7/31/2019 World Class Manufacturing Definitions
1/13
World Class
Manufacturing
5S
Kanban
Elimination
of Waste
Balanced
Capacity
Right First
Time
Visual
Measure-ments
What is .
A workplace to be proud of: neat, clean, efficient and fully organised with
visual controls so that everything is easy to find, use and maintain.
Q . Can I see at a glance that everything is where it should be?
Disciplined visual stock control
system to immediately replace only
what has been used.
Q. Do I always have just the correct
stock to use exactly when I need it?
Waste is any use of machines,
materials or peoples time thatdoes not add value for the
customer and his product.
Q. Would the Customer be happy
to pay for this?
Elimination of all bottlenecks to ensure continuous flow of work within each cell and throughout the factory.
Q. Is everyone working at the same smooth pace and nobody rushing or waiting?
Learning to achieve all our
production without the need for
any reworks.
Q. Am I always sure in advance
that the product will be
perfect?
Measuring team performance
continuously to immediately
see how well we are doing and
understand how we can be the
best.
Q. Is it easy to see if we areimproving or not?
7/31/2019 World Class Manufacturing Definitions
2/13
World Class
Manufacturing
5S
Kanban
Elimination
of Waste
Balanced
Capacity
Right FirstTime
VisualMeasure-
ments
1st SSeiri
Sort
2nd SSeiton
Set in Order3rd SSeiso
Shine
4th SSeiketsu
Standardise
5th SShitsuke
Sustain
A Specific Place
for each Item
Direct Feed
Set Levels
Value Added
Activities
Waiting
People
Movement
Material
Movement
Over Processing
Continuous Flow
Avoid Bottlenecks
Maximum Output
Minimum Effort
Inventory
Predictable
Repeatable
Outputs
Motivated People
Continuous
Improvement
Team
Performance
Procedure
Key Principles are .
Controlled
Process Variables
Defects
Qualified PeopleOver Production
Visual
Continuous
Improvement
Machine
Breakdowns
7/31/2019 World Class Manufacturing Definitions
3/13
One group
at a time
Supervisors &
Controllers
Workplace
Committee
Management
Implementation
5S KanbanElimination of
Waste
Balanced
Capacity
Right First Time
Visual
Measure-
ments
Print Room 1
Print Room 2
Finishing
Workshop
Main Stores
General Areas
1. Teams
2. Areas
3. Main Stores
4. Suppliers
Print Room 1
1st Team
Print Room 1
Last Team
Print Room 2
1st Team
Print Room 2
Last Team
Finishing
1st Team
Finishing
Last Team
At the same
time
One area at a
time
Snr Supervisors
7/31/2019 World Class Manufacturing Definitions
4/13
Understanding 5S
1st S
Seiri- SORT
Separate wanted and unwanted items
Eliminate unwanted items
Store wanted items
2nd S
SeitonSET IN ORDER
Store wanted items in a manner
where it will be easy for anyone to
retrieve when required
3rd S
SeisoSHINE
Remove dirt and rubbish from the
area around the team and the
workplace in general
4th S
SeiketsuSTANDARDISE
Maintain the clean area in such a way
to prevent it from getting dirty again
5th S
ShitsukeSUSTAIN
Training & Discipline
Employee Involvement
7/31/2019 World Class Manufacturing Definitions
5/13
Understanding Kanban
Visual Demarcated areas show what is available and what needs to be refilled
KANBAN Full
- No Action
STEP 1
STEP 2KANBAN Empty
- Must get some
more Material
STEP 3Just-In-Time!
STEP 4
Floor
Shelf
Work Bench
Area Raw Material Work in Progress Finished Goods
Area Raw Material Team Raw Material
Work in Progress
7/31/2019 World Class Manufacturing Definitions
6/13
Understanding Kanban
A Specific place
for each itemStore each item close to point of use in a marked position of the correct size.
