MSE507 Lean Manufacturing

MSE507 Lean Manufacturing
CSUN - Spring 2003 MSE608B Team 1 - Hiring Process MSE507 Lean Manufacturing 5S and the Visual Workplace "What I've learned…I've learned that just when I get my room the way I like it, Mom makes me clean it up.“ Child Age 13

Objectives Learn why Environment, Health, and Safety (EHS) should be an integral part of 6S implementation Learn how to identify EHS issues during the Sort process – the first pillar of 6S Learn how to incorporate EHS into 6S inspections and audits of the Shine and Sustain pillars Understand impact of 6S on Customer value Throughput Efficiency INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

What is 6S? 6S is a series of techniques that provide the foundation for a visual management system. 6S INSTRUCTOR NOTES: Some say that the first thing you should do is to 6S your entire factory. Others argue that 6S should be implemented along with other lean improvements. Keep in mind, that 6S is not a goal in itself. It is a tool that sets up a visual management system. What does your facility need? Do you need to remove the junk to see the floor? Maybe you need to 6S first. Is your facility clean, but confusing? Perhaps you need to focus on value streams and 6S as you go. OBJECTIVE: TRANSITION:

Pyramid for success

Relationship of the 6S pillars

What is 6S? Underlying principle
A place for everything, and everything in its place, clean and ready for use. Mistakes can be costly. How is this principle employed here? Why is it important? Hint: Every second costs us money! INSTRUCTOR NOTES: 6S is about making peoples jobs easier by organizing the workplace, keeping it clean, maintaining standard conditions, and instilling the discipline for all employees to maintain a world class environment. OBJECTIVE: TRANSITION:

What is 6S? 6S is modeled after the 5S process improvement system designed to reduce waste and optimize productivity in the workplace by: Creating and maintaining organization and orderliness Using visual cues to achieve more consistent operational results Reducing defects and making accidents less likely 6S uses the five pillars of 5S and an added pillar for Safety

Why do 6S? Benefits Increased customer satisfaction
Improved on time performance Reduced cost Improved morale Improved safety Improved quality INSTRUCTOR NOTES: Drain the swamp so you can kill the alligators. Solicit ideas on how 6S can produce these benefits. Increased Customer Satisfaction A clean, organised environment gives customers confidence Improved On Time Performance Visual management is key to gaining stability in a factory Reduced Cost Waste is eliminated Improved Morale People spend a lot of time in their work environment Improved Safety The environment is clean and organized Improved Quality Process are defined and repeatable OBJECTIVE: TRANSISTION:

More on 6S Based upon the five pillars (5S) of the visual workplace in the Toyota Production System “Cleans up” and organizes the workplace basically in its existing configuration Typically the starting point for shop-floor transformation Provides a methodology for organizing, cleaning, developing, and sustaining a productive work environment Encourages workers to improve the physical setting of their work and teaches them to reduce waste, unplanned downtime, and in-process inventory

Why is this important? Our Customers think it is important!
(Insert your internal / external customer) If we are serious about implementing Lean, then we start with 6S and end with 6S Safer environment Ease of doing your job 6S is not a program – it’s a culture Needs to be a daily routine

Where does 6S apply? 6S involves everybody Factory Office
INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Who does 6S? TOP-DOWN Leadership BOTTOM UP Implementation
Lead by example Leadership must be active in the culture change BOTTOM UP Implementation Everyone has to be involved It’s not a program - it’s a way of life INSTRUCTOR NOTES: There are people that don’t mind working in a cluttered environment or in a disorganized layout They consider the constant searching to be part of their jobs. Those who are good at finding the missing items are highly valued This is not a desirable condition! OBJECTIVE: TRANSITION:

When to do 6S? As a company-wide 6S culture
High visibility Quick progress Caution - can become its own goal Value stream by value stream Integrated into the conversion to lean Tied to providing value and eliminating waste Caution - some are doing it, some aren’t INSTRUCTOR NOTES: CAN 6S BE IMPLEMENTED ON A ONE SHOT BASIS? Not implemented, but it can be kick-started. OBJECTIVE: TRANSITION:

