5S Implementation

Experience

Structure of Presentation
1.0 Purpose of 5S implementation 2.0 Unique aspects of 5S 2.1 See-through Layout 2.2 Identified location 2.3 Material at eye level 2.4 Improved visibility 2.5 Material handling system 2.6 Lean Flow 2.7 Improved environment for 5S 3.0 Sustaining of 5S 3.1 Daily work management 3.2 My machine My line campaign 3.3 Operator training 3.4 TPM Implementation 3.5 Fixed point photography 4.0 Results

1.0 Purpose of 5S implementation

To create a delightful work place that is safe and make the employees relish working in such environment

Also to find non conformities and abnormalities, that could have their impact on product quality and productivity.

2.0 Unique aspects of 5S

.1 See through Layout & Visual factory

.2 Identified location for parts and material

.3 Material at Eye level No High rack storage system No pallets No fork lift for material transfer

.4 Improved visibility Valve seat position

Valve position

.4 Improved visibility - Continued Follower position Follower in Top position Follower in Bottom position

Top

Bottom

2.5 Material Handling system

All material on wheels No fork lift in side the shop floor No pallets Trolley design Crates with identification Blue In-house machining Yellow Casting Grey - Supplier parts

2.6 Lean Flow

Month/weekly/daily plan Production Control Supplier
Supplier SCL-Foundry

Monthly/Weekly Fax Marketing Monthly schedule

Daily Customer

r de Or ily Da

Milk run

4X Daily

Introduce electronic trigger Card between SCL and Foundry

Takt time 60 Sec.

Demand/month 25500 1020 nos /day 1X daily

Deburr removed UB m/c 1 C/T=85s FIFO CO=900 Uptime=85.4% I 2 shifts 72 LB m/c 1 C/T=87s CO=900 Uptime=85% 2 shifts

Heijunka card Fixed loading pattern

OX OX

Inspection stores I 72

Leak check FIFO & deburr 1 I 128

Plating 2(shared)

FIFO

Ultrasonic Cleaning FIFO 1 C/T=14s CO=0 Uptime=100% 2 shifts Auto unload

Assembly 10 I 60

Shipping Packing 1(shared) C/T=240s CO=0 Uptime=100% 2 shifts

I 125 C/T=300s CO=0 Uptime=100% 2 shifts

C/T=300s CO=0 Uptime=100% 2 shifts

C/T=45s CO=0 Uptime=100% 2 shifts

I 54 C/T=60s CO=0 Uptime=95% 2 shifts

Operator rebalance In assy area Value added Time Production lead time = 9929s 40223s

Operator rebalance In machining area

Process Ratio

= 24.6

Date - 20.09.2004
.07 day 300s 902s .07 day 164s 0.125 day 8100s 0.12 day 130s 0.052 days 633s 0.058 days 240s

2.6.1 Controlled inventory through pull system

Supplier Purchase Stores Production Units SWH
Order Order

Marketing Customer

Schedule

MRP

MRP

Generate MRP

Produce

Resource planning

Machine shop

Assembly

Produce

Produce

kanban

WIP Transfer

.6.2 Spiderman replenishment

Paced withdrawal of finished goods Material feeding based on Pull

Pitch 2 hrs SWH

Machine shop Assembly shop
Spiderman 1 Spiderman 2 Spiderman 3 Spiderman 4

` Stores

2.7 Improved Environment for 5S

2.7.1 Environmental Parameters :

Sl no Environmental Parameter 1 Noise Std
<= 85 dB ISO Class 9 5 Micron 7000 / ft
3

Target Phase 1
<= 85dB ISO Class 9 5 Micron 7000 / ft
3

Phase 2
<= 75 dB ISO Class 8 5 Micron 700 / ft
3

Dust

Lighting

Lux Level: 300 - 500

Lux Level: 300 - 500

Lux Level: 300 - 500

Temperature

Ambient - 2' C

Ambient - 2' C

Ambient - 2' C

2.7.2 Environmental improvements :

Sl no Parameter v v 1 Noise v Methodology Mapping the existing dB level Identify Noise developing area Identify source to reduce noise level. Dust level monitoring using Air borne hand hand held particle counter inside the assembly room Uniform distribution of lighting in work area
120

