Dv03pub40 Script

Copyright 2002 Society of Manufacturing Engineers
Introduction to Lean Tooling
SCENE 1.
CG: FBI warning
SCENE 2
Tape
SME logo
SCENE 3
MUSIC UP AND UNDER
Series opening title

Manufacturing Insights
opening music
MANUFACTURING INSIGHTS, MANUFACTURING

ENGINEERING MAGAZINES VIDEO SERIES FOR
PROCESS IMPROVEMENT
SCENE 4
NARRATION (VO):
Program title: Introduction to

Lean Tooling
THIS PROGRAM IS AN INTRODUCTION TO LEAN

TOOLING, AND SHOWS YOU HOW IT IS USED
TO CUT COSTS, REDUCE LEAD TIME, AND
IMPROVE QUALITY.
SCENE 5a Wide shot cell
NARRATION (VO):
MANY COMPANIES ARE TURNING TO LEAN
MANUFACTURING TO REACH THE HIGHPERFORMANCE OUTPUT THEIR CUSTOMERS
SCENE 5b parts on rack

Scene 5C show tools hanging up on
boards,
DEMAND.
REGARDLESS OF WHAT TYPE OF
MANUFACTURING YOU DO, MACHINES AND
TOOLING PLAY A CRITICAL ROLE IN YOUR
BUSINESS PERFORMANCE.
SCENE 6
NARRATION:
Waiting for machines in classic

cell
THE BASIC THINKING BEHIND LEAN

MANUFACTURING PROGRAMS IS THE
ELIMINATION OF WASTE.
6b
ELT2 24.18/24.38
MUCH OF THIS WASTE IS CAUSED BY THE

POOR MANAGEMENT OF TOOLING, INSERTS,
CLAMPS AND GAGES.
SCENE 7
NARRATION
GRAPHIC: The 7 Deadly Wastes

[Build the graphic of the 7
Deadly Wastes]
LEAN MANUFACTURING DEFINES SEVEN WASTES

THAT ARE SO COSTLY THEY ARE KNOWN AS
THE SEVEN DEADLY WASTES. THEY
text:
Seven Deadly Wastes
*SEARCHING AND WAITING,
*TRANSPORT,
*EXCESS INVENTORY,
*OVERPRODUCTION,
*OVERPROCESSING,
*UNNECESSARY MOTION AND
*DEFECTS
INCLUDE:
SEARCHING AND WAITING,
TRANSPORT,
EXCESS INVENTORY,
OVERPRODUCTION,
OVERPROCESSING,
UNNECESSARY MOTION AND
DEFECTS.
LEAN TOOLING HELPS ELIMINATE THESE
SEVEN DEADLY WASTES.
SCENE 8
INTERVIEW
Joe Adams 05:02:16 05:03:24
You can waste a lot of time doing the
hunt and search.
Possible DIS TO: 041408 041432

Shows worker pointing to job
sheet that shows tooling location
then going to get it and finding
it.
If youre going to
have through-put, you dont want people

leaving the cell, you dont want people
wasting their time looking for things,

you want to make sure if a tool if
its easy to find its also easy to
keep track of, its also in the right
repair.
When you go to use it its
ready to go so you minimize scrap.

minimize loss time searching.
You
And you
can satisfy the customer.

NARRATION
SCENE 9
On screen
The first
the hands
it within
text:
is to have any tool in
of the person who needs
30 seconds.
The second goal is to have any

tool operational in less than 10
minutes from the beginning of a
set-up.
LEAN TOOLING HAS 2 PRIMARY GOALS.

THE FIRST IS TO HAVE ANY TOOL IN THE
HANDS OF THE PERSON WHO NEEDS IT WITHIN
30 SECONDS.
THE SECOND GOAL IS TO HAVE ANY TOOL
OPERATIONAL IN LESS THAN 10 MINUTES
FROM THE BEGINNING OF A SET-UP.
SCENE 10
NARRATION
AN EFFECTIVE WAY TO IMPLEMENT LEAN
Phase 1: Prepare the Project

ELT2 24.49/25.02
ELT2 13.08/19
TOOLING IS BY FOLLOWING A FIVE PHASE

PLAN.
PHASE 1 PREPARES THE PROJECT BY
CREATING A CLEAR VISION OF YOUR GOALS,
GETTING MANAGEMENT SUPPORT, AND FORMING
A STRONG CROSS-FUNCTIONAL TEAM.
SCENE 11
NARRATION
PHASE 2 STUDIES AND MEASURES THE
Phase 2: Study the Problem

PROBLEM SO THERE IS AN IN-DEPTH
MAN WRITING AT CLASSIC CELL
UNDERSTANDING OF ALL THE ISSUES,
OBSTACLES, AND BARRIERS.
SCENE 12
NARRATION
IN PHASE 3, BEFORE ATTACKING ANY
Phase 3: Apply the 5S System