6S: The foundation for improvement What are the 6Ss?
Sort (Get rid of it): Separate what is needed in the work area from what is not; eliminate the latter Set in order (Organize): Organize what remains Shine (Clean and Solve): Clean and inspect Safety (Respect workplace and employees): Create a safe place to work Standardize (Make consistent): Standardize the cleaning, inspection, and safety practices Sustain (Keep it up): Make 6S a way of life

Why should EHS be an integral part of 6S?
Expanding the scope of 6S to include EHS concerns can help our company to: Reduce the chance paint, solvent, or other chemicals expire before they can be used Make defects less likely, so less energy and materials are wasted Avoid productivity losses from injuries and occupational health hazards by providing clean and accident-free work areas Meet or exceed your company’s environmental performance and waste reduction goals

Pillar 1: Sort (Get rid of it)
Focuses on eliminating unnecessary items from the workplace that are not needed for current production operations Uses visual methods such as red-tagging to identify these unneeded items Involves evaluating the necessity of each item in a work area and dealing with it appropriately Can help reclaim valuable floor space and eliminate broken tools, scrap, and excess raw material

Sort Red tag programme Separate the necessary from the unnecessary.
Unnecessary tools, equipment, and procedures need to be removed from the workplace. Remove the clutter so you can see what is happening Red tag all unnecessary items Create a temporary red tag holding area Move red tagged items to the holding area for one week Dispose of remaining red tagged items Continue red tagging regularly INSTRUCTOR NOTES: Suggestions for Red Tags Category Item Name Quantity Reasons Value Date OBJECTIVE: TRANSITION:

Sort – three main factors Criteria
Usefulness Required Helpful In the way Frequency of Use Daily Weekly Monthly Rarely Cost Resources required to replace Resources required to store INSTRUCTOR NOTES: OBJECTIVE: TRANSITION: CATEGORY ACTION (Review in Red Tagging Process) Cannot or unlikely to be used (DISCARD) Rarely Remove from cell and store in remote location Occasionally Store in cell out of the way Often Store near the process

RED TAG FORM

Sort Making decisions Each person determines what is necessary for his/her own work area The group decides what is necessary for group areas Necessary Unnecessary Used for daily work Unsafe Used periodically Defective Used by someone in group Obsolete (outdated) Required by law or regulation Unused Extra (duplicate) INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Sort Opportunities in the factory
Raw material In process items Completed items Tools Machines Space INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Before INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

After INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Key 6S Inspection and Audit Questions for Eliminating Environmental Waste and Risk
Sort (Get rid of it) Are potentially risky items and environmental wastes yellow-tagged? Are all red-tagged items being disposed of properly, including those that must be managed as hazardous or universal wastes?

Incorporating EHS into 6S Use yellow-tagging to identify EHS issues during the Sort process
The objective of the Sort pillar is to identify items that are not needed in the work area and get rid of them This is done through a process called red-tagging A yellow-tag strategy can be used at the same time red-tagging takes place to identify any EHS issues

What is yellow tagging? Yellow-tagging is a simple strategy used to:
Identify environmental wastes and items that may be harmful to human health or the environment in the work area Evaluate the need for these items Evaluate potential alternatives for these items Address them appropriately This is a supplement to red-tagging key differences include the scope of projects, criteria used, and options for disposal or reuse

Four steps of yellow tagging
Identify yellow-tag targets and criteria Make and attach yellow tags Evaluate and take care of yellow-tagged items Document and share the results

Step 1: Identify yellow tag targets
Two types of targets should be identified: The physical areas where tagging will take place The specific types of items that will be evaluated Potential items to consider yellow-tagging include: EHS hazards in the workplace Chemicals and other hazardous materials Environmental wastes Yellow tags can serve as warning tags that alert workers about existing or potential hazards in the work area or that identify potential areas to target for improvement in the future. For example, a yellow tag on a chemical could cause you to ask whether a less toxic material could be used for the same purpose. Similarly, a yellow tag on an item in a red-tag holding area could indicate that the item needs to be treated differently for disposal or reuse because of its risk.

