1. Past, Present and Future
AVCORP
AVCORP 11/02
Lean Support Group

2. Avcorp: Lean manufacturing past & present
Many Lean/ Continuous improvement false starts.
Lack of Management participation and buy in.
Ambiguous and vague Lean materials.
No clear defined direction or goals.
Present:
Dedicated Lean support for Lean activities.
Management accountability for process improvements.
Prescriptive and Avcorp specific Lean materials.
Establish 5S Assessment system plant wide,
in one year.
AVCORP
11/2002

3. Aerospace market demands
AVCORP 11/02
Lean Support Group

4. Aerospace market demands
Past
Present
Trend
AVCORP 11/02
Lean Support Group

5. 5S The Foundation for Everything
Upper
Mngmnt.
Upper
Mngmnt.
Monthly Report
Out
Feed Back
Lean
Management
LSG
Cell Mngmnt.Team
Shop floor
Lean Support Group
Shop floor/ Office Audited
Past improvement
process visibility
Prescribed improvement
process visibility
AVCORP
11/2002

6. 5S Program Consistent, Reliable, Expanding Lean organization
All operations linked and building
to customer requirements (Pull system)
Focus on consistently lowering lead times and queue times
(lowering min/max buffers as to reorder lead times)
Inventory reduced by Kanban implementation
Reliable Processes
(Kanban)
Standard Operations
(takt time)
Reliable equipment
(TPM)
KAIZEN WORKSHOPS
5S action items drive KAIZENS
5S Program
A process that identifies the need for Kaizens based on
unreliable equipment, unreliable operations and unreliable processes.
AVCORP
11/2002

7. AVCORP
11/2002

8. The Foundation for Everything5S
and
The Visual
Workplace
AVCORP
11/2002

9. 5S The Foundation for Everything
People practice the 5S’s in their personal lives
without even knowing it.
We sort, simplify, sweep, standardize and sustain on a daily basis at home. We would live in total chaos without even a little organization and orderliness.
Few factories are as standardized with the 5S routines as is the daily life of an orderly person. This is unfortunate since, in the daily work of a factory, just as in the daily life of a person, routines that maintain organization and orderliness are essential to a smooth and efficient flow of activities.
The 5S system sounds so simple that people often dismiss its importance, however the fact remains that a clean factory:
Has higher productivity.
Produces fewer defects.
Holds less inventory.
Meets deadlines better.
Is a much safer place to work.
AVCORP
11/2002

10. 5S The Foundation for Everything
Good housekeeping:
“Good factories develop beginning with the 5S’s;
bad factories fall apart beginning with the 5S’s.”
-Hirouki Hirano
The 5S’s
Seiri
Seiton
Seiso
Seiketsu
Shitsuke
Sort
Simplify
Sweep
Standardize
Sustain
Organize
Order
Clean
Standards
Discipline
The 5S’s are the foundation for any well run operation, especially for JIT or JIC (just in case).
Think of them as a set of principles rather than focusing on the exact meaning of the words.
The gold standard for 5S is that anyone should be able to find anything in their own workplace in less than 30 seconds and any where in the work area in less than 5 minutes, without asking anyone, opening a book or turning on a computer.
In case someone asks, there are no accents on particular syllables:
see-erie
sae-eton
see-eso
see-e-ket-sue
sheet-suk-ee
AVCORP
11/2002

11. A place for everything and everything in its place,
5S The Foundation for Everything
Underlying principle:
A place for everything and
everything in its place,
clean and ready for use.
How is the principle employed on a Fire truck? Why is it important?
Point of the Fire truck example: Working deliberately and efficiently, is a fundamental part of doing their job, the equipment they work with is systematically set up to support this.
Everything is set up visually so they know if equipment or gear is out of place.
Is it any less important in your own work area?
AVCORP
11/2002

12. Sort: Organization Separate the necessary from the unnecessary.
Begin a sort systematically; assess and address
every tool, all materials, equipment
and procedures.
Remove all items from the work area that are
not needed for current production or
clerical operations.
Respect peoples personal boundaries.
Tag unnecessary items and take them
to the quarantine area for auction
and disposition.
Unnecessary:
Unsafe
Defective
Unused
Duplicate
Necessary:
Used daily
Used periodically
Personal Items
AVCORP
11/2002