MARO 10.47.02/19
TOOLING PROBLEMS DIRECTLY, YOU MUST

REMOVE MANY OF THE GENERIC WORKPLACE
PROBLEMS THAT YOU WILL CONFRONT BY
APPLYING THE FIVE S SYSTEM FOR
WORKPLACE ORGANIZATION.
SCENE 13
NARRATION
Phase 4: Standardize Tooling
IN PHASE 4, YOU WILL STANDARDIZE
SMALL BOX OF TOOLS AT LEE BLAKE
TOOLING ACTIVITIES AT THE POINT OF USE

AND THROUGHOUT THE PLANT.
YOU WILL
CREATE NEW DESIGNS FOR TOOL STORAGE AND

TOOL CRIB AT LEE BLAKE
MANAGEMENT, AND IMPLEMENT VISUAL

DISPLAYS AND CONTROLS.
SCENE 14
NARRATION
FINALLY, IN PHASE 5 YOU WILL IMPLEMENT
Phase 5: Stabilize Tooling

SHADOW BOARD AT EATON
ROW OF INSERTS AT K&A
A PLAN TO STABILIZE TOOLING AND SUSTAIN

YOUR GAINS THROUGH AUDITS AND PROBLEM
SOLVING METHODS.
SCENE 15
Phase I: Prepare the Project
SCENE 16
NARRATION
Phase I: Prepare the Project

- Getting Management Involvement
- Identifying Target Areas
- Forming a Core Implementation
Team
PEOPLE IN OFFICE AT CLASSIC (ELT
REEL 1?
THREE ACTIVITIES OCCUR IN PHASE ONE.

GETTING MANAGEMENT INVOLVEMENT,
IDENTIFYING TARGET AREAS, AND FORMING A
CORE IMPLEMENTATION TEAM.
THE MOST IMPORTANT OF THESE ACTIVITY IS
GETTING MANAGEMENT INVOLVEMENT.
SCENE 17
NARRATION
SHOW Management Commitment

Checklist from book
THE LEAN TOOLING WORKBOOK HAS A LIST OF

10 MANAGEMENT ISSUES YOU CAN USE TO
RATE MANAGEMENT INVOLVEMENT.
WIPE ON FILLED IN VALUES
THE BEST WAY TO USE THIS LIST IS TO

COMPLETE IT AS A GROUP, SO EVERYONE CAN
EVALUATE THE MANAGEMENT COMMITMENT.
SCENE 18
INTERVIEW
Tom Jackson 03:07:08 03:07:
Unless the workers see management
support, that they have upper
management directly participating in
their teams, and supporting their
decisions and helping fund the projects
and helping drive them they feel its
just going to be another flavor of the
day.
SCENE 19
NARRATION
ELT 19.05/13
TO GET STARTED WITH LEAN TOOLING, IT IS

BEST TO SELECT VARIOUS TARGET AREAS FOR

IMPROVEMENT AND THEN PRIORITIZE THEM.
MARO
10.52.10/21
EACH AREA SHOULD HAVE AN ASSIGNED

CHAMPION WHO HAS TIME AVAILABLE FOR
MARO 10.53.46/59
THESE IMPROVEMENTS. BUT TO BE TOTALLY

SUCCESSFUL WITH A LEAN TOOLING PROGRAM,
IT MUST EVENTUALLY BE IMPLEMENTED
THROUGHOUT THE ENTIRE PLANT.
SCENE 20
NARRATION
WS CELL AT LEE BLAKE
AS AN EXAMPLE, THIS PLANT CHOSE TO

PERFORM LEAN TOOLING ON MOST OF ITS
MACHINE CELLS FIRST.
TOOL CRIB AT LEE BLAKE
THEN IT MOVED THE TOOL CAGE TO THE

CENTER OF THE FACTORY, CHANGED THE
KANBAN CARDS AT LEE BLAKE
LAYOUT, AND STARTED A KANBAN SYSTEM TO

CONTROL TOOLING INVENTORY. THEIR NEXT
QUALITY GAGE AREA AT LEE BLAKE
STEP WAS TO ORGANIZE THE QUALITY

DEPARTMENT AND REMAINING CELLS.
QUALITY PC AREA
WELL-PLANNED CHANGES ALLOWED THIS

COMPANY TO GET THE MOST RETURN FOR ITS
PAN OF CELL AREA AT LEE BLAKE
INVESTMENT, AND CONVINCED SKEPTICAL

MANAGERS AND EMPLOYEES ALIKE OF THE
NEED FOR A TOTAL LEAN TOOLING
TRANSFORMATION.
SCENE 21
NARRATION
PEOPLE TALKING AT CLASSIC
TEAMWORK IS CRUCIAL TO MAKING LEAN

TOOLING SUCCESSFUL.