…and Criteria After choosing targets, criteria for evaluating yellow-tagged items needs to be agreed upon. This could include: The risk of an item The availability of alternatives Opportunities for improved environmental performance

Step 2: Make and Attach Yellow Tags
Can be as simple as yellow sticky notes stating the reason for the yellow tag Can contain standard data that your company uses for tracking materials Key is to include data that will allow your company to evaluate performance improvements from 6S and support your company’s overall materials tracking system

An Example of a Yellow Tag
Unless there is an immediate danger to people’s safety, time should not be spent at this stage correcting issues or evaluating what to do with items. It is best to attach yellow tags to items during a short, focused event highlighting potential EHS opportunities.

Step 3: Evaluate and Address Yellow-Tagged Items
If you find an EHS issue during yellow-tagging, ask “why” five times to identify the root cause of it Then ask “how” to address the root cause If an item is both unnecessary (red-tagged) and hazardous (yellow-tagged), follow appropriate procedures for disposal of hazardous wastes If items are yellow tagged but not a red tagged (i.e. necessary but hazardous), find out if you can avoid using those materials or if there is a less toxic alternative Examples of EHS issues include compliance violations and excess environmental waste.

Step 4: Document and Share the Results
Document necessary information from the yellow-tagging process in a log book or other system Track the improvements and savings that have resulted from yellow-tagging Share your results with others to show what you have achieved and to generate ideas for future improvements Ideally you will track data from red-tagging and yellow-tagging as part of the same system. You can use an already existing system at your company, or devise a new one.

Pillar 2: Set in Order (Organize)
Focus on creating efficient and effective storage methods Arrange items so that they are easy to use Label items so that they are easy to find and put away Can only be implemented once the first pillar, Sort, has cleared the work area of unneeded items Strategies include: Affixing labels and placards to designate proper storage locations Outlining work areas and locations Installing modular shelving and cabinets

Set in order Organise: able to find things in 30 seconds or less
A place for everything and everything in it´s place Mark the place for each item Most important is the transparency INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Set in order Put everything in its place
INSTRUCTOR NOTES: OBJECTIVE: TRANSITION: Raw Material presentation on workbench using low-cost PVC pipes (OECO Meters Cell, Milwaukie, OR)

Set in order Simplify Put everything in its place Use visual aids
Frequency of use Economy of Motion Use visual aids Shadow boards Standard work Labels (return addresses) Clearly marked places for items that are movable Colors, shapes Keep it that way INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Set in order Shadow boards
A place for everything and in its place. INSTRUCTOR NOTES: OBJECTIVE: TRANSITION: Tool presentation on workbench using shadow boards (OECO 787 Motor Controllers & Probes Cell)

Two Work Stations sharing one Shadow Board
Lazy Susan for hand tools

Set in order Value of space and motion
Work Area Distance The value of space drops in direct proportion to the distance from the work place. INSTRUCTOR NOTES: OBJECTIVE: TRANSITION: Only store what you immediately need within the work place.

Set in order Economy of motion
Tools Material supply INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Set in order Standard work

Set in order Colors and shapes
Bad Good   INSTRUCTOR NOTES: OBJECTIVE: TRANSITION: Notes required to be added by authors

Set in order Keep it that way
Identify potential problems with a regular physical and visual sweep. Look for: Unrealistic conditions or expectations Program errors, broken or malfunctioning equipment or fixtures Missing information and out of location files, references, material, supplies etc INSTRUCTOR NOTES: If you pay attention to it, they will pay attention to it. OBJECTIVE: TRANSITION:

Incorporating EHS into 6S Expand 6S Inspections of the Set in Order Pillar to Include EHS
Set in Order (Organize) Are material containers clean, stored off the floor, closed, properly stacked, and stored/staged in the proper areas? Are all containers with chemicals or wastes covered or sealed when not in use? Are all containers with materials, chemicals, and/or wastes properly labeled? Are initial accumulation points for hazardous waste clean and organized, and do they have effective visual controls?

Shadow hand tools Here’s an example of a shadow box, plus fasteners. This provides all the tools necessary to do a specific job. At the end of the shift, all the tools should be returned to their proper cut out in the foam. It provides a quick, visual check to ensure tools haven’t been left on the plane or in another area. It’s most effective if there is a person assigned responsibility for the shadow box – a tool tag can be placed in the spot where the tool resides and retrieved when said tool is returned.

