Lean Fundamentals Rev A

Lean Fundamentals

WELCOME!

1 Last revision May 8, 2001

TH E I N FO R M A T ION AG E S TA RT S H ERE ™

Agenda
Introduction

Lean Thinking

Lean Line Design

Conclusion



Influences That Trigger Change

highly rapid growth in tighter
configurable size & revenue quality
products standards

high cost of
insufficient
manufacturing
vendor
capabilities
fluctuations in material
demands shortages

increased inconsistent
long learning
competition processes
curves



Industry Phases
Innovation

Differentiation

Cost
Cost Drivers
 Simpler Designs
 Commonality
 Manufacturable Models
 Maintainability/Serviceability
 Economies of Scale
 Short Cycle Times
 Supply Chain Management


Lean Manufacturing Progression

1995

 Benchmarking
 Training at JcIT Institute
 Pilot conversions on modules



1996

1995

„Lean Teams‟ Formed
 Division Conversions Began
 Support Functions Re-design Began



1996

1995

1997 ULMI



Unified Lean Manufacturing Initiative

 Establishment of Common Processes for:
- Manufacturing
- Product development
- Product management

 Improved Performance in:
- Profitability
- Quality
- Cycle Time
- Asset Management
- Delivery


Transitioning to a Lean Enterprise

0


1


2

Going Up for a Strategic View...

3

What It Means to be a Lean
Enterprise?
The WHOLE Business System
Customers
It Reaches Suppliers
across Board of Directors
Investors
Products
Processes
It Consists Individuals
of Teams
Organizations
Functions
4

A LEAN enterprise focuses on...
Eliminating non value-added activities
throughout the enterprise

Building an integrated product delivery
process to meet changing needs of customers

Supporting a fundamental change in
management philosophy
A LEAN enterprise practices LEAN thinking!
5

Characteristics of a Lean Enterprise
All processes, systems and initiatives -including
supplier partnerships- are aligned, to efficiently
provide the right products to the right
customers at the right time….

Processes are in place to Management of the business
capture the knowledge of is based on metrics, and they
customers (internal and are aligned at all levels
external!) and their values to evaluate performance

The entire product delivery
process is flexible so the
enterprise can respond quickly
to changes
6

Agenda
Introduction

Lean Thinking

Lean Line Design

Conclusion

7

Lean Thinking...

...a mentality that emphasizes doing
those things, and only those things,
that create or add value to what the
customer is willing to pay for.

If it doesn’t add value, it is WASTE!

8

Principles of Lean Thinking
from Womack & Jones Lean Thinking

 Specify the value of each product and
service from the customer‟s perspective.
 Identify every step in the value stream to
highlight waste.
 Make products flow without interruption by
eliminating waste.
 Produce only what is pulled by the customer.
 Pursue perfection by continually improving.

9

Lean Principle #1
Specify the value of each product or
service from the customers‟
perspective.

0

What is value?

Value is the product or service which
meets the customer‟s requirements
at a price he is willing to pay when
he requests it.

Value is providing the right product for
the right price at the right time.

1

Who‟s the Customer?

Anyone, internal or external, who
requires a product or service

Final consumer
Boss/management
 Co-workers

You will likely have multiple customers, and they
change frequently!
2

Lean Principle #2
Identify every step in the value stream to
highlight waste.

3

Mapping out the Process
1. Identify all steps in the value stream,
including an estimated duration.

2. Identify value add activities vs. waste:
Value Added
Necessary, but non-value added
Non-value added

3. Indicate types of waste

4

A Value Stream

…consists of all activities and processes that are
required to bring a specific product/service:

 from concept to design and engineering
 from raw materials to product launch
 from order-taking to scheduling
 from delivery to & support of the customer

This means everybody, and everything that takes place
to produce the product/service!

5

Disconnected Processes

Most processes are full of  Lost orders,
disconnects and bottlenecks  Delays,
where the process crosses  Mistakes and
departmental lines.  Other failures that
cost time, money
and customers!

6

Adding Value or Waste?

Lean thinking distinguishes between those
activities that are actually adding value to
the product or service, and those activities
that are not adding value.