LADY AT PC AT EATON, MANAGER TYPE
LEAN TOOLING TEAMS MUST INCLUDE THE

RIGHT PEOPLE.
SCENE 22
TEAM MEMBERS MUST HAVE THE PROPER
MANAGER IN SHOP AT CLASSIC
AUTHORITY AND THE RESOURCES TO MAKE

CHANGES. MEMBERS MUST UNDERSTAND HOW
THE COMPANY GENERATES PROFITS AND HOW
SHIPPING DEPARTMENT
LEAN TOOLING EFFECTS THE BOTTOM LINE.

EACH TEAM MUST ALSO INCLUDE FRONT LINE
MACHINE OPERATOR
PEOPLE WHO ARE CLOSEST TO THE DETAILS.
SCENE 23
NARRATION
ENGINEER AT PC IN THEIR OWN

OFFICE
OCCASIONALLY A TEAM MAY HAVE EXTENDED

MEMBERS OUTSIDE OF THE PRODUCTION
WORKFORCE FROM THE ENGINEERING OR
DESIGN STAFF.
SCENE 24
NARRATION
SLOPPY TOOLING AT MARO ??
NOW THE TEAM IS READY TO STUDY AND

MEASURE TOOLING IN THE TARGET AREA.
SCENE 25
SCENE 26
NARRATION
PHASE 2 BEGINS WITH SELECTING A WAY TO
MEASURE THE CURRENT PRODUCTIVITY OF
Select Measures for Tooling

Photograph Current Conditions
Use a Diagnostic Checklist
Write a Target Statement
Post a Project Story Board
YOUR TOOLING.
METHODS SUCH AS PHOTOGRAPHY, A
DIAGNOSTIC CHECKLIST, A TARGET

STATEMENT, AND A PROJECT STORY BOARD
CAN BE USED TO MEASURE YOUR CURRENT
STATE.
SCENE 27
NARRATION
JOHN DEERE LOOKING FOR TOOLS
BUT THE FOCUS OF PHASE 2 IS ON

MEASURES.
BEGIN YOUR MEASUREMENTS BY LOOKING AT
THE TWO BASIC GOALS OF LEAN TOOLING.
THE FIRST GOAL IS TO HAVE ANY TOOL IN
YOUR PLANT IN THE HANDS OF THE PERSON
WHO NEEDS IT WITHIN 30 SECONDS.
SO YOUR FIRST MEASURE IS HOW LONG IT
TAKES TO GET TOOLS INTO THE HANDS OF
THE PERSON WHO NEEDS THEM.
SCENE 28
NARRATION
THE SECOND GOAL IS TO HAVE ANY TOOL
WESS ASSEMBLING TOOLS
OPERATIONAL IN LESS THAN 10 MINUTES

FROM THE BEGINNING OF SET-UP.
SO THE
SECOND MEASURE IS SET-UP TIME.

SET UP TIME IS MEASURED FROM THE TIME
WS CLASSIC CELL PAN
YOU MADE THE LAST GOOD PART TO THE TIME

YOU MAKE THE NEXT GOOD PART.
ANYTHING
IN BETWEEN IS WASTED MACHINE TIME.

SCENE 29
NARRATION
CU CUTTING TOOLS
ANOTHER GOOD MEASURE IS THE PERCENTAGE

OF TOTAL REVENUE YOU SPEND ON
PERISHABLE TOOLING.
SCENE 30
NARRATION
OF COURSE, TO REALLY STUDY THE MEASURES
DOWNTIME CHART AT CLASSIC ELT?
YOU HAVE TO STRATIFY THEM, OR BREAK

THEM INTO SMALLER AMOUNTS.
SCENE 32
INTERVIEW: JOE ADAMS 05:03:3505:04:11?

So its easy to quantify the hard cost
of what the tooling is.
Its difficult
to look at the impact of the cost of

what it takes if you cant find it, or
what it costs you if its not in good
repair when you go to use it.[End here]
JOE ADAMS 05:04:19 05:04:35
Is the tool there when I need it? Is it
ready to go? If its not, what was
wrong with it?
Was it lost, was it
misplaced, was it broken?

to capture those costs.
Then we try
What were
trying to do is build a data base of

what that really does cost us when
tools arent in the right place and
arent ready to go.
SCENE 33
NARRATION
500 CUTTER ON THE TABLE AT EATON
BEFORE MAKING ANY CHANGES, TAKE

PHOTOGRAPHS OF THE CURRENT STATE.
THESE PICTURES CAN PROVIDE VISUAL

DETAILS TO MEASURE EXISTING CONDITIONS
IN THE TARGET AREA.
SCENE 34
NARRATION
Show Lean Tooling Diagnostic

Checklist FROM THE BOOK
WHILE TAKING PHOTOGRAPHS YOU CAN ALSO

APPLY THE LEAN TOOLING DIAGNOSTIC
CHECKLIST.
BY RATING YOUR TARGET AREA IN ALL OF
ELT
2 OR 3?
25.23/45
THE 5 AREAS, YOU WILL GAIN AN IN-DEPTH

