1、15SOFFICELocal Plant Safety Protocol25SOFFICEWHY ARE WE HERE?1.To learn how to identify and eliminate waste2.To improve our work environment -Safety -Quality -Efficiency 35SOFFICEWORKSHOP NORMS Mandatory attendance for 3 days.Be on time!Be an active participant.Turn off radios and pagers.Have fun!45
2、SOFFICE F e e d b a c kCommon Processes and SystemsLeverage Global ResourcesFast To Market,Targeted ProductsCompetitive Cost&QualityVehicleVehicleDevelopmentDevelopmentactoryactoryLevel theLevel theSystemSystemiming isiming isSacredSacredLean,Lean,FlexibleFlexibleOperationsOperationsWorldwideWorldwi
3、dePurchasingPurchasingProcessProcessDifferentiatedDifferentiatedBrands Brands Optimize GMOptimize GMStrongStrongDistributionDistributionChannelsChannelsShamreholderEnihtsuasGM-NAO Plan to WinWhy 5S?55SOFFICELean,Flexible OperationsCompetitive Manufacturing Planning GuideGMGM ConfidentialWhat is 5S?G
4、MUAWSortStraightenSweepStandardize SustainEliminateWaste OPERATIONAL DEFINITION No.21Workplace OrganizationOPERATIONAL DEFINITION No.22Visual and Audio ControlsCompetitive Manufacturing Planning GuideGMGM ConfidentialWorkplace Organization and Visual ControlsHow?675SOFFICETHE LEAN ORGANIZATION INCLU
5、DES:PLANTandOFFICE85SOFFICE 5S WORKSHOPPurpose:To teach people how to identify and eliminate waste.Process:3 full-day sessions?3 hours classroom?Remainder of time changing your work environment 95SOFFICE Day 1 6:30-6:40Opening Comments/Safety 6:40-8:15 Orientation 8:15-8:30Break 8:30-9:40Orientation
6、 (Contd.)9:40-10:00Proceed to Assigned Areas(3)10:00-11:00Sort(Red Tagging Process)11:00-11:45Lunch12:00-3:00Sort(Red Tagging Process-Contd.)3:15-4:00Plant Leadership Review Process Day 2 6:30-11:00Straighten&Sweep11:00-11:45Lunch12:00-3:00Standardize&Sustain Activity 3:15-4:00Plant Leadership Revie
7、w Process Day 3 6:30-11:00Standardize&Sustain Activity11:00-11:45Lunch12:00-1:00Plant Leadership Review Process 1:00-1:30Open Items Review 1:30-2:30Continuous Improvement Wall 2:30-4:00Wrap-up(Entire Group)5-S AGENDA 105SOFFICE5S-PAST EXPERIENCE TLO Office,1992 Why Office?1.Improves our Understandin
8、g2.$avings -Floor Space-35%Reduction -Efficiency-50%Improvement -Supplies-44%$Reduction Identified by Toyota as Competitive Advantage Teaching Experience115SOFFICEEXECUTIVE FEEDBACK Outstanding!We will implement lean office at NUMMI!G.Convis,Vice President,Manufacturing&Engineering Outstanding!Would
9、 you teach our Japanese coordinators from NUMMI?I.Itoh,CEO and Pres.,NUMMI Excellent!NUMMI can learn much from the TLO.I have been in plants all over the U.S.This is the best application of the TPS I have seen.I will take what I have learned and teach Toyota when I return to Japan.O.Kimura,CEO and P
10、resident,NUMMI utstanding!The 5S process is the foundation of the Toyota Production System.?A.Toyoda,V.P.Production Control and Quality Assurance,NUMMI125SOFFICE5S TEACHINGS,1995-97NUMMI21NAOWarren 6Metal Fab Division(MFD)5Truck Group 3Delphi 3Small Car Group 2Service Parts Org.(SPO)2Other 4TOTAL461
11、35SOFFICE5S TEACHINGS,1998(through December 23,1998)NUMMI46NAO/Warren MI 5Metal Fab Division(MFD)3Powertrain 3Delphi 2Flint Components 1Small Car Group 1TOTAL61145SOFFICENUMMI COIL YARD IMPROVEMENTS DUE TO 5S 60%Floorspace Reduction 80%Inventory Reduction(227-70 Coils)$2.25 Million Inventory Savings
12、$500,000 Crane Avoidance Improved Visual Controls155SOFFICEDO MORE WITH LESS?Reducing Salaried Staffing does NOT result in increased productivity.Reducing WASTE leads to increasedproductivity!165SOFFICEOBJECTIVEEliminate Waste Costs=Profits175SOFFICEWASTE185SOFFICEIDENTIFICATION&ELIMINATION OF WASTE
13、 Difficult to recognize waste.Need to make obvious to everybody what waste is.Waste must always appear distinctly and clearly.This is the first step towards attaining improvementin efficiency.Must re-examine the way we think about waste.(Observations made by Ohno)SHIFT MINDSETCURRENTTHINKINGREQUIRED