Phase I Result
106 85
80 80 120

Phase II Target

85

75

40

40

0 Before After

0 Existing Proposed

Achieved ISO CLASS 9 5 Micron particle 7000/ cu. ft

ISO CLASS 8 5 Micron particle 700/ cu. ft

Dust

v 3 Lighting

Achieved Lux Level Achieved: 380 Lux Level Planned: 450

Maintaining at 4 Temperature Ambient 2 C

2.7.3 Noise level Mapping :

NOISE LEVEL MAPPING- AFTER
Measured on 03/06/2005

83 dB 82 84 dB

82 dB 85 dB

79 dB

83 dB

65 dB

75 dB

76 dB 80 dB 83 dB 81 dB 85 dB 81 dB

83 dB

83 dB

76 dB

< 80 dB

84 dB

85 dB

84 dB

81- 85 d > 85 dB

3.0 Sustaining 5S

3.1 Daily work management

Sustaining through daily,weekly,monthly,half yearly & yearly checks

Weekly check

Weekly Check Windows glass Cleaning

Monthly check

Monthly Check Cobwebs removal

3.2 My machine - My line campaign

My machine - Operator ownership improved My line Supervisor ownership improved

3.3 Training of operator

3.3.1 Skill development triangle

Develop business sense

Kaizen
Capability to identify what is normal and what is abnormal

Operator skill level development

3.3.2 Training of operator on abnormality findings :

3.3.3 Kaizens for 5S improvement :

Before Kaizens implemented
Dust bin and Scrap bin are kept on stand

Improvement
Floor cleaning improved

ust bin and Scrap bin are kept on oor

DUST BIN

DUST BIN

SCRAP BIN

SCRAP BIN

3.3.4 Kaizens for 5S improvement:

Before Kaizens implemented Improvement

Portable compressor to build air for testing Difficult to clean

Booster provided to build air for testing

Easy to clean Easy to maintain Space productivity improved

3.4 TPM Implementation :

3.4.1 Fugai Operator wise monitoring

Classification of Fugai tags

Target : 30 / Employee Month : Oct 2005

Total Fugai Red Fugai White Fugai

30
26

Plan
19 19 17 12 13 10 20 16 18 13

Nos of Fugai s

20

10

7 4 2 4 5

7 3

0
Se nth ur va sa n Sr ini va sa n Sa thy am ur thy D an iel Pa ra sm al So un dr am ur ug es an

Employees

3.4 TPM Implementation - Continued

3.4.2 Kaizen
2400

Plan
2000 1735 1765 1829 1859 1894

No of Kaizens

1600

1200

800

400

0
Cum. Actual Cum Kaizens Cum Kaizens Cum. Plan

2000 01 20 237

2001 - 2002 02 03 28 582 32 974

2003 - 2004 04 05 31 1341 30 1701

A 34 1735 1733

M 30 1765 1766

J 64 1829 1799

J 30 1859 1833

A 35 1894 1866

1900

1934

1967

2000

2033

2066

2100

3.4 TPM Implementation - Continued

3.4.3 Step 3 m/c status : 153 / 265 machines are in Step 3
300 250 200

265

153
150 100 50 0

112

Overall Step- 3 Step- 2

Step 3 machine plan in Line 04
25
No. of machines
O71301 O61506

20
071401 061204 O71602 071701

15 10 5 0 J J A
2005

3.4 TPM Implementation - Continued

3.4.4 Daily Checking - CLIA ( Cleaning,Lubrication,Inspection & Adjustment )

Operator Daily CLIA Check sheet

3.5 Fixed Point photography

Continuos improvement by identifying & correcting abnormalit Location selected based on effort required

4.0 Results

1.Employee morale improvement mprovement suggestions

100% participation in Suggestion scheme by all the employees for the past five years Number of suggestions per person per year has increased by 18 times in the past eight years
40 Number of suggestions per person per year

38

38

38

38.5

41

Plan
30

26

20

17

Better

10

6 2

0 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06

2. Employee morale improvement Quality control circle (QCC) projects

100% participation in QCC by all the employees for the past five years Number of projects per circle per year has increased by 60% in the past eight years
Plan

4 3.1 2.62 1.92 2 2.24 3.1

Number of projects per circle

3.5 3 2.5 2 1.5 1 0.5 0 97-98 98-99 99-00 00-01

3.1

3.1

Bette

01-02

02-03

03-04

04-05

05-06

3. Employee morale improvement Safe working environment

No accidents reported for the past five years

4.Employee morale improvement Employee satisfaction Index

Overall GWA (Gallup workplace audit) score
I feel Im working for a good company(98%)

Am happy with my job(88%) Will recommend as a good place to work(87%)

93%

GWA score is the best worldwide

US manufacturing averages US manufacturing best seen India manufacturing average India manufacturing best seen ABC division 93

88 92 85 89

Reflection of employee pride