If it‟s not adding value, it is WASTE!

7

Waste

Eliminating waste is the greatest potential source
of improvement in corporate profit, performance,
and customer service.

For most production operations:
- 60% add no value at all
- 35% are “necessary” activities, but don‟t add value
- only 5% of activities actually add value!

8

Lean Flow
 Waste disrupts the continuous flow to
complete a product or process
– Processes or machines that take too long
– Inadequate training or staffing
– Lack of information and direction
– Bad quality or late arrival of materials

 Inventory and queues are usually
symptoms of another problem

9


Value Added
Non-value added


0

Value Stream Mapping Tool

Value Stream is all the actions
(both value added and non value
added) currently required to bring a
product through the main flows
essential to every product

1

Why Value Stream Mapping is an
Essential Tool

 Helps you to visualize the big picture, not just
individual processes to improve the whole, not
just optimizing the parts.
 Helps you to see the sources of waste in your
value stream
 It forms the basis of a Lean Implementation
Plan.
 It shows the linkage between the information
flow and the material flow.
2

Initial Value Stream Mapping Steps

Product Family

Current-State Drawing

Future-State Drawing

Work Plan & Implementation

3

Value Stream Improvement &
Process Improvement

 Follow the product from beginning to end
 Draw visual representation of every process in the materials and
information flows
4

5

6

Information for a process data box
“The Big Four”:
 Number of product variations
 Cycle time (from 1 piece to the next)
 Changeover time
 Process Reliability

 Number of operators
 Scrap Rate
 Production batch size
 Working Time (minus breaks)
 Pack Size
7

A Fictional Value Stream Map - An example of Lean Tools
Value Stream Map Supplier XYZ
" CURRENT STATE"
Standard Product Family
( 75% of Product) Production
Control
2/15/2000

FORECAST
Issues Daily Priorities
Purchase Orders Applied
Placed as needed based upon: Materials
* Gross inventory check for
spot buys
Suppliers * Bus-Route(contract) forecast
- Trident
- Reliant
- Metal West
- Others

Daily

OSP
As Ordered Plating OSP
I
Manufacturing Orders 2 -5 Da ys
Shop Schedule 2 Primary & 2
Secondary Suppliers

Dallas

2X Month

Inspection
3X Week
M,W ,F 1
I
2 D ays
95% First Pass Yield
Inspection

Sheer Turret Deburr Brakes Assy & Paint Ship / FGI
I I I I I Hardware I I Packaging
1 3 11 7 6 6 7
30 Da ys P aint
5 Da ys 1 4+ D ay s 2 D a ys 14 D ays 1 Day
Ra w S toc k .5 Da ys C /T = 1 Da y
Day Shift Only Shifts: 2 + Weekend Shifts: 2 + W eekend Shifts: 2 + W eekend Hardware: 1 Shift Operation
2 shifts / 3 people Cle an
Capacity at Turret 1 Person can operate C/T = 12 0 M in Setup: 10-120 Min Dedicated to Bus
determines when to 2 machines Assembly: 3 -5 D ays
1 shifts / 3 people Route from 5:30am to
Sheer 40-50% Productivity
Hi-Flex Capability KAIZEN Noon
C /T = 3 0 M in 98-99% Yield (buffers C /T = 6 0 M in Im plem e nt P h os pha te
40-50% Productivity
KAIZEN used to make up for D ip C le an S ystem
No Productivity
Measure
Deburr is a scrap)
C/O = 45-60 Min C /T = 1 D a y
Bottleneck Uptime is High - PM's
Capacity: 1 job/hr scheduled on W /E
(~10 planks/job) KAIZEN KAIZEN
C /T = 12 0 M in In cre a se Ca pa city X 3 a t KAIZEN
C /T = 1 05 M in S e tup R e duc tions paint booth, pow de r D e dica te d S taging
pa in t, an d batch ove n Are a s