14、 THINKING WASTE NOT DEFINED REACT TO LARGE EXAMPLES REACTIVE IMPROVEMENT WASTE IS TANGIBLE IDENTIFY MANY SMALL OPPORTUNITIES -LEADS TO LARGE OVERALL CHANGE CONTINUOUS IMPROVEMENTCOMMWIPWASTETYPES OFWASTECOMMWIP SHIFT MINDSETCURRENTTHINKINGREQUIRED THINKING WASTE NOT DEFINED REACT TO LARGE EXAMPLES R
15、EACTIVE IMPROVEMENT WASTE IS TANGIBLE IDENTIFY MANY SMALL OPPORTUNITIES -LEADS TO LARGE OVERALL CHANGE CONTINUOUS IMPROVEMENTCOMMWIPWASTETYPES OFWASTEOver-ProductionProcessing MaterialMovement WaitingInventoryCorrectionMotion215SOFFICEEFFECTS OF WASTE ON PEOPLECauses physical fatigueCauses emotional
16、 fatigueIncreases frustrationsIncreases stressCauses you to blame others Steals your time225SOFFICEEXERCISE TO IDENTIFY WASTE1.Break into teams.2.Choose a team recorder and presenter.3.For the next 15 minutes,review the definition of the type of waste.List what this type of waste would look like if
17、you saw it in your plant/work area.4.What causes this type of waste?5.Share your findings with the whole group using the overhead provided(3 minutes).235SOFFICEWASTE OF PROCESSINGWhat does it look likeWhat causes this type of wasteDefinitionDoing something the customer does not perceive as adding an
18、y value.For example,a guide pin in a jig does not function properly and the operator has to do something xtra?by holding the jig with his left hand.u Engineering changes without process changesu Lack of customer input concerning requirements u Decision making at inappropriate levelsu Ineffective pol
19、icies and proceduresu Poor job at getting build info to operatorsu Lack of posted boundary samplesu Unclear customer specificationsu Excessive processing of information by operatorsu Complex processing of productu Extra copies/excessive informationu Redundant approvalsu Operator doing unnecessary op
20、eration or repair245SOFFICEWASTE OF CORRECTIONDoing something over is waste.It will require additional motion,additional processing and waiting.It uses more inventory and drives up cost.What does it look likeWhat causes this type of wasteDefinition255SOFFICEWASTE OF OVERPRODUCTIONWhat does it look l
21、ikeWhat causes this type of wasteDefinitionGenerating excess parts,information,etc.too soon or too fast in a processis waste.Waste of overproduction causes other forms of waste.For example,excess parts require stacking,storing,etc.265SOFFICEWASTE OF MOTIONWhat does it look likeWhat causes this type
22、of wasteDefinitionUnnecessary work movements are a form of waste.Searching for misplaceditems is waste of motion.In the ideal state,all motion or movement should add value to what you are producing for your customer.275SOFFICEWASTE OF MATERIAL MOVEMENTTransporting,storing or rearranging items(parts,
23、equipment,people,etc.)unnecessarily is waste.To eliminate waste of material movement:(1)make the distance as short as possible,and(2)eliminate the temporary location of items.What does it look likeWhat causes this type of wasteDefinition285SOFFICEWASTE OF WAITINGWhat does it look likeWhat causes thi
24、s type of wasteDefinitionWaiting while equipment is automatically processing,or watching a machine while it operates is waste.Waiting for people,information or or meetings to start on time is waste.295SOFFICEWASTE OF INVENTORYWhat does it look likeWhat causes this type of wasteDefinitionToo much of
25、anything is waste.It takes up space,can lead to obsolescence,impacts safety,causes waste of motion and waste of material movement.It may come from purchasing excessive quantity of materials,equipment ortools.305SOFFICE Break315SOFFICE THE 5 S PROCESS 325SOFFICETHE 5 SsClear by red tagging Get Organi
