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5S and VSM
5S and VSM
5-S
Creates a clean, ordered and disciplined work
Japanese
Why 5-S
It is a foundation for Lean
Reduces waste
Less searching Decreased walking and motion Reduced downtime Fewer accidents Fewer mistakes Improved flow Better use of space Visual inventory replenishment Standardized work Total Preventive Maintenance (TPM) Setup reduction Mistake-proofing
the problem
Many companies dont understand it, or only
do the first 3.
adding value and how to do so more effectively. A paper and pencil tool to help you visualize and understand the flow of material and information as a product or customer makes its way through your system.
To learn more see: Learning to See by Rother and Shook, The Lean Enterprise Institute, 2003.
improvement Makes decisions about flow apparent Ties together lean techniques Forms the basis of an improvement plan Shows linkage between information and material flows
How to begin
Start with a single product family.
Customers only care about their specific product. Having all product flows on a single map is too complicated. Be specific how many finished part numbers in family, how much is demanded, and how often.
P R O D U C T S
A B C D E F G
value stream. Crossing organizational boundaries Need someone who reports to top manager at your site for power necessary for change
Dont
Split the task up among area managers and
hope to put it all together at the end. Map your organization, map the flow of products or customers. Start too big or too small, begin at the door to door level. Ignore the flow of information
actual process. Begin with a quick door-to-door walk. Begin with shipping and work upstream. Bring your stopwatch and do not rely on information that you do not personally obtain. Map the whole value stream yourself Always draw by hand and in pencil (no computers)
continuous flow does not extend upstream Try to send the customer schedule to only one production process Level the production mix Level the production volume Develop the ability to make every part every day (or faster) upstream of the pacemaker process.
available working time per day takt time = customer demand rate per day
Pacemaker Process
Give the pacemaker instructions to produce one pack quantity Take away one finished quantity
uptime% available time per day run time = time left for changeovers time left for changeovers number of changeovers = changeover time
directly to shipping? Where can you use continuous flow processing? Where will you need to use supermarket pull systems? At what single point in the production chain (the pacemaker process) will you schedule production? How will you level the production mix? What increment of work will you consistently release? What process improvements will be necessary to make this work?