UNDERSTANDING OF YOUR CURRENT STATE OF
TOOLING AND A CLEAR LIST OF WHERE
IMPROVEMENTS ARE NEEDED.
SCENE 35
NARRATION
ELT1 25.29/50
IN MOST CASES, THIS IN-DEPTH

EXAMINATION EXPOSES PROBLEMS FEW PEOPLE
ELT1 27.57/
28.11
KNEW ABOUT. SO NOW ITS TIME TO BRING

IT ALL TOGETHER INTO ONE TARGET
STATEMENT.
SCENE 36
MARO 10.46.36/52
THE PURPOSE OF THIS TARGET STATEMENT IS

TO EXPLAIN EXACTLY WHAT THE TEAM IS
SUPPOSED TO ACHIEVE AND HOW THEY WILL
MEASURE IT.
IT SHOULD BE WRITTEN IN
SIMPLE LANGUAGE.
SCENE 37
NARRATION
ON SCREEN TEXT:
Cell A will reduce the amount
of searching and waiting for
tools from 500 hours in March to
200 hours in April. This
reduction will allow the cell to
A GOOD TARGET STATEMENT ALSO TELLS US

THE CURRENT RATE , TARGET RATE, AND WHY
IT IS IMPORTANT TO MET THE TARGET.
10

meet customer demand.
SCENE 38
MARO 1054.33/48
NARRATION
IN PHASE 2 YOUVE CREATED A FOCUS FOR
LEAN TOOLING AND DEVELOPED AN
UNDERSTANDING OF THE WASTE THAT IS
PRESENT.
THEN ITS TIME TO BEGIN IMPROVEMENT.
SCENE 39
Sub-title: Phase 3: The 5S System
SCENE 40
NARRATION
MARO 11.01.07/19
BEFORE ATTACKING TOOLING DIRECTLY, YOU

NEED TO CLEAN AND ORGANIZE THE WORK
AREA FOLLOWING THE 5S SYSTEM.
THIS
WILL PREPARE THE AREA FOR TOOLING

IMPROVEMENTS.
THE 5S SYSTEM
THE 5S SYSTEM CONSISTS OF 5 ACTIVITIES
SORT
SET IN ORDER
SHINE
STANDARDIZE
SUSTAIN
WITH NAMES THAT BEGIN WITH THE LETTER
SCENE 41
NARRATION
RED TAG AREA AT FORD VISUAL

CONTROLS
SORT INVOLVES SORTING THROUGH THE
S.
THEY STAND FOR SORT, SET-IN-
ORDER, SHINE, STANDARDIZE, AND SUSTAIN.
CONTENTS OF AN AREA AND IMMEDIATELY

REMOVING UNNECESSARY ITEMS TO A HOLDING
AREA.
THIS INCLUDES LARGE ITEMS, SUCH AS OLD
MOVING OVEN
video
FOR Plant layout
EQUIPMENT, AND SMALL ITEMS IN DRAWERS
11

AND CABINETS.
Elt2
06.51/07.00
THE RULE FOR SORT IS, WHEN IN DOUBT,

MOVE IT OUT.
SCENE 42
01.29.13 01.29.21 Shows
putting away a tool at Lee Blake.
NARRATION
SET-IN-ORDER INVOLVES ARRANGING ITEMS
FOR EASY AND EFFICIENT ACCESS AND USE.
042600 042620 Shows allen

wrenches hanging on side of
machine at Eaton.
DIS TO: 042625 042650 Shows
tools in a drawer at Eaton.
THERE SHOULD BE A PLACE FOR EVERYTHING,

AND EVERYTHING SHOULD BE IN ITS PLACE.
SCENE 43
NARRATION
DIS TO: 021513 021520 Show

top-down shot of a clean cell at
Lee Blake.
DIS TO:
Shows cleaning machine
at Classic Turning.
SHINE MEANS CLEANING EVERYTHING AND

KEEPING IT CLEAN.
THE ESSENCE OF SHINE IS INSPECTION
THROUGH CLEANING.
SCENE 44
NARRATION
DIS TO: 030221 030236 Shows

location for Raw Material at a
cell at Lee Blake.
012730 012742 Designated
parking space at cell for tooling
at Lee Blake.
DIS TO: 040129 040211 Shows
open drawer, then closed drawers
at Eaton.
DIS TO: 040621 040630 Shows
purple cell lines cell outlined
in purple at Eaton.
DIS TO: 040732 040758 Shows
shots of purple color-coded
tooling at machine, with purple
outline of machine at Eaton.
DIS TO: 040758 040823 Shows a
wrench color-coded purple at
Eaton.
STANDARDIZE INVOLVES CREATING
SCENE 45
NARRATION
GUIDELINES FOR KEEPING THE AREA

ORGANIZED, EFFICIENT, AND CLEAN.
THIS INCLUDES VISUAL CONTROLS SUCH AS
LINES, LABELS, SIGNS, AND COLOR CODING.
12

DIS TO: Show Changeover Standards
Sign from Lee Blake.
SUSTAIN, INVOLVES COMMUNICATION AND

EDUCATION TO ENSURE THAT EVERYONE
SHOW A 5 MINUTE 5S CHECKLIST?

