2. Lean-Visual Management
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1
Visual Management
Visual management is a set of techniques that 1) Expose waste so you can eliminate it and prevent it from
recurring in the future,
2) Make your company’s operation standards known to all employees so they can easily follow them, and
3) Improve workplace efficiency through organization.
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V M Steps
C o n tro llin g a ll you r w orkp lace p ro ce sse s by e xpo s in g a n d s to p p in g e rro rs-a n d p re ven ting th e m in th e fu tu re
E n surin g th a t a ll yo u r re q u ire d w o rk s ta nd a rds a nd re la ted in fo rm a tio n a re d isp la ye d in th e w o rkp la ce
O rg an iz ing you r w orkp lace by u sin g a m eth o d kn o w n a s th e 5 S 's(so rt, sh in e , se t in o rde r, s ta nd a rd ize , a n d su sta in )
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V M –What it does
Improve the "first-time-through" quality of your products or services by creating an environment that:Prevents most errors and defects before they occur. Detects the errors and defects that do occur and enables rapid response and CA. Establishes and maintains standards for zero errors, defects, and waste.
Improve workplace safety and employee health by: Removing hazards. Improving communication by sharing information openly Creating compliance with all work standards, reporting deviations, and
responding quickly to problems.
Improve the overall efficiency of your workplace and equipment, enabling your organization to meet customer expectations.
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V M –Areas to focus
You can effectively gain control over your company's manufacturing or business processes by focusing on the following areas
Value-added activities (Work process and methods of operation)
Information sharing
Source, in-process and outgoing inspections
Material quantities and flow (Storage, inventory and supplies)
Health and safety
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V M –Start activities
M a ke su re th a t a ll e m p lo yee s un d ers ta nd a nd fo llo w yo u r co m p a ny's sa fe ty re gu la tio n s a n d p roce du re s a s th ey m ake ch an g es
A rran g e fo r ta g s, c lea n ing m ate ria ls , pa in t, la be ls , m a rk in g ta pe , a nd s ig n m a te ria ls.
C re a te s to ra g e ("re d ta g ") a rea s fo r h o ld in g m a te ria ls yo u w ill rem o ve
T ra in a ll in vo lved e m p loye es a bo u t th e v isua l m a n ag e m e nt te ch n iq u es
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Steps for – 5S-SORT
Goal is to keep w hat is needed and remove everything else
A fte r f ive da ys , m ove a n y ite m tha t yo u h a ve n 't n e ed e d to a ce n tra l re d -ta g s to ra g e a rea fo r an o th e r 3 0 d a ysU se a lo gb o o k to tra ck w h a t yo u d o w ith a ll re d -ta g ite m s
T ie red tag s to a ll th e ite m s yo u re m ove fro m yo u r w o rk a re a . P lace th e item s in a te m po ra ry"re d -ta g s to rag e " a re a fo r f ive d a ys
D e c id e ho w yo u w ill p re ve n t th e a ccu m ula tion o f u n ne ce ssa ry ite m s in th e fu tu re
F in d a no th er s to rag e a re a fo r a ll su pp lies tha t yo u ne e d b u t d o n o t u se e ve ry d ay
R e d uce th e nu m be r o f ite m s in yo ur im m e d ia te w o rk a rea to ju s t w h a t yo u a c tua lly n e ed
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Categorising things being used and not used
•Sufficient functions, Sufficient period, Sufficient amount
•Insufficient functions, insufficient period, insufficient amount
•Prefer not to use•Seems unnecessary
Things
Can be Used
Cannot be used
Unlikely to be used
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Inventory organisation system
Cannot be used orUnlikely to be used
Inventory items
Can be used
Rarelyused
Occasionally used
Often Used
Use frequency Description Organisation
Method
• Defective goods and dead inventory that will not be used
•Used twice a year
• Used once every one or to months
• Used every hour or every day
•Discard
• Remove from factory and store else-where
• Store near Operation Where used
• Keep close at hand at all times
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Sorting Criteria Chart
Frequency of use ActionNever(unneeded) Throw away
Once a year Place in Storage<one month Store in factory/officeOnce a week Store in general work area
Once a day or more Carry or keep at workstation
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Red Tag Information
ItemNameQuantityIDValueDate tagged with reasonDept., Shift, OperatorDisposal methodRed-tag holding area log-in dateHolding area removal-disposal date
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Steps for – 5S-SHINE
C le a n yo ur w o rkp la ce b y e lim ina tin g a ll fo rm s o f co n ta m ina tio n ,in c lud in g d irt, d u st, f lu id s , a n d o the r de b ris
S h ine you r ad m in is tra tio n , sa le s , pu rch a s in g , accou n ting , an d en g ine e rin g a re as a s w e ll
K e ep in g e qu ip m e nt c lea n an d "sh in y" sh ou ld b e a p art o f yo ur m a in te n an ce p roce ssT e a ch the co n cep ts o f " c le an ing a s in spe c tio n " a n d "e lim ina tin g sou rces o f co n ta m in a tio n ."
