.2.Dopeoplecleanupwithoutreminders.3.Dopeoplefollowrulesandinstructions.4.Dopeopleweartheiruniformsandsafetygearsproperly.5.Dopeopleassembleontime.AlmostaShadowBoardExampleof5SVisualcontrolsAdoptvisualfactoryTransparency?Kaizen“Kai”inJapanesemeans“Change”and“Zen”meansgood.TheliterarymeaningofKaizenis“changeforgood”KAIZENKaizen:FoundationsEmployeeempowermentSelfdisciplineRecognitionTenKaizenPrinciples•Getridofalloldassumptions.•Don'tlookforexcuses,lookforwaystomakethingshappen.•SayNOtothestatusquo.•Don'tworryaboutbeingperfect-evenifyouonlygetithalfrightstartNOW!•ItdoesnotcostmoneytodoKAIZEN.•IfsomethingiswrongFixitNOW.•Goodideasflowwhenthegoinggetstough.•AskWHYfivetimes-gettotherootcause.•LookforwisdomfromTenpeopleratherthanone.•NeverstopdoingKAIZEN.ProductivityTimeDeteriorationbypoorperformanceINNOVATIONAPPROACHWhatshouldbeKAIZENAPPROACHTimeMaintenanceKAIZENInnovationKAIZENProductivityEnforcedbreakthrough(KaikakuorKaizenBlitz)InHouseKaizenWorkshopIn-houseKaizenworkshopDecisionMaking1.Remaininoffice2.Discussopinions3.Simulation,classroomteaching,etc.1.Gotoactualworkplace2.Lookattheactualprocess3.Observewhatisactuallyhappening4.CollecttheactualdataTraditionalwayImpementationbyinvolvingeveryoneintheworkplaceChalkcircleapproachSeniorManager(60%)Gembaway(workplace)5-gembaprinciplesWhenatrouble(abnormality)happens,gotogembafirst.Thisisthefirst,andmostimportantprinciple.Manymanagerslearnabouttheproblemsthathappenedingembafromareportthatreachesthemseveraldaysorweeksafter.Thebestsolutionistogotogembaatoncewhenyouhearthataproblemhashappened.HousekeepingHousekeepingisanindispensableingredientofgoodmanagement.Throughgoodhousekeeping,employeesacquireandpracticeself-discipline.Employeeswithoutself-disciplinesmakeitdifficulttoprovideproductsorservicesofgoodqualitytothecustomer.TypesofMudaMudaofoverproduction–Thisisregardedastheworsttypeofmuda.Ifyouproducemorethanyourcustomerneeds,youhaveextrapiecesthatneedtobetakencareof,suchashandlingandkeepinginstock.Mudaofinventory–Thisistheresultofoverproduction.IfyouprocessonlyProduceswhatthenextprocessneeds,youcaneliminatemudaofinventoryaltogether.Mudaofwaiting–Howoftendoyouseeoperatorsjustwaitingforthematerialtoarriveorthemachinetostart?Novalueisaddedwhenoperatorsarewaitingandlooking.Mudaofmotion–Whentheoperatorismovingaround,lookingfortoolsorgoingtogettheworkpieces,novalueisadded.TypesofMudaMudaoftransportation–Whenmaterialsaremovingonthetrucks,forklifts,orontheconveyer,novalueisadded.Mudaofproducingrejects–Producingrejectsleadstorework,orelserejectsmustbethrownaway,abigmuda.Mudaofprocessing–Byrearrangingtheworkingsequence,oftenyoucaneliminateaparticularprocess.StandardizationThethirdgroundruleofkaizenpracticesingembaisstandardization.Standardsmaybedefinedasthebestwaytodothejob.Productsofservicesarecreatedasaresultofaseriesofprocesses,certainstandardmustbemaintainedateachprocessinordertoassurequality.Standardsalsocanpreventrecurrenceofthesameproblem.KANBANCARDMan-machinechart•Set-setproduction•Differentm/c-loading/unloading•Man-m/cutilisation/synchronisationCELLULARMANUFACTURINGSequencing–MixedModelProductionPoke-YokeComponentwrong-xProcesswrong-xM/cstopsInputconditions-xAutomation/e-KanbanSimplify,Eliminate,CombineStandingposeSMEDEIGHTPRINCIPLESofPoka-yoke•BuildQualityintoprocesses•Allinadvertenterrorsanddefectscanbeeliminated•Stopdoingitwrongandstartdoingitright-now?•Don’tthinkupexcuses,thinkabouthowtodoitright•A60%chanceofsuccessisgoodenough-implementyourideanow•Mistakesanddefectscanbereducedtozerowheneveryoneworkstogethertoeliminatethem•Tenheadsarebetterthanone•Seekoutthetruecause,using5W’sandoneHPRINCIPLESofPoka-yoke…Typi