FOLLOWS THE 5S STANDARDS.
SCENE 46
NARRATION
THE 5S SYSTEM LAYS A SOLID FOUNDATION
FOR THE NEXT PHASE OF LEAN TOOLING.
SCENE 47
Sub-title: Phase 4: Standardize
Tooling
SCENE 48
NARRATION
Phase 4: Standardize Tooling

- Draw Area Map
- Create New Standard Operating
Procedures
- Bring Order to Point of Use
Tooling
- Redesign the Workplace
- Implement Visual Controls
IN PHASE FOUR YOULL DRAW AN AREA MAP

TO UNDERSTAND HOW YOUR CURRENT TOOLING
STANDARDS OPERATE. YOULL CREATE NEW
STANDARD OPERATING PROCEDURES FOR
TOOLING, BRING ORDER TO THE POINT OF
USE TOOLING, AND REDESIGN THE WORKPLACE
TO SUPPORT NEW STANDARDS. THEN YOULL
IMPLEMENT VISUAL CONTROLS TO REINFORCE
THE STANDARDS AND THE NEW DESIGN.
SCENE 49
NARRATION
Elt1 09.00/33
THE AREA MAP SHOWS THE POSITION OF ALL

ITEMS AND WORK STATIONS IN THE TARGET
AREA, ESPECIALLY TOOLS AND TOOLING.
THE ARROW DIAGRAM IS DRAWN ON THE AREA
MAP TO SHOW THE FLOW OF ALL ACTIVITY.
Maro 10.59.28/37
AS YOU DRAW YOUR ARROW DIAGRAM, PAY
13

CLOSE ATTENTION TO WHERE TOOLS ARE
USED, DELIVERED, STORED, MAINTAINED, OR
WALKING AT CLASSIC
REORDERED - AND THE ROUTES THAT ARE

TRAVELED BETWEEN THESE ACTIVITIES.
NEW TOOL STORAGE
LATER, WHEN YOU REDESIGN THE WORKPLACE,

YOU WILL DRAW A PROPOSED DIAGRAM TO
REPLACE THE CURRENT STATE.
SCENE 50
DIS TO: 030236 030300 Shows
good front shot of area map.
INTERVIEW: Tom Jackson 03:03:40 - ?
DIS TO: 030405 030442 Shows

Tom Jackson showing Arrow
Diagram, etc.
Tom Jackson 03:04:05 03:04:35
SCENE 51
NARRATION
DELETED
DELETED
NOW ITS TIME TO CREATE NEW TOOLING

NEAT TOOL STORAGE
STANDARDS. NEW TOOLING STANDARDS

DETERMINE THE BEST AND EASIEST WAY TO
INSERT TOOLING AT CLASSIC (WES)
PERFORM TOOLING ACTIVITIES. THEY ALSO

PROVIDE A FOUNDATION FOR NEW EMPLOYEE
TRAINING.
SCENE 52
NARRATION
?????
FOR LEAN TOOLING, EVERY ACTIVITY MUST

HAVE A STANDARD OPERATIONAL PROCEDURE.
SCENE 53
NARRATION
THE BEST PLACE TO START WHEN CREATING
MACHINE OPERATOR AT LEE BLAKE
STANDARDS FOR TOOLING IS AT THE POINT

OF USE.
RAW STOCK AT LEE BLAKE, PHOTOS
14

TOOLS AND TOOLING ARE MANAGED
DIFFERENTLY THAN RAW MATERIALS AND
TOOLING IN STORAGE
FINISHED PARTS.
TOOLING NEEDS A STANDARD WAY TO BE
TOOLING CAGE AT LEE BLAKE
RETURNED AFTER USE.

IN ADDITION, STANDARDS ARE NEEDED FOR
HOW TOOLS ARE SENT OUT TO BE REPAIRED
OR SHARPENED.
SCENE 54
NARRATION
WS EATON CELL
THERE ARE FIVE SIMPLE STEPS THAT WILL

BRING YOU BETTER CONTROL OVER YOUR
TOOLS AT THE POINT OF USE.
SCENE 55
SLOPPY TOOLS AT EATON
NARRATION
THE FIRST STEP IS TO REMOVE ALL THE
TOOLS FROM THEIR POINT OF USE, AND
RETURN ONLY WHAT YOU NEED.
AND WHEN YOU DO RETURN THEM, STORE THEM
NEAT TOOLS AT EATON
IN LOGICAL GROUPS SO THEY CAN BE EASILY

LOCATED AND REPLACED.
SCENE 56
NARRATION
NEXT, CREATE VISUAL CONTROLS SO TOOLS
NEATLY LABELED TOOLING
CAN BE LOCATED AND RETURNED QUICKLY.