Organizing bookcase ? This is an example of storage for multiple kits. Each of the blue boxes is a kit that’s been staged for that plane’s requirements. Notice the striping on the outside of the kits – this let’s everyone know the proper order of the kits on the shelf. Empty kits are placed on top so they fan be replenished for the next plane’s requirements.

Point of use consumables
Heavy wire spools placed underneath a workbench fed to the surface of workbench (OECO Probes Cell) A useful technique is to find a way to bring all necessary consumables to the work area, keeping motion transport and lifting to a minimum

Color-coded fasteners
Here’s a sample of a kit where the fasteners are color-coded. Notice the roadmap in the lid of the kit – it’s kind of like a Whitman Sample box of chocolates – you can tell what’s where by looking at it. Notice, too, each of the compartments are also labeled, just in case there’s any doubt.

Shadow tool kit for assembly
Here’s another type of tool kit. Each of the tools has been given a place in the stryofoam. That serves a couple of purposes: it provides all the tools necessary to complete the task and it also lets the mechanic know if a tool’s been left in the unit – non-consumables all belong back in the kit. Conversely, if there’s something left in the kit, that means it was omitted on the assembly – also not a good thing! When building kits, keep in mind the tools and parts are to be presented to the mechanic in the same orientation they’ll be installed. Having to rotate a part or tool for installation is non-value added.

Pillar 3: Shine (Clean and solve)
Focuses on thoroughly cleaning the work area Daily follow-up cleaning is necessary to sustain improvements Enables workers to notice malfunctions in equipment such as leaks, vibrations, breakages, and misalignments that could lead to loss of production It is a good idea to establish Shine targets, assignments, methods, and tools before beginning the Shine pillar

Incorporating EHS into 6S Expand 6S Inspections of the Shine Pillar to Include EHS Issues
Shine activities include daily cleaning and inspection by workers in their work area Involve EHS personnel in developing specific inspection checklist items for each work area Questions should integrate EHS management procedures and waste identification opportunities into daily inspections Are any leaks evident from equipment, piping, or other areas in the workplace? Is air quality in the work area good, free of dust, odors, and fumes? Are ventilation systems clean and unobstructed? Are all drains in good condition, free flowing, unobstructed and properly labeled? Are garbage and recyclables collected and sorted correctly? Are recycling containers and bins free from extraneous materials? Remember, what gets measured gets managed. For companies implementing an environmental management system (such as an ISO type EMS), 6S inspections and audits create valuable opportunities to regularly ensure that EHS procedures are followed on the shop floor.

Shine Start with general cleaning of the work environment
Then look at the details and identify machine defects Know your work area and machines so that you are able to smell, see, feel or hear abnormalities INSTRUCTOR NOTES: Early detection is easier in a clean environment Look, Listen, Smell, Touch Two phases of shine process Initial campaign Daily maintenance OBJECTIVE: TRANSITION:

Shine Process Determine shine targets and assignments
Product, equipment, space (work area) Prepare for the shining process Specify supplies and equipment Store cleaning tools where they are: Easy to find Easy to return Establish a cleanliness standard The cleanliness acceptance criteria must be understood 5 minutes of shine time should be adequate for most areas INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Safety in the workplace
Design safety into the workplace This was a manufacturing worktable - an accident waiting to happen. The clutter consisted of tooling, air hose, signage, rags, containers, and plain out junk. As you can see, there was little of what they actually needed - workspace. With 6S there is a place for everything, everything is in its place 1 step rule - Ideally nothing stored more than one step away. Eliminate unnecessary pushing, pulling and lifting 45 degree rule - narrow the twisting, especially in confined areas Strike zone rule - Have only what you need around you, preferably between wrist and elbow height Eliminate error-prone environments Design safety into the workplace

Real and perceived quality
This was a valve testing area in our Houston operation. Testing is a critical operation because it is where final acceptability of product is determined It is also one of the areas where customers frequently visit and audit When developing the charter for this Kaizen event cell members used the word “disaster” to describe the condition of this area Unnecessary test fixtures were removed from the work area. Necessary test fixtures are organized for quick changeover The test stands are now fully contained to eliminate spilling fluids on the floor (which had historically been an ongoing problem) Everything is where it needs to be when it is needed Other improvements were implemented to reduce setup time