C le an in g is a lso a go o d t im e to in spe c t yo ur e qu ip m e ntto loo k fo r ab n orm a l w ea r o r con d it io n s th a t m igh t le a d to eq u ipm en t fa ilu re
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Cleanliness steps
Step 1: Determine cleanliness targets.
Step 2: Determine cleanliness assignments.
Step 3: Determine cleanliness methods.
Step 4: Prepare cleanliness tools.
Step 5: Implement cleanliness.
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Methods for cleanliness maintenance
Cleanliness Maintenance
Discovery of abnormality or slight defect
Instant Maintenance Requested Maintenance
•The operator immediately restore or improves upon the abnormality or slight defect.
•If unable to immediately restore or improve upon the abnormality or slight defect, the operator requests help from the maintenance department.
Cleanliness Maintenance
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Steps for – 5S-SET IN ORDER
You evaluate and im prove the effic iency of your current workflow,the steps and m otions em ployees take to perform their work tasks
P o s t th e d ra w in g o f the n ew w orkp la ce la yo u t in yo u r a rea
M a ke a p la n fo r re loca tin g ite m s tha t ne e d to b e m o ve d so you ca n m a ke you r ne w ,e ff ic ien t w orksp ace a re a lity
D ra w a m a p o f a m o re e ff ic ien t w o rkspa ce ,sh ow in g the rea rran g em en t o f e ve ry ite m tha t ne e ds to b e m oved
U se th e m a p to ide n tify w a s ted m o tio n o r co n ge s tio n ca u sed by e xce ssive d is tan cestra ve lle d , u nn e cessary m o vem e nt, an d im p rop e r p la ce m en t o f too ls an d m a teria ls
C re a te a m a p o f yo u r w o rksp a ce tha t sho w s w h ere a ll thee q u ip m en t an d to o ls a re cu rre n tly lo ca ted
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SET IN ORDER – Work Sheet
Item to relocate Old location Proposed location Appd. By Responsibility Time Status
Date: Dept: Prepared by:
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Stages in development of orderlinessfor jigs and tools
Stage 0: No sense of Orderliness.
(The workplace is in complete disorder.)
Stage 1: Easy-to-understand Orderliness..
(Jigs and tools are kept in groups..)
Stage 3: Orderliness so simple that workers can maintain it with their eyes closed.. (We know it by heart.)
Stage 4: “Just let go” Orderliness.
(We do don’t even have to return it.)
Stage 5: Orderliness eliminates some jigs and tools
(We no longer need them.)
Stage 2: Easy-to-confirm Orderliness..
(Visual confirmation of where to return jigs and tools.)
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5S-Standardize
Make sure that team m embers from every w ork area follow the sort, shine, and set-in-order steps
M a ke you r sta nd a rds a re kn o w n to e veryon e so tha t an yth in g o u t o f p la ce o rn o t in co m p lia nce w ith you r p roce d ure w ill b e im m ed ia te ly n o tice d .
H a ve e veryo n e w rite d o w n the ir ide a s fo r red u c in g c lu tte r,e lim in a ting u nn e ce ssary item s , o rg an iz ing , m a k ing c le a n in g ea s ie r, e s ta b lish in g s ta nd a rd
p ro ce d u re s , an d m a k in g it e a s ie r fo r e m p lo ye e s to fo llo w th e ru le s.
S h are in fo rm a tion a m o ng tea m s so th a t th ere is n o co n fu s ion o r e rro rs re g ard ingL o ca tio ns
D e live ry, D e stin a tion s , Q ua n tit iesS ch ed u les , D o w n tim e , P roce d ure s an d s ta n da rds
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4. Seiketsu (standardisation)
Ways to prevent generating unneeded items
Because they are not needed
Why throw the items away ?