26、zed StraightenSweepStandardizeSustain Discipline EliminateWasteO.D.References 19,21,22&24SortClean EstablishStandards335SOFFICE DISCIPLINE IN PROCESS Process requires ongoing inspection and enforcement to ensure Standardized Work is being followed.Process does not improve automatically-Following sta
27、ndards will only maintain,not improve,process.-Improvement focuses on entire process.StabilizeIdentifyWasteImproveProblemSolveStandardsEnforceInspectStandardize345SOFFICE BENCHMARKING 355SOFFICETLO OFFICESEE NOTES PAGE365SOFFICETLO LOCATOR BOARDSEE NOTES PAGE375SOFFICETLO SUPPLY CABINETSEE NOTES PAG
28、E385SOFFICETLO PULL CARD INSTRUCTIONS AND TPM CARDSEE NOTES PAGE395SOFFICETLO DESKSEE NOTES PAGE405SOFFICETLO PRINTERSEE NOTES PAGE415SOFFICETLO TOOL TABLESEE NOTES PAGE425SOFFICELORDSTOWN STAMPING BEFORESee notes page435SOFFICELORDSTOWN STAMPING AFTERSee Notes Page445SOFFICEPARMA STAMPING BEFORESee
29、 Notes Page455SOFFICEPARMA STAMPING AFTERSee Notes Page465SOFFICELANSING POWERTRAINSee Notes Page475SOFFICELANSING POWERTRAINSee Notes Page485SOFFICENUMMI TRUCK FRAMESee Notes Page495SOFFICE TIMETO GO TOWORK 505SOFFICEDevelop Red Tag StandardsAssign Maintenance&Inspection ResponsibilitySummary/Wrap-
30、upREDTAGRed Tagging ProcessBuy-in/Improvement ReviewStraighten&Sweep(Waste EliminationBuy-in/Improvement ReviewStandardize&Make VisualBuy-in/Improvement ReviewAssign Remaining Open ItemsCreate Continuous Improvement Wall5S PROCESS FLOWCLEARINGStandardizeStandardizedSustainSweepStraightenSort515SOFFI
31、CEDEFINE PURPOSE Discuss:hat is the PURPOSE of the area we will 5 S?Sort(Red Tag)Standard-Is an item in this location necessary to fulfill this purpose?Are there items necessary to fulfill this purpose which are NOT currently here?525SOFFICEPURPOSE EXAMPLE The purpose of the meeting room in stamping
32、 is to provide a facility and necessary equipment and tools to conduct:-A daily production meeting for 8 to 16 people.-A monthly department manager meeting for up to 80 people.535SOFFICE SORTING:THE RED-TAGGING PROCESS Go to assigned area-assign keeper of Master Lists.Photograph area completely.Mark
33、 photos efore?and date them.Discuss each item and decide whether the item should be ed-tagged.Use 50%rule-be red tag demons!Before any item is disassembled,manager mustapprove.Take red-tagged items to marshalling area.Manager has final approval on all actions.Document changes on form provided.545SOF
34、FICESORTING-CLEARING UP What Will Be ed Tagged?Stock-Raw materials,parts,assemblies,etc.Machinery-Trucks,presses,drills,hoists,etc.Tools&Equipment-Motors,wrenches,pumps,phones,etc.Facilities-Work tables,chairs,desks,etc.Documents-Files,notices,awards,memos,folders,etc.Stationary-Pencils,staplers,era
35、sers,paper,white out,etc.Fittings-Nuts,bolts,wire,hooks,etc.Locations-Rooms,bays,floors,shelves,etc.Others-Catalogs,radios,magazines,books,etc.ed Tag Anything But People 555SOFFICEMASTER LIST FOR SORTING_Item Reason Date to Act 565SOFFICE Teams review red-tagged items in assigned areas with other te
36、ams.-Get buy-in for items red-tagged.-Are there any items which should have been red tagged that werent?SORTING(RED-TAGGING)BUY-IN AND IMPROVEMENT575SOFFICE Day 1 Leadership ReviewItems to Discuss Introduce all team members Identify 5S boundaries Review purpose of the area Review red-tagged items585
37、SOFFICEDAY 2595SOFFICE Name the 7 types of waste Give examples of 7 types of waste What is 5S?REVIEW605SOFFICEDevelop Red Tag StandardsAssign Maintenance&Inspection ResponsibilitySummary/Wrap-upREDTAGRed Tagging ProcessBuy-in/Improvement ReviewStraighten&Sweep(Waste EliminationBuy-in/Improvement Rev
38、iewStandardize&Make VisualBuy-in/Improvement ReviewAssign Remaining Open ItemsCreate Continuous Improvement Wall5S PROCESS FLOWORGANIZINGStandardizeStandardizedSustainSweepStraightenSort615SOFFICEWhy do we straighten?Why do we sweep?-Boosts morale by improving the work environment.STRAIGHTEN AND SWE