Pillar 4: Safety (Respect workplace and employee)
Focuses on eliminating hazards and creating a safe environment to work Once the workplace has been organized and cleaned, potential dangers become easier to recognize A separate “safety sweep” should be performed to identify, label, and deal with hazards Safety measures can also be implemented in conjunction with strategies in the other five pillars

Example 6S Audit Checklist with EHS Items

Incorporating EHS into 6S Identify Additional Ways to Implement EHS within 6S
There are many small things you can do to incorporate EHS in the 6S process. Here are just a few example: Use low-toxic paint in white or a light color - this can help save lighting and energy costs Use different colored containers for hazardous waste, recycling, and other non-hazardous wastes Mark aerosol cans with colored dots to indicate where to dispose them Use environmentally friendly cleaning supplies

Safety (Respect workplace and employee) Are employees using the proper protective equipment when handling chemicals and hazardous waste? Are lockout and emergency procedures posted and easily accessible?

Review questions How well do 6S inspections and audits assess EHS activities and performance in your plant? What approach might be most appropriate for incorporating EHS considerations into 6S assessment tools in your plant?

Reflections on Integrating EHS and 6S
The 6S pillars work together to increase productivity, reduce defects, make accidents less likely, save time, and reduce costs When expanded to include EHS issues, they can help reduce hazards and improve environmental performance By explicitly incorporating EHS issues into all six pillars during 6S inspections, you can eliminate more waste and risk at your company creating a safer and more efficient workplace What did you learn from this training module that was particularly useful? Do you need any more information to understand how to incorporate EHS into 6S? Would any other tools be helpful?

Ask “Why” Five Times Why are we using so much water? The parts need to be cleaned before painting. Why do the parts need to be cleaned? The parts fail quality checks if they aren’t cleaned before being painted. Why do the parts fail quality checks? The paint doesn’t adhere when part surfaces are not prepared properly. Why do the surfaces of the part need to be prepared? The surfaces get contaminated with oils used in the previous process. Why are oils used in the previous process? The oils are used to prevent corrosion during storage. Based on an example from Robert B. Pojasek, “Asking ‘Why’ Five Times,” Environmental Quality Management (Autumn 2000): 83.

Pillar 5: Standardize (Make consistent)
Used to maintain the first three pillars Focuses on creating a consistent approach with which tasks and procedures are performed The first step is to assign 6S job responsibilities and integrate 6S duties into regular work duties using tools such as: job cycle charts visual cues (e.g., signs, placards, display scoreboards) checklists The next step is to prevent: accumulation of unneeded items procedures from breaking down equipment and materials from getting dirty

Standardize (Make consistent) Are standard work procedures documented and available for the area? Are EHS management activities and procedures relevant to the work area integrated into standard work?

Standardize Define the work environment
Standard work Cell layout Cell BOM Cleaning checklist Define the “better way” for each task to be performed Assembly Work combination sheet Work balance sheet Make it visual Communicate INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Standardize Communicate
Every territory should have a communication board 6S vision 6S campaign material 6S targets Area layout Team Before & after photos Current status Red tag status Improvement ideas Results 5 S Information Board INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Standardize Communicate
A person should be able to walk into your area and within 5 minutes without the need for a presentation be able to determine What the process is Who the customers and suppliers are What the deliverables are Where and what resources are being used in the process What measurements are being taken INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

6S Procedures Duties and responsibilities for: Area focal
Area supervisor / manager Leadership team

Level 4 Red Book Capture standards in your Red Book

Pillar 6: Sustain (Self-discipline)
To sustain means 6S becomes part of the culture of the entire organisation Constantly look for ways to improve the process Regularly review the current status Set a good example INSTRUCTOR NOTES: OBJECTIVE: TRANSITION: Courtesy of Boeing Wichita

