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Lear Supplier Development 5S and Visual Management Implementation. Introduction. Lear Supplier Development Develop a relationship for flawless launch My experience with 5S Sourced Program Suppliers New to Lear 5S implementation at your facility Familiarity with 5S. - PowerPoint PPT Presentation
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Lear Supplier Development 5S and Visual Management
Implementation
2
Introduction
• Lear Supplier Development– Develop a relationship for flawless launch– My experience with 5S
• Sourced Program Suppliers– New to Lear– 5S implementation at your facility– Familiarity with 5S
3
Why is 5S important to Lear?
• Commitment within Lear’s own plants• Role out to supplier base• Another efficiency “tool” in the tool box
– Open the lead to eliminating additional waste– Relatively easy to implement
• Limited Lear resources
• Commitment to developing “World Class” Suppliers
4
Overview of the 5S System
• Abbreviated Japanese words– Seiri– Seiton– Seison– Seiketsu– Shituke
• Philosophy or system that focuses on – Effectively organizing the work place– Standardizing work procedures– Eliminating waste
5
Poor Workplace Organization Means Waste
• Unneeded inventory incurs extra inventory-related expenses
• Extra manpower is needed to manage the growing inventory
• Greater amounts of stocked items become obsolete due to design changes, limited shelf life, etc.
6
Poor Workplace Organization Means Waste
• Quality defects result from unneeded in-process inventory and machine breakdowns
• Unneeded equipment poses a daily obstacle to production activities
• The presence of unneeded items makes designing factory/office layouts more difficult
7
Major Benefits of 5S
• Tangible measurables– Case study examples– Reduces downtime– Improves efficiency and productivity– Improves delivery times and assists in reducing costs– Improves safety / Reduces accidents
8
Major Benefits of 5S
• Intangible measurables– Enhances operational control of processes– Improves product quality– Creates a positive work environment– First impressions
• Customers• Employees
“You never get a second chance to create a first impression.”
9
First Impression: Plant Main Aisle
10
First Impression: Associate’s Workstation
11
Visual Management System– Create an environment in which anyone can walk into a
workplace and visually know the current situation• Visually understand:
– workplace organization– the work process – when there is an abnormality– ahead/behind/ on schedule
• Without opening a book • Without opening a drawer• Without talking to anyone
13
Visual Management:Major Benefits
• Controls inventory levels• Controls lot sizes• Reduces space by better organization /
utilization• Reduces energy (manual or
mechanical)• Promotes quality
14
5S Workplace OrganizationThe Foundation of the Visual Workplace
• Sort - Eliminate what is not needed
• Straighten - A place for everything and everything in its place
• Shine - Cleaning and looking for ways to keep it clean
• Standardize - Maintain and monitor the first 3 S’s
• Sustain- Stick to the rules
SORT
DIVIDE ITEMS INTO TWO CATEGORIES:
NECESSARY UNNECESSARY
CATEGORIZE NECESSARY ITEMS::
* RARELY USED* OCCASIONALLY USED* FREQUENTLY USED
RED TAG STRATEGY
ATTACH TO ALL UNNECESSARY ITEMS
DISCARD UNNECESSARY
ITEMS
RED TAGCategory 1. Raw material 6. Dies and jigs
2. In-process stock 7. Tools and supplies3. Semi-finished goods 8. Measuring devices4. Finished goods 9. Documents5. Equipment 10. Other
Item nameand number
Quantity Units $ Value
Reason 1. Not needed 6. Other2. Defective3. Not needed soon4. Scrap material5. Use unknown
Disposal by: Department/Business Unit/Product Center
Disposal method: 1. Discard2. Return3. Move to red-tag storage site4. Move to separate storage site5. Other
Disposalcomplete(signature )
Posting date: Disposal date:
STRAIGHTEN VISUAL LOCATIONS
PW2000 FIXTURES
2A4397
3A9674
2B4659
IDENTIFICATION LINES
12HJF
DETERMINE LOCATIONFOR NEEDED ITEMS
CUTTER INSERTS
124GF
2HJF
12HJF 12HJF 12HJF 12HJF12HJF 12HJF
12HJF 12HJF 12HJF 12HJF12HJF 12HJF
POINT OF USE STORAGE
17
SHIN
E
CLEAN
SWEEP
CLEANING AS A FORMOF INSPECTION
BUILD PRIDE INWORK AREAS
BUILD VALUEIN EQUIPMENT
ELIMINATE DIRT
STANDARDIZEA State
ASSIGN “3S” RESPONSIBILITIES
INTEGRATE “3S” DUTIES INTO REGULAR WORK DUTIES
CHECK ON “3S” MAINTENANCE LEVEL
PREVENTIVE:
• SORTING• STRAIGHTENING• CLEANLINESS
ASK WHY
NAME M T W T F S Su
KenSonyaPaulRossMellCathyJesseRogerKen D.Douglas
5 Minute 5S
1S organize2S orderliness3S cleanliness4S standardize5S discipline
7:30 - 7:35xxxxxxxxxxxxxxxx x x xxx x
xx x xxx xxx x x xxxxx
xxxx x x xxxx xxxxxxxxxxx
xxxxxxxxxxxxxxxxx
5 Point Checklist1. xxxxxxxxxx xxxxxxxxxxxxxx xxxxcx lsdfj sdlk dkdie ldslj sdlj f lsdflj sldkj f
2 x x xxxxxxxxxxxxxxxxx xxxx
3. xxx xx xxxx x x xxxx x xxxxxlsdf lsdkjei lsdkj sdlkj sdl ldf
4. xx xxxxxx x xxxx x xxxxxxxsdlfkj sdflkj sflkjsdflkj flk
5. xxxxx xxx x x xxx xxxx xxxxxsdf,j sdlfjk flsdf ljsd
33234
3.0
23214
2.4
19
PROPER TRAINING
CORRECT PROCEDURES BECOME A HABIT
SUSTAIN
MANAGERS COMMITTED TO 5S
5 Sasdfsdfssdfsdfdsfsdfsdfsfdsdfsdf
“BUY-IN” FROM ALL WORKERS
20
Visual Controls vs. Visual Displays
• Displays history
• Gives people information management wants them to know
• Displays status
• Drives maintaining the status quo
• Can be interesting to look at
• Provides current, up to date information
• Gives people information they need to know to be successful
• Displays abnormalities to anyone clearly
• Drives improvement
• Can alert, prevent, and provide fail-safe processes
Visual Display Visual Control
21
Visual Controls Examples
Operator Process Control (OPC) Board Examples
22
Implementation Key Points• Publicly announce the start of the program• Obtain top level support in the organization• Involve all levels of employees• Assign a champion(s) to lead 5S team
– Not only quality
23
Implementation Key Points
• Standardize formats, design and theme of visuals
• Disseminate information on progress• Photograph or video tape current look• Include in current process
– i.e., work order system, p.m. system