Just in Time
Job Docket
Product
SpecificationCorrect Size
Close to point
of use
http://images.google.co.za/imgres?imgurl=http://www.martellssolutions.co.uk/ProductImages/599727.jpg&imgrefurl=http://www.martellssolutions.co.uk/ProductDetails.aspx?id=63192&i=28315&h=280&w=300&sz=20&hl=en&start=77&um=1&usg=__-UuYIoYr5SNq8OFR-VadJYRg9BQ=&tbnid=X2GyAyRz4i0qPM:&tbnh=108&tbnw=116&prev=/images?q=storage+bin&start=63&ndsp=21&um=1&hl=en&sa=Nhttp://images.google.co.za/imgres?imgurl=http://www.martellssolutions.co.uk/ProductImages/599727.jpg&imgrefurl=http://www.martellssolutions.co.uk/ProductDetails.aspx?id=63192&i=28315&h=280&w=300&sz=20&hl=en&start=77&um=1&usg=__-UuYIoYr5SNq8OFR-VadJYRg9BQ=&tbnid=X2GyAyRz4i0qPM:&tbnh=108&tbnw=116&prev=/images?q=storage+bin&start=63&ndsp=21&um=1&hl=en&sa=Nhttp://images.google.co.za/imgres?imgurl=http://content.etilize.com/Large/11018819.jpg&imgrefurl=https://www.pcrush.com/product/Thermal-and-Label-Printers/107889/Zebra-110XiIIIPlus-Thermal-Label-Printer&h=300&w=300&sz=61&hl=en&start=8&um=1&usg=__FImjq63LTzAE_gcF-6_xauzq1dk=&tbnid=pzsfOx_eoFUGiM:&tbnh=116&tbnw=116&prev=/images?q=zebra+thermal&um=1&hl=en7/31/2019 World Class Manufacturing Definitions
7/13
Understanding Kanban
Direct FeedMaterial stored at point of use, using the 2 bin
system
Production use only
Refill from Stores
http://images.google.co.za/imgres?imgurl=http://content.etilize.com/Large/11018819.jpg&imgrefurl=https://www.pcrush.com/product/Thermal-and-Label-Printers/107889/Zebra-110XiIIIPlus-Thermal-Label-Printer&h=300&w=300&sz=61&hl=en&start=8&um=1&usg=__FImjq63LTzAE_gcF-6_xauzq1dk=&tbnid=pzsfOx_eoFUGiM:&tbnh=116&tbnw=116&prev=/images?q=zebra+thermal&um=1&hl=enhttp://images.google.co.za/imgres?imgurl=http://www.martellssolutions.co.uk/ProductImages/599727.jpg&imgrefurl=http://www.martellssolutions.co.uk/ProductDetails.aspx?id=63192&i=28315&h=280&w=300&sz=20&hl=en&start=77&um=1&usg=__-UuYIoYr5SNq8OFR-VadJYRg9BQ=&tbnid=X2GyAyRz4i0qPM:&tbnh=108&tbnw=116&prev=/images?q=storage+bin&start=63&ndsp=21&um=1&hl=en&sa=Nhttp://images.google.co.za/imgres?imgurl=http://www.martellssolutions.co.uk/ProductImages/599727.jpg&imgrefurl=http://www.martellssolutions.co.uk/ProductDetails.aspx?id=63192&i=28315&h=280&w=300&sz=20&hl=en&start=77&um=1&usg=__-UuYIoYr5SNq8OFR-VadJYRg9BQ=&tbnid=X2GyAyRz4i0qPM:&tbnh=108&tbnw=116&prev=/images?q=storage+bin&start=63&ndsp=21&um=1&hl=en&sa=N7/31/2019 World Class Manufacturing Definitions
8/13
Understanding Kanban
Set Levels Decide maximum stock levels needed at each control point and refill triggers
Team
Media 4 Hours
Resin
Foil
Refill Cycle
4 Hours
4 Hours
Maximum
Rolls
12
Vouchers
per Roll
10 000
30 000
30 000
4
4
Print per
Hour
30 000
30 000
30 000
Demand
per Bin
6
Rolls per
Hour
3
2
2
1
1
Trigger
2 Hours
2 Hours
2 Hours
Note: These levels will be designed in advance for all areas and products.