Qty in WIP = Demand Per Day Production Lead

30 Days X 5 Days 1 14 Days 2 Days 14 Days 5 Days 2 Days
Time
72 Days

Processing Time
30 min 105 min 120 min 120 min 60 min 1 day 1 day
2days7hrs25min

3 Total lead time revision May
Last 8, 2001
8

A Fictional Value Stream Map -An example of Lean Tools
Value Stream Map Supplier XYZ
" FUTURE STATE"
Standard Product Family
( 75% of Product) Production
Control
2/25/2000
FORECAST

Issues Daily Priorities
Purchase Orders Daily Orders - EDI Pull Applied
Orders are launched at Materials
calculated re-order points for
Raw Good Kanbans Daily Pull Orders
Suppliers
- Trident
- Reliant
- Metal West
- Others

Daily

Manufacturing Orders OSP OSP
Plating
Based on Finished Goods
Replenishment Triggers & I
Spot Buy Orders
2-5 D ays 2 Primary & 2
Shop Schedule Secondary Suppliers
As Ordered
k
S t oc
w
Ra

3X / Week Dallas

Inspection
3X Week
M,W,F 1
S ho p ord ers ar e Lo ad Le ve led b as ed
on P r oduc t F am ily S ch edu lin g Ru le s 95% First Pass Yield
Inspection

Sheer Turret Deburr Brakes Assy & Paint Ship /
Hardware Packaging

? ?? D ay s
1

Day Shift Only .5 Da ys
3

Shifts: 2 + Weekend .5 D ay s
11

Shifts: 2 + Weekend
.5 D ay s
7

Shifts: 2 + W eekend
.5 Da ys
Hardware:
6

2 shifts / 3 people .5 D a ys
6
C /T = 1 D ay

.5 D ay s
7

1 Shift Operation
Capacity at Turret 1 Person can operate C /T = 1 20 M in Setup: 10-120 Min Dedicated to Bus
30 D a ys Assembly:
determines when to 2 machines Route from 5:30am to Finished Goods

?
Ra w S toc k 40-50% Productivity 1 shifts / 3 people
Sheer
Hi-Flex Capability
C /T = 6 0 M in
Noon Inventory
C /T = 3 0 M in 98-99% Yield (buffers
No Productivity
40-50% Productivity used to make up for Orders are launched at
Measure
scrap)
Inventory Sizing of Dallas provided gas C /T = 1 Da y
calculated re-order points for
C/O = 45-60 Min
Uptime is High - PM's panel enclosures & gas panel piece Finished Good Kanbans
Capacity: 1 job/hr scheduled on W /E parts (gas panel parts & spares )
(~10 planks/job)
C /T = 1 05 M in C/T = 12 0 M in

Production Lead
Time
30 Days .5 Days .5 Days .5 Days .5 Days .5 Days .5 Days 33 Days

Processing Time
30 min 105 min 120 min 120 min 60 min 1 day 1 day
2days7hrs25min

3 Total lead time revision May
Last 8, 2001
9

Using Five Whys
Problem
Data gathering
Problem clarification

Why?
Why?
Why?
Why?
Why?
Root cause
0

Measurements
 Why measure?
 What to measure?
 Hierarchy of measurements
 Leading and lagging indicators
 Importance of adding a reference,
benchmark, or standard
 Location for measurements
 Data and information
 Data collection and processing

1

Measurements- Why Measure?
 You can manage if you can measure
 Offers a baseline for continuous improvement
 You will know if your efforts to improve are
working
 Customer requirements demand it
 You can make decisions based on the
information derived from the measurements
 Lean conversion

 Certification

 Pricing

 Etc.
2

Measurements
To ensure they will be effective and useful, determine:

 Which measures does the customer want?
 Which measures do you need to improve performance?
Cycle time
Quality
Cost
Productivity
 What information/results do you want to obtain?
Remember: if the measure is not being used for decision
making, ask “WHY ARE WE MEASURING THIS?”

Caution: Measurements entail cost and effort!

3

Measurements
 Identify the critical operations to determine
where to start for the most cost effective
improvements
 Create documented maps of the processes:
Identify the inputs & outputs
Set applicable standards for each critical step
Show cause and effect relationships
Disconnects will indicate missing or non value-
adding measurements

 Determine how the types and locations of
the metrics are linked throughout the
organization
4

Measurements

It all starts with a Hoshin Annual
Operating Plan (AOP)...