CLEAR LABELS AND COLOR-CODING WILL HELP
YOU FIND WHAT IS NEEDED, FASTER.
15
SCENE 57
NARRATION
GAUGING AT EATON (LATE IN TAPE)
THE THIRD STEP IS TO MAKE THE POINT OF

USE DESIGN SO SIMPLE THAT THE WORKER
KNOWS IT BY HEART.
OTHER METHODS INCLUDE PUTTING TOOLS IN
MOVING BETWEEN MACHINES AT LEE

BLAKE
THE ORDER OF PROCEDURE, OR ENLARGING

DIMENSIONS SO TOOLS ARE EASY TO GRAB.
SCENE 58
NARRATION
THE FOURTH STEP FOR POINT OF USE
JOHN DEERE ASSEMBLY AREA
CONTROL IS TO INSTALL RETRACTABLE

TOOLING.
SCENE 59
NARRATION
SNAPPING PARTS TOGETHER (Assembly

tape)
THE FIFTH STEP IS THE ELIMINATION OF

TOOLING.
AT THIS LEVEL YOU TRY TO
ELIMINATE THE NEED FOR A TOOL ENTIRELY.

MACHINE TOOLING AREA AT POWERS
AND SONS SETTING UP TOOLS
YOU WILL OFTEN SEE ELIMINATION EMPLOYED

IN SETUPS WHERE MUCH OF THE WORK IS
PERFORMED PRIOR TO SHUTDOWN, THEREFORE
ELIMINATING THE NEED FOR ANY POINT OF
USE TOOLING.
SCENE 60
ELT2 04.30/43
NARRATION
LEAN TOOLING REQUIRES A NEW WAY OF
LOOKING AT THINGS.
ONE ISSUE TO
CONSIDER IS ELIMINATING PERSONAL

TOOLBOXES TO FREE UP FLOOR SPACE.
16
SCENE 62
NARRATION
ROLLING TOOL CART AT LEE BLAKE
SINCE MANY TOOLING ACTIVITIES HAPPEN

AWAY FROM THE POINT OF USE, DESIGNING
EFFICIENT METHODS TO MOVE TOOLING IS
IMPORTANT.
SCENE 63
NARRATION
THE FIRST METHOD IS TOOLS ON WHEELS.
GAGE SELECTION AREA AT LEE BLAKE
REGARDLESS OF THE SIZE OF YOUR PLANT OR

ITS TOOLING, YOULL NEED TO DELIVER
SOME TOOLS TO THE POINT OF USE AT
EXACTLY THE RIGHT TIME AND IN GOOD
CONDITION.
PICKING OUT TOOLS AT LEE BLAKE
SINCE LEAN MANUFACTURING MEANS LOWER

RUNS AND MORE CHANGEOVERS, IT ALSO
MEANS MORE ACTIVITY WITH YOUR TOOLING.
AND THAT MEANS YOU NEED EFFICIENT
DELIVERY.
SCENE 67
NARRATION
LEE BLAKE CAGE AREA
ANOTHER EFFECTIVE METHOD IS A TOOLING

SUPERMARKET TO DECENTRALIZE TOOLS AND
MAKE THEM EASY TO LOCATE AND RETURN.
SCENE 68
DIS TO: 040414
[ALTERNATIVE SHOTS IF YOU NEED
THEM - DIS TO: 040334 Shows Kim
DeForest in front of tooling
cabinet.
DIS TO: 040108 040125 Shows
worker coming to cabinet, getting
KIM DEFOREST 04:04:14 04:04:30

A lot of these assembly tools were in
various locations, and you didnt know
where they were located.
Weve since
17

a tool.
DIS TO: 040129 040211 Shows
open drawer, then closed
drawers.]
taken central storage and put them in

numerical order, and identified all the
tools, in individual locations in the
drawers so theres easier access.
SCENE 70
NARRATION
072529-072545 Shot of tool box up

close at Classic.
072656 Shelves of blue job boxes
at Classic.
ANOTHER DESIGN STRATEGY IS TO MAKE JOB
SCENE 71
INTERVIEW
DIS TO: 072158 Wes at job box,

explaining it.
Wes Shaw 07:21:58 - ?
DIS TO: 072655 072711 Shot of

designated area for boxes.
prepare for special tooling.
BOXES OR KITS OF TOOLING.
What we have here is a job box that we

We keep
these in a designated area so that the

next time the job comes up we can pull
it off the shelf and hopefully have
most of the tooling for the job.
SCENE 72
ELT3 03.38/51
NARRATION
BUT PERHAPS THE LARGEST DESIGN ISSUE IS
THE TOOL ROOM OR TOOL CRIB LAYOUT AND
LOCATION.
020230 Shows Tom Jackson

bringing cart through aisle,
taking tooling off shelf, putting
on cart.
EACH PLANT HAS TO DECIDE WHETHER IT