Areas: Team, Production Area, Stores and Suppliers
7/31/2019 World Class Manufacturing Definitions
9/13
Understanding Elimination of Waste
Waiting
Value Added
Activities
Over
Production
Making components
to fill time. ST pays
for this time butcustomer does not
Time lost can never
be regained
Only do processes that
actually add value to the
product
Make only the quantity
required
Flow of materials, plus
machines and people
ready to run.
SMED setups used to
minimise all change
over times
Making extra boxes when
waiting for work.
Team member late arrival
Machine not ready to run
Not heated up
Setup not signed off
Supplier of media late with
delivery
Mascom media white strip is
manually removed
Extra costs and
peoples time that
the Customer does
not pay for
Speak to Client - leave it
on?
Re-design batch box
Re-assign person to Value
Added Activity which
increases immediatethroughput.
Record incidences and
follow procedures to
prevent recurrences
Design a SMED setup for
each changeover
7/31/2019 World Class Manufacturing Definitions
10/13
Understanding SMED
5 min6 min14 min20 min23 min28 min30 min31 min36 min
External
Internal
7/31/2019 World Class Manufacturing Definitions
11/13
Understanding SMED
1 sec2 sec3 sec4 sec5 sec6 sec7 sec8 sec9 sec10 sec
External
Internal
http://www.clipartof.com/details/emoticon/1245.htmlhttp://www.clipartof.com/details/emoticon/1213.htmlhttp://www.clipartof.com/details/emoticon/1233.html7/31/2019 World Class Manufacturing Definitions
12/13
Understanding Elimination of Waste
Waiting
People
Movement
Value Added
Activities
Over
Production
Making components
to fill time. ST pays
for this time butcustomer does not
Time lost can never
be regained
Time ST pays for
which the customer
does not pay for
Only do processes that
actually add value to the
product
Make only the quantity
required
Flow of materials, plus
machines and people
ready to run.
SMED setups used to
minimise all change
over times
Everything required is
close at hand
Making extra boxes when
waiting for work.
Team member late arrival
Machine not ready to run
Not heated up
Setup not signed off
Supplier of media late with
delivery
Walking around looking for
components
Mascom media white strip is
manually removed
Extra peoples time
and costs that the
Customer does not
pay for
Material
Movement
Only absolutely
necessary handling and
movement of materials
Non Value Added
Activity that the
customer does not
pay for.
Stacking and sorting bins,
trays and cards
Moving materials back and
forth between areas
Get media without white
strip
Re-assign person to Value
Added Activity which
increases immediatethroughput.
Record incidences and
follow procedures to
prevent recurrences
Design a SMED setup for
each changeover
Shadow boards and Kanban
bins close at hand
Organised work flow for
minimum movement and no
Work in Progress build up
7/31/2019 World Class Manufacturing Definitions
13/13
Understanding Elimination of Waste
Defects
Over
Processing
Inventory
Machine
Breakdowns
Identify and prevent the
problems before the
work is done
Extra activity to
make an inferior
product or tool
useable
High WIP hides
problems, which
come to light onlywhen its too late
High WIP causes
confusion and
wasted activity
High stock levels tie
up lots of money
We process the work
and then inspect the
results
Schedule preventive
maintenance and
available spares
Daily checks and
constant condition
monitoring by Operators
Correct tool and
product specifications
Backup tools
Lamination issues
Perforation in wrong placebut media printed anyway.
Kleenex voucher die cutting
due to incorrect sprocket
holes
Cell C vouchers that went
missing due to build up of
WIP. We did not know untilthree shifts later. After lots of
wasted activity it was still
never resolved satisfactorily.
Extra foils, resin and media
kept too long become
unusable but costs money
Low WIP highlights
problems nowLow WIP avoids clutter
in the workplace
Low stock levels mean
more cash flow
No preventative
maintenance plan
and waiting for
spares
Operator continues
running a machine inpoor condition
Cutting die on Lazarus was
blunt and no spare die
existed
Careful and detailed
communication with
suppliers.
Balance all work flows to
prevent WIP build up.Use disciplined Kanban
systems to control and limit
total stock levels
Train people to understand
specifications (including theWhy) and look for
problems proactively
The Supervisors and
Management must have
ownership of the activities of
the Technical Team
Operators trained to
perform start up checks andmonitor running condition