A specific, measurable
objective to achieve
breakthrough results.

5

The Aim of Hoshin Planning is to ...

Align people, activities, and
performance metrics throughout all
levels of the organization with
strategic priorities so the Company
can achieve its corporate mission….

6

Measurements

Hoshins/AOP Goals

Quality Cost Cycle Time

Failure Prevention Inventory Takt Throughput
Internal/
External Operating
Appraisal
Expenses

7

Measurements- Measure What?
Hierarchy of Measurements
Similar to Hoshin planning, define the hierarchy of
measurements and show the cascading links
between metrics at different levels of the company.

Example: Level 1: Earnings / Profitability, Customer
3 Level Company satisfaction, On time delivery
System
Plant 1 Plant 2 Level 2: Plant based metrics: scrap rates,
returns, schedule…
Line 2

Line 2
Line 3
Line 1

Line 1

Level 3: Line based metrics: cycle time, yields,
escapes...

8

Cascading Objective Process
Corporation
Hoshin Corporate
Objectives Strategies
Initiatives
Level 1

Programs
Business Unit

Business Unit Business
Objectives Unit
Level 2 Strategies

Division Division
Division

Objectives Strategies
Level 3

9

 Have
consistent definitions for whatever is being
measured
 Know the difference between proactive and reactive:
- Lagging - downstream indicators for use in preventing
defects upstream (reactive)
- Leading - upstream indicators for use in predicting quality
downstream (proactive)
 Example: high reject rates (leading) can be an
indication of poor profitability (lagging)

0


 Measures have little meaning in isolation
 Comparison with a reference will add relevance
 In absence of a standard or benchmark, at least
have a baseline to use for making comparisons

Target
Cycle Time Cycle Time

Month Month

1

Measurements- Measure Where?
 Most measurements are carried out too late; typically at the
end of the process (lagging indicators)
 Such measurements are usually easy and convenient to
install, but might be of little help in preventing problems
 Measuring as close as possible to the point of cause or
occurrence is more pro-active (leading indicators)
 Implementing closed loop feedback and real time controls
on the operations can actually prevent non-conformances
from occurring in the first place

Measurements are often started on every operation in the
business, even if they aren’t the right ones!
2

Measurements- Data and
Information
 Data is not always the same as information
 Information is that which can be used for decision
making
 Information for one stage can be data for the next
Supplier End Applied Materials End

---Data set 1 Information
Processing set 1 Processing Information
---Data set 2 Information set 3
---Data set 3 set 2

Data set 4
Data set 5
3

Measurements-Data Collection and
Processing
 The metric is only as good as the integrity of the
data collected
 Statistical treatment of data can add more power to
analysis & decision making
 Presentation of information should be simple yet
comprehensive, and it should be directly aimed at
facilitating the decisions that are to be made
 Information should be made available in a timely
manner to those who need it
 Cross check to see if the information is useful in the
way it is intended to be
4

Measurements - Summary
 Start with what is important to the customer
 Remember that measurements are often lagging
indicators
 Understand the process, the causes/effects, the
inputs/outputs
 Develop the hierarchy of measurements to
address gaps and redundancies
 Identify the critical points where measurements
will make the biggest difference

5

Measurements - Summary
 Use measurements as leading indicators for
the most proactive approach, and understand
how they are linked to lagging indicators.
 Data integrity checks are important since it
becomes the foundation for many decisions
 Presentation of information (rather than data)
should be simple, comprehensive, and timely

6



Value Added
Non-value added


7

Let‟s GO Take A Break!