13. Sort: Quarantine area, Tagged Items and Auction
Quarantine area: A temporary holding area for tagged items,
usually out of the way of high traffic areas.
Tagged Items: Need evaluation for frequency of use. Gives you
a safety net between first questioning whether an item is
needed and actually getting rid of the item.
Emotional Items: Items we are attached to and don’t use. When
this item is set in Quarantine and watched for use for an agreed
upon amount of time, people tend to be ready to let it go when
that time is over.
Auction Criteria: Usefulness; Frequency of need; Quantity needed
A focal should touch and evaluate every item with the group.
Documentation: For Quarantined items and dispositions.
AVCORP
11/2002

14. Simplify: Order Simplify: Arrange needed items so that they are
easy to use and label them so that “anyone” can
find them and put them away.
Visual Aids: Are encouraged in order to aid
understanding and minimize complexity.
When something is out of place its obvious.
Shadow Boards
Labels (Return addresses)
Clearly marked places for items
that are movable.
Area Identification.
Lines on floor
AVCORP
11/2002

15. Criteria for Simplifying
One Step Rule:
Ideally nothing that is used daily, stored more than a step away.
This step is to improve and make the Job less frustrating.
45 Degree Rule:
Immediate work area layout that minimizes twisting especially applicable for bench work. Remember that if something weighs more than a few pounds, make sure it is beyond immediate reach so the lifter must reposition the body for lifting.
Strike Zone Rule:
Store things above the knees and below the chest. This will help to reduce the chance of back strain in.
Higher the Pounds --- Closer to Knuckles:
Locate heavy items to eliminate bending, stooping or unnecessary arm movements during lifting.
AVCORP
11/2002

16. Simplify: Visual Control Examples
Type
Examples
Identification Markers
Signboards, name labels, photos, or shapes of items.
Location Markers
Tape strips, color coding, numbering.
Quantity Markers
Signs indicating number (min/max), standard containers, number of spaces for items
indicators of normal operating values.
Standard Methods
Charts of standard cycle time and work sequence, standard procedures, flowcharts,
photos of operation.
Tags
Excess (red tag), broken items, tooling needing sharpening or repair, defectives.
Andon
Visual (lights, flags) and hearing (bells, buzzers) signals to draw immediate attention
or help.
Kanban
Card, empty container, or space signaling that production or movement is authorized.
Performance Display
Production schedule and quantity produced, quality, productivity cost, safety, or
improvement activities.
Defect Display
Tables or boards showing defective product, tooling, raw materials, or paperwork.
Personnel Board
Availability (in/out), assignment and location of dept. personnel, cross-training
status vs. plan.
AVCORP
11/2002

17. Standardized Visual Control Tape
AVCORP
11/2002

18. Sweep: Clean Visually and Physically
Establish Visual checks to maintain processes.
Identifying potential problems with a regular
physical and visual sweep.
Look for:
Unsafe conditions.
Broken or malfunctioning
equipment or fixtures.
Missing items and out of
place tools, parts, materials, etc.
AVCORP
11/2002

19. Standardize: Standards Develop standards and stick to them.
Use the agreed to standards from visual control activities.
(Simplifying common colors and labeling).
Document your sweeping process.
(Ensure sweeping activities are consistent shift to shift).
Get agreements before any change is Implemented.
Document changes and share information with others.
Standards that are created should be
continuously improved.
AVCORP
11/2002

20. Continuously follow through to ensure that backsliding does not occur.
Sustain: Discipline
Continuously follow through to ensure that
backsliding does not occur.
Look for ways to improve the process.
Regularly review the previous four S’s.
Lead by example.
Systematically review Kaizen Newspaper process improvements,
constraints and action items.
AVCORP
11/2002

21. Visual Control Targets
Show how to do the job (Standard Operations), PDS.
Show how things are used.
Show where things are stored.
Control inventory storage levels.
Show production status.
Indicate when people need help.
Identify hazardous areas.
Mistake proof the operation.
A 5S checklist- standard procedures, responsibilities,
resource literature, etc. (Kanban system for supplies).
AVCORP
11/2002