6Sigma六西格瑪精益生產(chǎn)持續(xù)改善分析管理常用工具資料 The_Lean_Enterprise_07_5S_An_Intro_w_pictures_36_pgs(5S管理圖示)

1、The Lean EnterpriseAn Introduction to 5S Lean Foundations Continuous Improvement TrainingLearning Objectives The purpose of the this module is:To introduce the 5S philosophy, actions and measurements. Understand and apply simple Visual Display and Visual Control techniques.Explore and examine the be

2、nefits of adopting these disciplines.The Benefits of Implementing “5S”5S provides a basis for being a world-class competitor and the foundation for a disciplined approach to the workplace. Safer working conditions A cleaner and more organized work area Reduction in non-value added time Effective wor

3、k practices Efficient work processes5S Improvements:Facilitating a change: Safer, Better, Faster !And The 5-Ss areSSeiri (Separate) or SortSeiton (Straighten) Store, or Put-in PlaceSeiso (Clean) or ShineSeiketsu (Standardize)Shitsuke (Discipline) or Sustain+ Safety ! Sometimes called 5S + 1 or “6S”S

4、Safety 1st ! (in everything we do!)Seiri (Separate) or SortSeiton (Straighten) Store, or Put-in PlaceSeiso (Clean) or ShineSeiketsu (Standardize)Shitsuke (Discipline) or SustainSeparate the necessary from the unnecessary.Sort and SeparateIdentify what is required to work a process or perform a parti

5、cular operation or task.Remove unnecessary tools, equipment, files, binders, parts, procedures, furniture, and other stuff from the area.1 - Sorting Activity StepsEstablish criteria and explain the handling of itemsAssign zones to peopleConduct an eventIdentify not-needed items from what is neededMo

6、ve identified not-needed items to holding areaConduct a white elephant sale or AUCTIONConduct an initial cleaningFocus on doing and attaining results Red Tag (Example)Red tags (somewhat of a standard) should be used to identify items that need to be moved or disposed of from the area performing the

7、Sorting event.Red TagItem number_Description_Date Tagged_Tagged by_Circle one:Stored DisposedReason _2 - Straighten (or Put-in Place)Organize materials according to frequency of useImplement visual aids to improve communicationLay it out - for when YOU are not there Create a place for everythingandp

8、ut everything in its Place !Steps to Straightening processIdentify key equipment and suppliesDetermine location for every itemDevelop shadow boardsLabel needed itemsDetermine required quantitiesOutline locations of equipment, supplies, common areas, and safety zonesDocument workplace layout, equipme

9、nt, safety zones, and suppliesWork team involvement is crucial to success3 - Shine (Clean)Perform initial clean and sweep of the areaPerform daily cleaning and inspection of area and equipment to determine status and need for corrective and preventive actionA daily discipline to an agreed upon plan

10、that is executed by the work area team membersA performance improvement disciplineShining StepsIdentify key points to check to ensure proper performanceDetermine acceptable performanceDetermine corresponding visual indicators and controlsMark equipment and controlsEstablish who and when cleaning pla

11、nConduct daily cleaning and inspectionsProgress Towards Prevention over Detection4 - StandardizeDetermining, sharing, and using the best processes and methodsStandardization serves to minimize variation and the effect of variation on quality and speedWe want to look towards standardization with proc

12、ess tooling, methods, parts, sub-assemblies, design, etcThe Standard Becomes the Baseline for Further ImprovementSteps to StandardizationDocument present work area agreements and routine checksEstablish and document standardized methods across similar work areasDocument new standard methodsAttacking

13、 Process and Methods Variation5 - SustainKeeping the gains and building further progressA Continuous Improvement thought process becomes the culturePride in Improvement, Accomplishments, and the Desire to do MoreSteps to SustainingDetermine 5S level of achievementPerform routine checks, including po

14、int photographyAnalyze results of routine checksMeasure progress and plan for continuous improvementSustain Success (“6S”) through HabitDocument The Current SituationPurpose:Record the current situation as a baseline for progressPreparation:Obtain a camera or photographic assistanceObtain a layout a