8

7 Wastes
Overproduction
Waiting Time
Transportation
Processing
Inventory
Motion
Defects

9

Overproduction

Producing More Than Needed

Producing Faster Than Needed

0

Wait Time
Waiting for signatures

Watching machines or equipment run

Keeping busy to avoid being idle

Waiting for computers to process data

Waiting for materials

Waiting for someone w/ the right skill

Waiting in traffic
1

Transportation

Sending materials/product long distances

Handling materials/paperwork multiple times

Storing incoming material before it is used

Returning unused materials

Having multiple storage locations

Routing documents to multiple signers

2

Processing

Processes that don’t do the entire job, or that do it incorrectly

Poorly maintained equipment that produces poor quality

Doing things manually instead of automatically

Doing more than would be necessary

3

Inventory
Cost of materials

Cost and management of obsolete materials

Space & equipment

Interest charges

Defects, rework

Paperwork & documents in queue

Inventory accounting

4

Inventory Analogy
Boat = Production System

Water Level = Inventory Level

Over
Production

Wait Time
Process Defects

Rocks = Hidden Problems (Uncovered as Inventory is Reduced)

5

Motion

Searching for tools or supplies

Walking to multiple areas to accomplish a task

Things located in random locations or not according
to frequency of use

Picking something up multiple times

6

Defects
Rework

Scrap

Lost work Time

Sorting

Warranty Costs

Lost Customer Satisfaction

Other intangibles (Typos?)

7

Lean Principle #3
Make products flow without interruption
by eliminating waste.

8

Tools & Techniques

9

5Ss: The Gateway to Quality

0

Benefits
Gives the opportunity to provide creative input to how
your workplace should be organized and laid out, and
to how your work should be done

Makes your workplace more a pleasant to work

Makes your job more satisfying

Removes many obstacles and frustrations in your work
Helps you know what you are expected to do, and when
and where you are expected to do it

Makes it easier to communicate with everyone you work

1

5Ss: The Gateway to Quality

Sort
Set in order
5S Standardize
Shine
Sustain

2

Sort & Discard-Implementation
No Value & Easy
Dispose Immediately
To Dispose Of

Unnecessary Retain Some Actively Look
Items Value For Best Customer

No Value But Work Out Less Costly
Costly To Dispose Of Method For Disposal

Necessary Items Implement Next S

3

Sort & Discard

BEFORE
Sort & Discard

AFTER
Sort & Discard

4

Before
Sort & Discard After

5

Set in Order
To arrange necessary items
in good order so that they are
easily accessible for use

There should be a home
for everything and everything
should be in its home

60 SECONDS RULE
Everything should be able to
be found & retrieved within 1 min.
6

Set in Order-Implementation

Unnecessary Items Sort/Discard

Place Near To The
Frequently Used
Point of Use

Necessary Place A Bit Distant
Sometimes Used
Items To The Point Of Use

Not Used But Must
Place Separately
Be Kept

7

Set in Order-Tools
BENEFITS OF MOTION MAPPING

Workstation 100 Workstation 200 Parts

Integration Integration

Workstation 100 Parts Workstation 200 Parts

Integration Integration

8

Set in Order-Tools

LABELING

9

Set in Order-Tools

FLOOR
TAPING

0

Set in Order-Tools

Visual Management - You
can see the work status of
the line - there is no work
present at these stations

1

Set in Order-Tools

COLOR
CODING

2

Standardize Taping and Post
TAPE IDENTIFIER

Used to tape Almost Everything: Carts,
Tables, Tools, Shelves, Machines,
Workstations, Incoming, Outgoing, and WIP
Material

Used to tape Waste: Trash Cans, Recycle
Bins, Rework, DMR

Used to Tape Walkways

3

Set in Order-Tools

Part Replenishment carts
are color coded by
particular route.
4

Set in Order-Tools

SILHOUETTES
/CUTOUTS

5

Set in Order-Example

Bin
Labels
Tool Cutouts

Material
Kanbans In Process
Testing Kanban
6

Shine/Inspect-Implementation

Unnecessary Items Sort/Discard

Necessary Items Set in order Shine/Inspect

Instant Maintenance
Defect or
Irregularity Found
Requested Maintenance

7

Shine/Inspect-Tools

1. DEFINE AREA OF RESPONSIBILITY
Draw map of cleaning area

2. DISTRIBUTE RESPONSIBILITY
Schedule cleaning to be done and people to do it
Devote certain times exclusively to cleaning

