Kaizen Blitz 5S on Salvagnini machine. Using Lean Six Sigma to improve team relations and morale. When is a people problem really a process problem?

1. Kaizen Blitz:
5S on Salvagnini machine
Alan Magner
Monday 14th November, 2011
Contact:
alanmagner@variancereduction.com

2. • 1-day event to improve housekeeping at the Salvagnini in the Sheet Metal Shop
Agenda
 Improve the housekeeping of tools to improve productivity and reduce risk of damage to tools &
equipment
Target
 All tools have a designated place, and are kept in their place
 Reduced risk of damaged tools & equipment
 Reduced frustration across shifts
Results
 Nigel Welsh, John Shiu, Ariel Calderon, Dung Nguyen
Involved

3. Problem Statement
• Lost time searching for tools
• Risk of missing tools being left inside Salvagnini – possible
maintenance expense
• CLAs are expensive precision tools – risk of damage in storage
• Frustration in team across shifts – caused by poor
housekeeping
Before After
Action
• 1 day kaizen blitz to improve safety – using
5S principles to improve housekeeping and
employee engagement to sustain the
changes

4. Before: where are the tools?
Problem Statement
 Tools are stored in cabinet, no clear organisation of tools – takes time to find
 Tools have been left inside Salvagnini – poor housekeeping
Action
 Shadow boards attached to trolley – tools located at point-of-use, and efficient use of space
 Easy to see when all tools have been returned and not left inside machine
After: Shadow boards

5. Before: Precision Tools at risk of damage
Problem Statement
 CLAs are precision tools for inside Salvagnini – risk of damage when stored in tote bin
 Damaged CLAs can cause quality problems & machine performance
Action
 Standardised storage of all 8 CLAs to give each one a secure storage place
 Standardised storage of spot-welding consumables
After: Dedicated storage to protect CLAs

6. After: Space utilised well
Problem Statement
 Clutter removed from workspace – improved visuals for tool storage
 Tools stored at point of use – efficient for operators
Action
 Simple, quick, low-cost change
 Ideas have spread to other areas – Amada machine operators have designed own shadow boards –
standardised across 2 machines and 2 shifts
After: Tools labeled on shadow boards

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