15、nd mark the before-picture place and angleExplain the steps of current situation documentationPublish the picture taking dateDo it:Take work area photosEvaluate current 5S level of achievementWithout a Baseline Measurement, Progress Cannot Be DeterminedA 5S Case Study (example)Purpose: To Document B

16、efore and After ACTIONS !Without a Baseline Measurement, Progress Cannot Be DeterminedProcess followed for the 5S Kaizen Event2 Days of Office WorkConducted a detailed audit of current conditionsCreated a flow process diagramBrainstorming Session with entire dept.Developed a layout that addressed is

17、sues3 Days in DepartmentsRearranged both areas to optimize flowDeclutteredMoved Accessory inventory to StockroomBeforeExcess inventory in areaLack of space for work & storageAfter- Clutter removed- Consolidation of workspace & storageBeforeScattered work in processNo protocol for Engs seals in area

18、for failure analysisAfter - Racks organized with work in process & out of work areaBeforeWork area was not definedStorage in several areasOld furnitureAfter- Machines lined up to optimize flow- Relocated & upgraded hoist- Standardized benchesBeforeProduct with no part codeNon-conforming to paint boo

19、th regulationAfter- Safer condition- Decreased excess inventoryBeforeWork areas were not conducive to communication or flowAfter- Work space standardized- Flow optimized assemble, test & packageBeforeCluttered work areasOld benchesAfter- Standardized work areas- Each employee is responsible for clea

20、ning bench at days endBeforeTesting equipment scattered & unorganizedAfter- Testing equipment along one wall and upgradedBeforeInstruction manuals in 2 cabinets with boxes on topAfter- Instruction manuals in 1 cabinet organized and labeledAfter the Kaizen EventMany actions remainTeam meets every 1-2

21、 weeks to keep medium to long term actions moving examples:Track cross-training planPut up doors or plastic strip barriers to separate assembly room from rest of shopComplete the labeling of drawers & standardization of toolsEngineering protocols in placeAudit plan to sustain improvements Levels of

22、Achievement (beginning phases) SustainStandardize Shine Straighten SortWork area checks are randomly done and there is no 6S measurement.Work area methods are not always followed and are not documented.Key area items checked are not identified and are unmarkedItems are randomly placed throughout the

23、 workplace.Needed and not needed items are mixed throughout the area.LEVEL1Just BeginningInitial 6S level is established and and is posted in the area.Work group has documented area arrangement and controls.Key area items are marked to check and required level of performance noted.Needed items are s

24、afely stored and organized according to usage frequency.Necessary and un-necessary items are identified;those not needed are gone.LEVEL2Focus On Reliability Levels of Achievement (Strive for Five !)LEVEL5ContinuousImprovementCleanliness problem areas are identified and mess prevention actions are in

25、 place.Needed items can be retrieved in 30 seconds with minimum steps.Potential problems are identified and countermeasures documented.Proven methods for area arrangement and practices are shared and usedRoot causes are eliminated and improvement actions include prevention.LEVEL4Focus On Reliability

26、Cleaning schedules and responsibilities are documented and followed.Minimal needed items arranged in manner based on retrieval frequencyWork area cleaning, inspection, and supply restocking done daily.Proven methods for area arrangement and practices are used in the area.Sources, frequency of proble

27、ms are noted w/root cause & corrective actionLEVEL3Focus On ReliabilityInitial cleaning is done and mess sources are known and corrected.Needed items are outlined, dedicated locations are labeled in planned quantitiesVisual controls and indicators are set and marked for work area.Agreements on label

28、ing,quantities, and controls are documented.Work group is routinely checking area to maintain 6S agreements. SustainStandardize Shine Straighten Sort A Simple 5S Progress CheckThere are 5 ways to appraise the level of 5S at each stage.Evaluation of self/ team.Evaluation by expert/ consultant.Evaluat

29、ion by supervisor/ manager.Combination of the above.Friendly competition among groups.Key to Sustaining a “Visual” Business Make it FUN ! 5S ImplementationLessons LearnedStart with cross functional teamDiscuss benefits (METRICS)Train, then immediately doAgree on a visionAgree on standardsDefine the area to doDefine rolesDont let participants walk awayKeys to SuccessGet everyone involvedGet commitment and authorization for facility wide improvementHave leaders set expectations & do follow-upEstablish standardsEstablish routi