3. DEFINE STANDARD
Develop a cleaning/inspection checklist
Establish a minimum requirement

8

Shine/Inspect-Tools

5 S Checklist
Workcenter Name Comp. By
Date
Score Out Of

Checking Score
Cat No. Item Evaluation Criteria

CHECKLISTS 1 Parts or
Materials
No unnecessary stock
items or work in progress
All machines & equipment
2 Machines &
Equipment are in regular use
Jigs, All jigs, fixtures and

Seiri
3 Fixtures & tools are in regular
Tools use
4 Visual All unnecessary items can
Controls be identified at a glance
Standards There are clear standards
5 for for eliminating excess
Disposal

1 Storage Visual controls used to
fix location of all items
Labels within the workcenter
2 Quantity Clear indications of max &
Indicators min stock quantities
Seiton

3 Dividing Blue tape used to divide
Lines workcenter
Jigs, Jig and tool storage
4 Fixtures & organized for ease of
Tools removal and return

9

5S Organizer and Implementation Schedule
5S Implementation Schedule
Standardize/ Visual
Area Lead Training Sort/Discard Arrange/Order Tape/Label Sustain Management
Deburring Eli Button Completed Completed Completed Completed 4/30/01 5/8/01
Clean Room Frank Avalon 4/29/01 5/2/01 5/9/01 5/16/01 5/25/01 5/31/01
Weld Room Tony Bologna 4/30/01 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
Saw Area Adrian Castro 4/30/01 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
Building 1

Office Areas Gary Grant 5/1/01 5/11/01 5/11/01 5/18/01 5/25/01 5/31/01
Stock Room Lee Majors Completed Completed 5/1/01 5/9/01 5/18/01 5/25/01
Shipping/Receiving Eli Button Completed 4/30/01 5/3/01 5/11/01 5/25/01 5/31/01
Flash Manufacturing Mike Winn 4/29/01 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
Auto Clave Peter Gretzky 4/30/01 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
QA Don Juan Completed Completed 5/11/01 5/18/01 5/25/01 5/31/01
Hardware Eli Button Completed Completed 5/11/01 5/18/01 5/25/01 5/31/01
Horizontals Jorge Nakos Completed Completed 5/11/01 5/18/01 5/25/01 5/31/01
Shipping/Receiving Adrian Castro Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
Machine Shop

Verticals Andy Warhol Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
Lathes Sela Ward Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
Screw Machines Jorge Nakos Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
EDM Adrian Castro Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
Office Areas Jeff Wessley Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
Kanban Area Terry Bologna Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01

NOTE - All steps must be completed and signed off on by 5S Supervisor before moving to the next step
STEP ONE - TRAINING All employees in the area need to be trained in the seven waste and 5s
Section off ALL items to be discarded until upper management can find the best home for them. Question the need for EVERY Item
large and small; staplers, tape guns, pallet jacks, desks, extra shelving, etc. Also make a list of tools or equipment that you do need
STEP TWO - SORT/DISCARD and do not have in your area.

STEP THREE - ARRANGE/ORDER The overall area should have a obvious and smooth flow. Tools, equipment, and material should be located in a reasonable way.
STEP FOUR - TAPE/LABEL Everything in the area needs to have a home. This includes, monitors, tape guns, toolboxes, carts, etc.
STEP FIVE - STANDARDIZE/SUSTAIN Radar charts, 5s seven waste posters, before + after photos, boundary samples, Suggestion boxes, need to be posted
STEP SIX - VISUAL MANAGEMENT Kanban system developed for line items, Visual tracking boards in place for production, Visual Work Instructions,

9 KEY Completed Last revision May 8, 2001
Late
0

Shine/Inspect-Tools
SHELVES

SHELVES
SHELVES
SUBASSEMBLY

SHELVES
STATION 3

INTEGRATION SUBASSEMBLY
STATION 2 STATION 3
MAPS SHELVES

SHELVES
SHELVES

SHELVES
SHELVES

INTEGRATION
STATION 1 SUBASSEMBLY
STATION 3

1

Shine/Inspect-Tools
5 S Schedule
5S Date To Date
Category Task Responsibility Complete Completed