NEEDS A TOOL CRIB AT ALL, AND IF SO
WHERE IT SHOULD BE LOCATED, AND HOW IT
SHOULD BE LAID OUT.
IF YOU DECIDE TO HAVE A TOOL CRIB, THE
RULE FOR ITS LAYOUT SHOULD BE EASY
ACCESS AND EASY USE.
18
SCENE 73
NARRATION
PRODUCTION BOARD AT LEE BLAKE
NEW STANDARDS AND REDESIGN WONT WORK

WITHOUT CONTINUED, LONG-TERM CONTROL.
AND THATS THE PURPOSE OF VISUAL
CONTROLS.
SCENE 74
QUALITY BOARD
NARRATION
VISUAL CONTROL FOR TOOLING IS USED TO
COMMUNICATE HOW A JOB IS DONE, WHEN A
TOOL IS NEEDED, WHERE TO STORE TOOLING,
EVEN WHERE ON A MACHINE THAT TOOLING
BELONGS.
MARO
11.13.12/30
TIME WASTED LOOKING FOR TOOLS, TOOLING,

OR INFORMATION CAN BE ELIMINATED WITH
EFFECTIVE VISUAL CONTROLS.
SCENE 75
NARRATION
SIGN ABOUT FLAG AT LEE BLAKE
VISUAL CONTROLS BEGIN WITH LINES,

LABELS, AND SIGNS.
SCENE 76
NARRATION
DIS TO:
Classic Turning parking
space for cart.
THE SIGN MAKES IT CLEAR WHERE TOOLS
SCENE 77
NARRATION
DIS TO: 090110 Sign of blue Cell

F hanging
COLOR-CODING IS ANOTHER EFFECTIVE
SCENE 78
NARRATION
DIS TO: 090033 Close-up shot of

Rack B
AT THE TOOL CRIB THERE ARE RACKS TO
ARE TO BE DELIVERED.
VISUAL CONTROL.
19

MATCH EACH CELL.
SCENE 80
NARRATION
LIGHT AT EATON BY CNC UNIT
ANOTHER TYPE OF VISUAL CONTROL IS AN

ANDON OR SIGNAL SYSTEM.
SCENE 82
NARRATION
Kanban Card AT LEE BLAKE
BUT PERHAPS THE MOST POWERFUL TOOLING

FOR VISUAL CONTROL IS KANBAN.
SCENE 83
NARRATION
WITH PERISHABLE TOOLS, KANBAN KEEPS
DIS TO: 041815 - 041829 Shows Tom

Walnick showing kanban card and
bins they are dropped in and
drawers they are used in.
TOOLING LEVELS AT STANDARD MINIMUM AND

MAXIMUM LEVELS BECAUSE IT PROVIDES AN
EASY METHOD TO REORDER WHEN TOOLS REACH
MINIMUM LEVELS.
DIS TO: 041836 - 041856 Shows

opening of drawer of new system,
with card in drawer.
WITH NON-PERISHABLE TOOLS, KANBAN CARDS

ARE USED TO RUN AN IN-HOUSE PULL SYSTEM
FOR TOOLING REPAIR AND MAINTENANCE.
SCENE 89
NARRATION
ORGANIZED LEAN TOOLING
YOURE NOW ABOUT READY TO WRAP UP YOUR

LEAN TOOLING PROJECT AND MAKE SURE YOU
SHOW MACHINE CUTTING METAL
CAN MAINTAIN YOUR GAINS.
AND THATS
THE PURPOSE OF PHASE FIVE.

SCENE 90
Sub-title: Phase 5: Stabilize
Tooling
SCENE 91
NARRATION
Phase 5: Stabilize Tooling

- Quarterly Audits
IN PHASE FIVE, LEAN TOOLING IS NO
20

- Continuous Improvement
LONGER A PROJECT.
IT BECOMES PART OF
EVERYDAY WORK.
EATON CELL WORKING
SO, TO ENSURE THAT YOU MAINTAIN YOUR

LEAN TOOLING FOCUS AND STANDARDS, YOU
TILT OF ORGANIZED TOOLING AT

EATON
SHOULD PERFORM QUARTERLY AUDITS AND

CONTINUE TO WORK ON WAYS TO ELIMINATE
WASTE IN TOOLS AND TOOLING.
SCENE 92
Sub-title: Keys for Success
SCENE 93
NARRATION
EVERY COMPANY IS UNIQUE.
WIDE SHOT OF CLASSIC FACTORY
HOWEVER,
REGARDLESS OF YOUR SIZE, TYPE OF

PRODUCT, OR TOOLING, THERE ARE FOUR
LEAN TOOLING KEYS THAT REMAIN CONSTANT.
SCENE 94
NARRATION
WRITING ON CLIP BOARD
THE FIRST KEY IS MEASUREMENT.
TEXT: MEASUREMENT
SURE YOU CHOOSE YOUR MEASUREMENT
MAKE
CAREFULLY, CONTINUE TO MEASURE, AND

POST THE RESULTS FOR EVERYONE TO SEE.
MEASUREMENT BRINGS FOCUS.
SCENE 95
NARRATION
Text: NO-BLAME ENVIRONMENT
THE SECOND KEY IS A NO-BLAME
TWO PEOPLE LOOKING FOR TOOLS AT

