AMC 5S Workshop

September 9th, 2009

Ian Marshall Lean Champion Canadian Manufacturers & Exporters

Lean Strategy
Lean Strategy binds
Lean Leadership

Lean Strategy
Lean Tools & Methods Lean Culture & Philosophy

Ian Marshall Canadian Manufacturers & Exporters

Lean in Perspective

Lean is NOT: New it is over 90 years old and more A tool or buzz word dont let it become one Lean IS: An overarching way of thinking Philosophy/Mindset bent on Driving out waste Everywhere as you increase Customer value!

David Hogg High Performance Solutions

Information and Material Flow

Information Supplier Material Customer

Ian Marshall Canadian Manufacturers & Exporters

Lean = flow

Think of the rocks and boulders as waste because they slow down the water flow. Lean is focused on eliminating these barriers so that the water (information or materials) can flow smoothly without interruptions.

Lean Sensei International

The 5 Principles of Lean Thinking

1. The only perception of Value that matters is the perception held by the customer 2. Map the Value Stream keep it simple & involve those who work the process help them to see 3. Think flow make everything flow without interruption stoppages collect cost, errors & waste 4. Let your Customer Pull from you what they need when they need it 5. Perfection - pursue perfection not competitors
Jim Womack - Lean Thinking

David Hogg High Performance Solutions

The 7 Wastes
Defect

Overproduction Unnecessary Inventory

Waiting

Inappropriate processing

Unnecessary Motion

Transportation
Lean Sensei International

The 7 Wastes
It is not how much your company makes that matters, but how much your company keeps!

Lean Sensei International

How Lean Thinkers Think

Quote

Lead Time

Cash

Thinking Lean begins by focusing on these spaces

Green: Value Adding time (cutting, turning, bending, changing etc.)

Adding Value

Adding Cost (Opportunity or waste)

Red: Non-Value Adding Process time (waiting, moving, counting, queuing)

More than 95% of total lead time is usually Non-Value Adding time [SME]
[Of remaining 5% ~ 2.5% is NVA but necessary ~ Hence 2.5 is VA]
David Hogg High Performance Solutions

Process Mapping

Wherever there is a customer, there is always a value stream your challenge is to see it.
Jim Womack - Lean Thinking Ian Marshall Canadian Manufacturers & Exporters

5S Methodology

David Hogg High Performance Solutions

Henry Ford on Standards

To standardize a method is to choose out of the many methods the best one, and use it. Standardization means nothing unless it means standardizing upward. Todays standardization, instead of being a barricade against improvement, is the necessary foundation on which tomorrows improvement will be based. If you think of standardization as the best that you know today, but which is to be improved tomorrow - you get somewhere. But if you think of standards as confining, then progress stops.
Henry Ford - Today & Tomorrow 1924

David Hogg High Performance Solutions

Standard Operating Procedure

Lean Sensei International

Toyota Production System

Best Quality - Lowest Cost - Shortest Lead Time
Through shortening the Production Flow by Eliminating Waste

Just in Time
The right part at the right time in the right amount
Continuous Flow Pull System Level Production (Heijunka)

Jidoka
Built in Quality
Flexible, Capable, Highly Motivated People
Manual / Automatic Line Stop Labor-Machine Efficiency Error Proofing Visual Control

Standardized Work Total Productive Maintenance

Kentucky Centre for Experimental Education

Operational Stability

Robust Products & Processes Supplier Involvement

David Hogg High Performance Solutions

Advanced Manufacturing Initiative

Advanced Manufacturing Initiative

Advanced Manufacturing Initiative

Advanced Manufacturing Initiative

Advanced Manufacturing Initiative

Advanced Manufacturing Initiative

Toyota Philosophy

Average person + Standardized work environment + Challenge = Performance Excellence

Ian Marshall Canadian Manufacturers & Exporters

5S & The Visual Factory

September 9th, 2009

Ian Marshall Lean Champion Canadian Manufacturers & Exporters

5S Methodology

David Hogg High Performance Solutions

5S Definition

5S is a visually-oriented system of cleanliness, organization, and standardization designed to facilitate greater productivity, quality and safety. It provides a foundation for more responsible behaviour on the job - better work, better products, better morale.

Lean Sensei International

History

5S became part of the Japanese corporate culture (primarily automotive companies) in the mid-1950s, which understood that an orderly, structured, and clean work environment improves productivity and morale, and frees up space.

Lean Sensei International

5S Definition
The 5S Japanese English

First

Seiri Seiton Seiso Seiketsu Shitsuke

Tidy Orderly Clean Standardize Discipline

Second S Third S

Fourth S Fifth S

Lean Sensei International

The Visual Factory

Ian Marshall Canadian Manufacturers & Exporters

The Visual Factory

Ian Marshall Canadian Manufacturers & Exporters

The Visual Factory

Ian Marshall Canadian Manufacturers & Exporters

The Visual Factory

Ian Marshall Canadian Manufacturers & Exporters

The Visual Factory

Ian Marshall Canadian Manufacturers & Exporters

The Visual Factory

Ian Marshall Canadian Manufacturers & Exporters

The Visual Factory

Ian Marshall Canadian Manufacturers & Exporters

Resources

www.daretocompete.ca www.qnet.mb.ca www.itc.mb.ca www.lean.org www.sme.org www.kaizen.com www.productivitypress.com www.gbmp.org

Ian Marshall Canadian Manufacturers & Exporters

Advanced Manufacturing Initiative

Managed by Canadian Manufacturers & Exporters (CME) and jointly funded by industry and the federal and Manitoba governments Overall goal to help Manitoba manufacturers increase productivity Support in the form of:
Best Practice Tours Education and Training programs Consortiums Hands-on Consultancy services

Call (204) 949-1454:

Ian Marshall Lean Champion Debbie Leiter HR Champion Connie van Rosmalen Consortium Coordinator
Ian Marshall Canadian Manufacturers & Exporters

Lean Certification

Lean Certificate Program Level 1 (Yellow Belt): 7 days / 6 weeks Lean 101, 5S, VSM, Standard Work, Lean Implementation, 2-day Simulation Lean Certificate Program Level 2 (Green Belt): 14 days / 10 weeks / 3 modules Learning by Doing facilitation and coaching skills, Lean Philosophy & Tools, 5S, Cycle Time Reduction and Office Kaizen Blitz
Ian Marshall Canadian Manufacturers & Exporters