Incorporating EHS into 6S Expand 6S Audits Performed as Part of the Sustain Pillar to Include EHS Issues Sustain activities include weekly or other periodic audits to assess progress with 6S implementation Involve EHS personnel in creating plant-wide inspection and audit questions and checklists Questions should ensure that environmental wastes and risk are routinely identified, properly managed, and eliminated where possible Questions can also be used to train 6S inspectors and auditors, or to provide background for a broader rating category Questions can be adapted to work in a variety of 6S implementation assessment tools, particularly where a common system is used to assess 6S implementation across many work areas. If your company uses a simplified rating system to assess 6S implementation progress, such as a 0-5 rating for each 6S pillar, use these questions to train inspectors or provide background. Some organizations have developed detailed audit checklists that include, or focus exclusively on, environmental and safety issues. Click the green button to see an example of an audit checklist designed for safety

Sustain (Keep it up) Are standard work procedures being followed? Are workers in the area aware of chemical hazards associated with standard work tasks?

Sustain Role of management
Set THE example Provide training Allow time Provide resources - tools, materials, people, time Acknowledge and support efforts Encourage creative involvement by everyone Tangible and intangible rewards Promoting ongoing efforts INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Sustain Role of the individual
Learn 6S Educate co-workers Show enthusiasm Take the initiative Ask for support or resources Participate in 6S implementation Bring ideas to promote or implement 6S INSTRUCTOR NOTES: OBJECTIVE: TRANSITION:

Factory 6S level of excellence

Follow-up example (audit)

5 levels of excellence Sort Set in Order Sweeping Safety Standardise
Sustain Level 5 Focus on prevention Employees are Continually seeking Improvement Opportunities. A dependable, documented method has been developed to provide continual evaluation, and a process is in place to implement improvements. Area employees have devised a dependable, documented method of preventive cleaning and maintenance. Everyone is continually seeking the elimination of waste with changes documented and information shared. There is a general appearance of a confident understanding of, and adherence to the 6S principles. Level 4 consistency Red Book A dependable, documented method has been established to keep the work area free of unnecessary items. A dependable, documented method has been established to recognize in a visual sweep if items are out of place or exceed quantity limits. 6S agreements are understood and practiced continually. Substantial process documentation is available and followed. Follow-through with 6S agreements and safety practices is evident. Level 3 Make it visual Unnecessary items have been removed from the workplace. Designated locations are marked to make organization more visible. Work and break areas and machinery are cleaned on a daily basis. Visual controls have been established and marked. Working environment changes are being documented. Visual control agreements for labeling and quantity levels have been established. 6S agreements and safety practices have been developed and are utilized. Level 2 basics Necessary and unnecessary items are separated. A designated location has been established for items. Work and break areas are cleaned on a regular, scheduled basis. Key items to check have been identified. Methods are being improved but changes haven’t been documented. A recognizable effort has been made to improve the condition of the workplace. Level 1 Just beginning Needed and not needed items are mixed throughout the work place. Items are randomly located throughout the workplace. Work place areas are dirty, disorganized and key items not marked or identified. Work place methods are not consistently followed and are undocumented. Work place checks are randomly performed and there is no visual measurement of 6S performance.

2 Sample Audit Form Picture of Area Champion __________________
X X __________________ Picture of AREA FOCAL X 2 INSTRUCTOR NOTES: OBJECTIVE: TRANSITION: X X __________________ Current Level for Area

Summary The 6S process is where improvement begins
It is important that everyone gets involved in the 6S culture 6S will improve your environment and make your job easier 6S should become part of your daily routine

Recommended Readings Hirano, Hiroyuki. 5 Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1995. Peterson, Jim, Roland Smith, Ph.D. The 5S Pocket Guide. Portland, OR: Productivity Press,1998. Productivity Press Development Team. 5S for Operators: 5 Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1996. Productivity Press Development Team. 5S for Safety Implementation Toolkit: Creating Safe Conditions Using the 5S System. Portland, OR: Productivity Press, 2000. Productivity Press Development Team. 5S for Safety: New Eyes for the Shop Floor. Portland, OR: Productivity Press, 1999.