39、EP-Easy to see,easy to get,easy to return.-Enables sharing of tools and supplies.-Identifies excess inventory.-Improves safety.-Cleaning is inspecting.625SOFFICE STRAIGHTEN AND SWEEPVisually inspect entire area,and ask:-Why are items located where they are?-Where should each item be?-Are tools and e
40、quipment easy to see,easy to get,easy to replace?-Is there closed storage where open would be appropriate?Organize/clean as you go.Frequently-used items should be easier to get.Arrange items for orderly appearance.635SOFFICEParts StorageA123Tool Storagehy is itall messed up?ACCIDENTS TEND TO HAPPEN
41、LESS WHEN THE WORKPLACE IS CLEAN AND WELL ORGANIZEDSAFETYTool Box645SOFFICE OFFICE GUIDELINESConference Rooms:1.Furniture and materials sufficient for meeting need.Supply:1.Find something in 30 seconds.2.3-day supply of consumable items.Wall area:1.Must provide recognition of peoples ideas.2.Continu
42、ous improvements will be shown in organized fashion,identifying waste and 17 initiatives;3.Visual display on continuous improvement and learning.Locator/Mail Area:1.Must be visual(see within 2 seconds if there is mail).Library:1.User can find information without asking for directions.655SOFFICENUMMI
43、 STAMPING GUIDELINESSupplies:1.Find item within 30 seconds2.Central supply for common use items3.Central supply for common use information and announcements4.Open storage for common use tools and itemsDesk Tops:1.Standardized desk top management:stapler,rolodex,calendar,G/L bump cap and in-trayWalls
44、1.Recognition of team members2.Section Goals and Objectives3.Feedback/Monthly Progress4.Clear view out of windows:No Obstructions 665SOFFICE Teams review areas with other teams:-Is the area organized to eliminate waste?-Can improvements be identified?STRAIGHTEN AND SWEEP BUY-IN AND IMPROVEMENT675SOF
45、FICE Day 2 Leadership ReviewItems to Discuss Any additional items added to the red tag area Key items straightened(organized)Key items/areas swept(cleaned)685SOFFICEDevelop Red Tag StandardsAssign Maintenance&Inspection ResponsibilitySummary/Wrap-upREDTAGRed Tagging ProcessBuy-in/Improvement ReviewS
46、traighten&Sweep(Waste EliminationBuy-in/Improvement ReviewStandardize&Make VisualBuy-in/Improvement ReviewAssign Remaining Open ItemsCreate Continuous Improvement Wall5S PROCESS FLOWStandardize(StandardizedSustainSweepStraightenSortAssign Maintenance&Inspection Responsibility695SOFFICE STANDARDIZE A
47、ND MAKE VISUAL Why do we make visual?-Promotes adherence to standards.-Abnormalities become obvious.-Everybody can be inspectors!Why do we standardize?-Defines a place for everything.-Establishes a baseline.-Essential for continuous improvement.705SOFFICE Make placement of equipment and tools visual
48、-Labels-Yellow tape on floor for items that move-Green tape on walls,desks,tables-Storage areas marked-Supply shelves labeled Pink signs for instructions Green signs for locations Pull cards for supplies-Reorder Process?-Reorder Point?STANDARDIZE AND MAKE VISUAL715SOFFICE STANDARDS FOR SIGNS AND LAB
49、ELS GM TECHNICAL LIAISON OFFICEColor SchemeDescriptionBlack on Bright GreenBlack on WhiteRed on WhiteBlack on Yellow/GoldRed on BlueBlack on Fluorescent PinkLocations(rooms,directions,area identification,etc.)Temporary Personnel(name tags,locator board,STA center,etc.)Wall Postings(TPM,Standardized
50、Work and other miscellaneous posted information.)Informational(Storage locations,other miscellaneous information,etc.)TLO Personnel(name tags,locator board,etc.)Safety Items(first aid kit,etc.)Instructional(5S checklist,recycling reminder,etc.)725SOFFICEOFFICE STANDARDSGM TECHNICAL LIAISON OFFICEInd
