Download IENG 451 Lecture 17: Stability

IENG 451 - Lecture 17
Stability:
Visual Management and 5S
7/5/2017
IENG 451 Operational Strategies
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House of Lean
CUSTOMER FOCUS:
Highest Quality, Lowest Cost, Shortest Lead Time
by continually eliminating Muda
JUST IN TIME
INVOLVEMENT:
JIDOKA
Flexible, motivated
team members
continually seeking
a better way
(Intelligent HumanMachine Systems)
STANDARDIZATION
STABILITY
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House of Lean
CUSTOMER FOCUS
Hoshin Planning, Takt, Heijunka
Involvement, Lean Design, A3 Thinking
JUST IN TIME
 Flow
 Heijunka
 Takt Time
 Pull System
 Kanban
 Visual Order (5S)
 Robust Process
 Involvement
Standardized Work
Kanban, A3 Thinking
INVOLVEMENT
JIDOKA
Standardized Work
5S
TPM
Kaizen Teams
Suggestions
Safety Activities
Hoshin Planning
 Poke Yoke
 Zone Control
 Visual Order (5S)
 Problem Solving
 Abnormality
STANDARDIZATION
Standardized Work, 5S, TPM
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Control
 Separate Human
& Machine Work
 Involvement
STABILITY
Visual Order (5S)
Hoshin Planning
Jidoka, Heijunka, Kanban
IENG 451 Operational Strategies
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Eliminating Waste in Lean Systems

Focus on VALUE:
What the customer would be willing to pay for – if they knew we did it
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Value-Added – actual work of transforming the product or
providing the service
Auxiliary Work – (BNVA) – supports the work being done or
required for regulatory purposes
Non-Value-Added – if you stopped doing it, there would be no
adverse effect on the product or service
Japanese terms for waste:
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Mura – unevenness
Muri – difficult to do
Muda – wasted effort
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Stability Helps Eliminate Waste in
Lean Systems

Stability addresses Mura (Unevenness or fluctuation in work):
Unevenness requires extra efforts to adjust and return to a predictable
pattern of practice
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Visual Management – Standards and Status of the process is
visually apparent
5S – Organizes and Maintains the process
and to be discussed later, also:
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TPM – Total Productive Maintenance
Jidoka – intelligent man-machine systems
Heijunka – workload leveling
Kanban – single piece flow
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Visual Management

Visual Management systems are:
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Self-Explanatory – anyone needs little or no text to understand what
is desired and what is amiss
Self-Ordering – anyone can quickly tell what is in the wrong place
and what is missing
Self-Improving – workers can quickly see where (and sometimes
what) needs to be done to improve performance of the system
Ex.: A pair of lines above the pallets in the warehouse showing
 the maximum inventory level, and
 the re-order inventory level

Sometimes, we are our own worst enemy!
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Ex.: MRP / ERP systems could be graphic, but as typically implemented, they
usually require an analyst to interpret the (reams of) reports.
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Visual Management

The Visual Management Triangle:
Seeing as a Group
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Production Status
Inventory Levels
Machine Availability
Knowing as a Group
Acting as a Group
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Delivery Commitments
Goals & Schedules
Processing Rules
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Consensus on Methods
Involvement in
improvement
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Visual Standards
GO
All pins straight
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NO
Some pins bent
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Visual Standards
GO
No gaps in adhesive
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NO
Adhesive is missing
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Visual Standards
GO
No stray coil wire
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NO
Coil wire is loose
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Visual Management

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Four Levels:
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Level 1: Tells Only – ex.: A stop sign
Level 2: Attention Getting Change – ex.: A stop light
Level 3: Organizes Behaviour – ex.: Rumble strips
Level 4: Defect is Impossible – ex.: A crossing barrier
Imagine a surgical operating room …
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How do we prevent unauthorized personnel from entering the room?
How do we encourage staff to wash their hands?
How do we know if all the tools are accounted for?
How do we help the surgeon perform the operation in the right order?
How do we make sure the room is sterile?
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5S

Deceptively simple – enormously powerful:
• Sort
• Set in order
• Shine and inspect
• Standardize
• Sustain

These tools not only affect the cleanliness and organization of
the workplace – they also improve the attitude of our work team!
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5S
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Describing the 5Ss:
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Sort –
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Just-In-Case Management
Red Tagging
Set in order –
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Rationalize Locations
Color-Coding
Shine and inspect –
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What to clean and How
Who will clean and How clean is clean
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5S
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Standardize –
Ex.: Shadow Board
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What (tools) should be there
What (tools) currently are there
Who has the tools
When will the tools be returned
Ex.: Production Board
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What to make
How many to make
When the products will be due
Sustain –
Perseverance is all
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5S Report Boards
5S Training
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Questions & Issues
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