Quiz 1. What is the main benefit of 6S to the business?
Happier working environment Reduce over production Impresses Customers, win more business. Creates more space for additional equipment None of the above 2. How would you measure internal benefits / return? A. Send out a team questionnaire B. Measure past and future state business metric C. Track the 6S Audit Score D. Track quality rejects reducing

Quiz 3. What is the key element to sustainability?
Local team support and commitment(you) Audits and display the results Documents and procedures of how it works Management commitment 4. What is the benefit of the 30 second rule? A. Gives a standard that people can check against all day every day. This gives ideas for improvement B. Target for management to use to measure team performance C. There is no benefit D. To increase profit of the business

Questions? Comments?

Revision Control Rev. Date By Change Pages Affected N/C 5/27/11 DS
Original Issue All Please notify your SBU Continuous Improvement if you have suggestions for improving this presentation or if changes/corrections need to be made.

Meggitt Equipment Group Pacific Scientific (OECO) Milwaukie, OR
Dorene – Next slides all the way to Shine are added OECO examples

Holders for tooling fixtures mounted on workbenches for ease of use (OECO Stacking Room)
Dorene – Added OECO slide Page 87 © Pacific Scientific OECO. Proprietary. 25 April 2011

Raw Material presentation on workbench using low-cost PVC pipes (OECO 787 Motor Controllers Cell)

FRONT BACK (mini cups with kanban quantity) Raw Material presentation on workbench using low-cost PVC pipes (OECO Meters Cell) Page 89 © Pacific Scientific OECO. Proprietary. 25 April 2011

Tool presentation on workbench using shadow boards (OECO 787 Motor Controllers & Probes Cell)
Page 90 © Pacific Scientific OECO. Proprietary. 25 April 2011

Pegs hung above workbenches to air cure parts to eliminate walking to area to set parts (OECO Probes Cell) Page 91 © Pacific Scientific OECO. Proprietary. 25 April 2011

Raw Material presentation for wire spools on sliding racks (OECO Lead Wire/Coil Parts Cell)
Page 92 © Pacific Scientific OECO. Proprietary. 25 April 2011

Movable tool holders installed underneath workbenches
Creative use of workbench spaces to hold tools/supplies (OECO Various Cells) Movable tool holders installed underneath workbenches Page 93 © Pacific Scientific OECO. Proprietary. 25 April 2011

Movable Work instruction/Router holder
Creative use of workbench spaces to hold tools/supplies (OECO Various Cells) Movable Work instruction/Router holder Movable holder for heavy objects (e.g.. chassis) Page 94 © Pacific Scientific OECO. Proprietary. 25 April 2011

Heavy wire spools placed underneath a workbench fed to the surface of workbench (OECO Probes Cell)

Workbenches that have been 6S-ed (OECO Hamilton Sundstrand Current Sensor Cell)

Area freed up as a result of multiple 6S Kaizens
Dorene – Added OECO slide Area freed up as a result of multiple 6S Kaizens Page 97 © Pacific Scientific OECO. Proprietary. 25 April 2011

Standard 6S Color Code (OECO)
Safety Equipment (Green) First Aid Kits, Eyewash Stations, Safety Posters, Notices Main Facility Aisles - 3” tape, Sub-Aisles – 2” tape Tools/Supplies/Equipment – 0.5” or 1” tape on tables, 2” tape on floor Aisles/Tools/Equipment (Yellow) Inventory - Raw Material (Blue) Good Raw Material Storage - 0.5” or 1” tape on tables, 2” tape on floor Inventory – Work In Process/Finished Goods (Black and White) Work In Process Materials/Finished Goods – 0.5” or 1” tape on tables, 2” tape on floor Dorene – Added slide – OECO Color Codes Inventory - Non-Conforming (Red) Scrap, Bad Parts, Warranty Materials, Dull Tools Maintenance (White) Repair Tools (used by Maintenance, not Repairs), TPM Materials, Cleanliness (eg.Trash Cans, Chemical Trash Cans, Cleaning Supplies) ESD Yellow and Black (with ESD logo) ESD ESD Protection

CSUN - Prof. David Shternberg
MSE595LM - Lean Manufacturing Homework Assignment What is 6S? Why is 6S important, and why is it usually the first training topic and implementation goal when an organization starts the lean journey? Continue to work on you team project

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