Seiri
Sort/

SCHEDULE
Discard

Seiton
Arrange/

 Decide order and
Order

frequency: daily, Seiso
Clean/
Inspect

weekly, monthly
Seiketsu
Stand./
Improve

Shitsuke
Believe/
Discipline

2

5 S Schedule - another example
REVISION
5 S Schedule DATE INITIALS REVISON DESCRIPTION

AREA OWNER

Task Description Owner Time (s)
Daily 245
1 Visual Inspection
2 Empty metal Recycle Bin

CO ING
ATER L
3 Pull Incoming Materials

M IA
IN M
Weekly 600 CNC 1
1 Sweep Area
3 Verify Tools & Equipment
is Working
4 Check Safety Gaurds
are in Place
5 Verify Eye Wash is Working
6 Check First Aid Cabinet CRANE
7 Internal 5 S Audit

Tool Cart
Monthly 300

ut oing
aterials
1 Exernal 5 S Audit

O G
Total Time / month (seconds) 8200 M
Total Time / month (minutes) 137

3

5 S Checklist - Example
Area __________ Date __________
Area __________ Date __________
Ratings: 5=Exceptional 4=Above Average 3=Average 2=Needs Improvement 1=Unacceptable
Ratings: 5=Exceptional 4=Above Average 3=Average 2=Needs Improvement 1=Unacceptable

Element SCORE
5S
Seiri (Sort/Sift) 1 No parts, boxes, or any other unnecessary items, including trash, on the floor.
2 No unnecessary items on the line, on/under tables, in the area or overhead.
3 Aisles are totally clear. (No items can be left in the aisles)
4 Walls and overhead space are clear of all unnecessary signs, paper, pictures, etc.
5 No personal belongings in the area
Seiton (Arrange/Organize) 1 Tools, parts, bins, racks, tables,sub-assys, finished goods, etc. are in their proper place.
2 Every item, including furniture, has an identified home.
3 Is every item in its identified home.
4 Parts, tools & equipment stored to ensure safety.
5 Min. / max., & FIFO rules are followed.
6 Kanban rules are followed.
7 Information boards are organized and current.
8 Cables, wires, etc. are neatly tied and securely attached.
9 All cabinets, drawers, racks, shelves, and storage locations are clearly labeled.
Seiso (Clean) 1 Tables, tools, equipment, racks, parts, bins, floors, etc.,are clean.
2 Aisles and walls are clean.
Seiketsu (Maintenance) 1 5S Instructions are posted.
2 5S Schedule is posted and all responsibilities are defined.
3 5S Radar Chart is posted, and is maintained.
Shitsuke (Belief/Discipline) 1 No food, beverage, eating, or chewing tobacco on the line.
2 Trash cans are not full or over flowing.
3 People talking, playing loud music, or distracting others in the area.
4 Obvious that the people working in the area understand 5S.
5 Obvious that people working in the area believe in 5S.
6 Evidence of 5S competitiveness activities in the area.
7 People working in the area exhibit discipline & concentration on their work.
4

Shine/Inspect-Tools -- Radar Chart
Category Element Avg. Score Work Center: Clas 100 Week Ending: 07/01/99
s
1 Seri 1 1
2 1 5S Radar Chart
3 1 W orkCenter: Class 100
4 1 Date: 07/01/99
5 1
1 Seiton 2 2 Seri
2 1 5
3 3
4
4 3
5 3 3
6 1
7 1 2
8 1 Shitsuke Seiton
9 1 1
1 Seiso 3 3
0
2 3
1 Seiketsu 1 3
2 0
3 0
1 Shitsuke 2 3
2 3
3 3
4 2 Seiketsu Seiso
5 2
6 3
7 1
5

Shine/Inspect-Tools -- Thermometer

6

Standardize
…...Not just when the boss is
around

MONDAY TUESDAY

9
VIP TOUR THURSDAY Last revision May 8, 2001
7

Lean Fundamentals Rev A

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