Ways to prevent back sliding in orderliness condition
Because they tend to revert to their previous level
Why 3S conditions deteriorate ?
Ways to prevent contamination
Because it becomes dirty
Why sweep the floor ?
Throw away unneeded items
Arrange things in an orderly fashion
Clean dirty place
Unneeded items are accumulating everywhere
No one know exactly where to find things
The workplace is dirty and nobody cares
Organisation Orderliness Cleanliness
No standardization
Basic level of standardization
Advanced level standardization
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Integrate 3S duties Into regular Work activities
Three salient points of visual 5S are
•Anyone should be able
•To distinguish between normal and abnormal conditions
•At a glance
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Three ways to develop unbreakable standardised cleanup.
•Unbreakable organisation
•Unbreakable orderliness
•Unbreakable cleanliness
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Prevent unwanted items from accumulating (preventive organisation)
Procure and produce
only those items which are required,
only when they are required
and in exact quantities.
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Procure and produce only what is needed, only when it is needed, and only in the amount needed.
Awareness revolution
Step 1
The 5S’s (what, where, and how many)
Step 2
Line integration
Step 3
One-piece flow
Step 4
“Pull” production (kanban)
Step 5
Production leveling
Step 6
Standard operations
Step 7
How to prevent accumulation of unwanted items
Step 6
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How to prevent things from putting back
Orderliness also implies its opposite (that is, the disorderly placement of things).
Preventive Orderliness means keeping Orderliness from “breaking down.”
Orderliness must be applied to everything – from inventory to tools and from documents to stationary supplies – to eliminate the inefficiency that results from the lack of orderly control of such items.
To achieve preventive Orderliness
1. Make it difficult to put things in the wrong place
2. Make it possible to put things in the wrong place
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Techniques to eliminate need
• Suspension
• Incorporation – means creating a smooth flow of goods or operations in which
1. Jigs, tools, and measuring instruments are smoothly integrated and
2. Such devices are used without having to be returned
• Use elimination – suspending or incorporating jigs, tools, or measuring instruments effectively eliminates the need to return them after each use.
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Techniques for achieving unbreakable orderliness
• Tool unification – combining the functions of two or more tools
into a single tool
Ex: fastener that require a screwdriver, conform to the same
kind of screwdriver, flat-tip or Phillips.
• Tools substitution – using some other tool to serve the tools
function
• Method substitution – efficiency can be improved by replacing
a method with another method
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5S-Sustain
The gains you make during the above four steps are sustained when:
T h is h e lps yo ur com p an y to m a in ta in a cyc le o f con tin uo u s im pro vem e nt
E n co u rag e a n d re co g n ize th e ach ie vem e nt o f a ll w o rk a rea s th a t a re a b leto sus ta in the ir v isua l m a n ag e m e nt e ffo rts.
R e e va lu a te yo u r w o rksp a ce u sin g th e S u s ta in E va lu a tio n F o rm
T h e w o rkp la ce is w e ll o rd ere d a n d a d h ere s to the n ew p ro ce du resa ll yo u r e m p lo ye e s h ave ag ree d up on
A ll em p lo yee s a re tra in ed an d use v isua l m a n ag e m e nt te ch n iq u es
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Sustain Evaluation Form
Y/N CommentsAre all items in the work area necessary?Have unnecessary items been red-tagged?Have red-tagged items been removed?Have all ares been cleaned?Has a cleaning schedule established?Is the location for every item in the work area defined?Is every item in its defined location?Have standards been established?Are standards posted?Have comapany-wide standards been adopted in the area?Is the evaluation being completed on a regular basis?Are all schedules, such as the cleaning schedule, being followed?
Set in order
Standardize
Sustain
Visual Management Sustain evaluationSort
Shine
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5S Introduction steps
Establish 5S promotion organization
Establish 5S promotion plan
Establish 5S campaign materials
In-house education
5S implementation
Red-tag strategy (for Organization)
Cleanliness
Signboard strategy(for Orderliness)
5S evaluation and follow-up
Discipline
Step 1
Step 2
Step 4
Step 5
Step 6
Step 3
Standardized Cleanup
Intensive Improvements