CLASSIC WES AND OTHER GUY
ENVIRONMENT.
REMEMBER THAT IT IS THE
SYSTEM THAT IS AT FAULT NOT THE

PEOPLE. A NO-BLAME ENVIRONMENT BRINGS
21

PARTICIPATION, ENERGY, AND BUY-IN.
SCENE 96
TOOL BOARD WITH SHADOWS FOR TOOLS
NARRATION
THE THIRD KEY IS THE 5S SYSTEM.
THE 5S
IS A WAY OF THINKING.
THE 5S SYSTEM BRINGS LEAN THINKING TO
THE SHOP FLOOR EVERY DAY.
SCENE 97
PEOPLE TALKING
ELT1
00.17.46 TO 01.17.59
NARRATION
AND THE FOURTH KEY, THE ONE THAT TIES
IT ALL TOGETHER, IS TEAMWORK.
TEAMWORK BRINGS ALL THE NECESSARY
KNOWLEDGE AND SKILLS TOGETHER.
SCENE 98
SCOTT BROKIE 08:06:17 08:06:36

You have to set a focus, you have to
try it, you have to put a goal out
there to try it.
We just wouldnt go
back.
CREDITS
22

Dv03pub40 Script

Cargado por

Información del documento

Derechos de autor

Formatos disponibles

Compartir este documento

Compartir o incrustar documentos

Opciones para compartir

¿Le pareció útil este documento?

¿Este contenido es inapropiado?

Copyright:

Formatos disponibles

Dv03pub40 Script

Cargado por

Copyright:

Formatos disponibles

Copyright 2002 Society of Manufacturing Engineers

Introduction to Lean Tooling

MUSIC UP AND UNDER

Series opening title

MANUFACTURING INSIGHTS, MANUFACTURING

Program title: Introduction to

THIS PROGRAM IS AN INTRODUCTION TO LEAN

SCENE 5a Wide shot cell

SCENE 5b parts on rack

Waiting for machines in classic

THE BASIC THINKING BEHIND LEAN

Copyright 2002 Society of Manufacturing Engineers

MUCH OF THIS WASTE IS CAUSED BY THE

GRAPHIC: The 7 Deadly Wastes

LEAN MANUFACTURING DEFINES SEVEN WASTES

Possible DIS TO: 041408 041432

have through-put, you dont want people

Copyright 2002 Society of Manufacturing Engineers

When you go to use it its

ready to go so you minimize scrap.

can satisfy the customer.

The second goal is to have any

LEAN TOOLING HAS 2 PRIMARY GOALS.

Phase 1: Prepare the Project

TOOLING IS BY FOLLOWING A FIVE PHASE

Phase 2: Study the Problem

Copyright 2002 Society of Manufacturing Engineers

Phase 3: Apply the 5S System

TOOLING PROBLEMS DIRECTLY, YOU MUST

Phase 4: Standardize Tooling

IN PHASE 4, YOU WILL STANDARDIZE

SMALL BOX OF TOOLS AT LEE BLAKE

TOOLING ACTIVITIES AT THE POINT OF USE

CREATE NEW DESIGNS FOR TOOL STORAGE AND

MANAGEMENT, AND IMPLEMENT VISUAL

Phase 5: Stabilize Tooling

A PLAN TO STABILIZE TOOLING AND SUSTAIN

Phase I: Prepare the Project

Copyright 2002 Society of Manufacturing Engineers

THREE ACTIVITIES OCCUR IN PHASE ONE.

SHOW Management Commitment

THE LEAN TOOLING WORKBOOK HAS A LIST OF

WIPE ON FILLED IN VALUES

THE BEST WAY TO USE THIS LIST IS TO

TO GET STARTED WITH LEAN TOOLING, IT IS

Copyright 2002 Society of Manufacturing Engineers

EACH AREA SHOULD HAVE AN ASSIGNED

THESE IMPROVEMENTS. BUT TO BE TOTALLY

WS CELL AT LEE BLAKE

AS AN EXAMPLE, THIS PLANT CHOSE TO

TOOL CRIB AT LEE BLAKE

THEN IT MOVED THE TOOL CAGE TO THE

KANBAN CARDS AT LEE BLAKE

LAYOUT, AND STARTED A KANBAN SYSTEM TO

QUALITY GAGE AREA AT LEE BLAKE

STEP WAS TO ORGANIZE THE QUALITY

WELL-PLANNED CHANGES ALLOWED THIS

PAN OF CELL AREA AT LEE BLAKE

INVESTMENT, AND CONVINCED SKEPTICAL

PEOPLE TALKING AT CLASSIC

TEAMWORK IS CRUCIAL TO MAKING LEAN

Copyright 2002 Society of Manufacturing Engineers

LEAN TOOLING TEAMS MUST INCLUDE THE

TEAM MEMBERS MUST HAVE THE PROPER