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adidas-Salomon

Lean Development Program


Tell me, I will listen
Show me, I will understand
Help me, I will act
Teach me, I will teach others

Its all about change!

It is not the strongest who survive or


the most intelligent, but the one that
is the most responsive to change.

Charles Darwin

Lean Development Program


Continuous Improvement / Global Sourcing
Week 1

Time

Mon

8:30
10:30
10:45
12:30
1:30
5:00

Cell Design /Pull Production Concepts


Break
Standard Work Concepts
Lunch
Line Balancing, Std. Work Exercise (Lego's)
Finish Session

Tue

8:30
10:30
10:45
12:30
1:30
4:00
5:00

How to Kaisen
Break
How to Kaizen
Lunch
Daily Cell Supervision
Eroom Platform, Logistics Platform
Finish

8:30
10:30
10:45
12:30

Pull Production
Break
Kanban
Lunch

Time

Mon

8:30
10:30
10:45
12:30
1:30
5:00

S1-Stability,S2 Visual Mgmt.,S3 Visual Display


Break
S4-Visual Metrics, S5-VisualControls
Lunch
S6-The 6 S's
Finish Session

Tue

8:30
10:30
10:45
12:30
1:30
3:00
5:00

World Class Manufacturing, Value Added Activity


Break
8 Wastes
Lunch
Value Stream Management, Product Families
Exercise to Map a process
Finish

Wed

8:30
10:30
10:45
12:30
1:30
3:00
5:00

Lean Performance Measurement


Break
Measurables
Lunch
Measurables
How to use Measureables in Costing
Finish

Wed

Factory/Office Application
Break
Factory/Office Application
Lunch
Factory/Office Application
Finish/Prepare Report outs

8:30
10:30
10:45
Thur
12:30
1:30
5:00

8:30
10:30
10:45
Thur
12:30
1:30
5:00

Fri

8:30
10:30
10:45
12:30
1:30
4:30
5:00

Report Outs
Break
Report Outs
Lunch
CEDAC
Home work Assignment
Finish

Week 2

Day

Day

1:30 Linking the Supply Chain


5:00 Finish

Fri

8:30
10:30
10:45
12:30
1:30
4:00
5:00

Factory/Office Application
Break
Factory/Office Application
Lunch
Factory/Office Application
Finish/Prepare Report outs
Report Outs
Break
Report Outs
Lunch
Mistake Proofing
Graduation
Finish

Rules of Training
If there is anything you dont understand ask at
any time during the training.
All cell phones must remain off during the
training.
Respect the time of others and return to the
training at the designated time.
When in the factory environment, be aware of
safety issues and try not to disrupt the
production in areas outside the Kaizen project.
4

Section One

Creating
Creating Stability
Stability
5

Creating Stability
4Ms

Visual
Management
6S

Man / Woman
Machine
Materials
Methods

Visual Displays
Visual Metrics
Visual Controls

Sort
Set in Order
Shine
Standardize
Sustain
Safety

Foundation of Stability
Continuous Improvement
Self Directed Work Teams
Six Sigma, Lean Tools

Line Balancing,
Cell Design, JIT

TPM
Quick Change Over

Product Families,
Co-location

VSM Standard Work

Q.I.P. / RFT/Poka Yoke

VMS - Visual Display, Visual Measurement, Visual Controls


6S - Sort, Set in Order, Shine, Standardize, Sustain, Safety
4Ms - Man/Woman, Machine, Method, Materials

Maintaining Stability
Stability starts with Visual Management and 6Ss
Stability comes from involvement of the 4 Ms
A 6S foundation supports and sustains
Standardized work
Total Productive Maintenance
JIT (Just in Time) production or Development
8

Standards in the Lean System


The foundation of production or project
execution is Standards (SOP)
What is supposed to happen
The foundation of excellence is
adherence to standards.

What is a Standard?
A standard is a clear image of a desired condition.

Standards make abnormalities obvious so


that corrective action can be taken.
A good standard is simple, clear and visual.
Standards are linked to action and posted at the
point of use
10

6S and the Visual


Workplace
11

Section Two

Visual
Visual Management
Management
12

Creating a Visual Workplace


A visual workplace should be:
Self-explaining
Self-ordering
Self-improving

Out of standard situations should be


immediately obvious and employees
should be empowered to correct them
easily.
13

The Visual Workplace Vision


In a visual workplace, anyone will
know these aspects of an area,
within five minutes
Who?
What?
When?

Where?

Why?

How?

5Ws and 1 H
14

Exercise:
Your Visual Workplace Vision
How would you describe the way your factory
or office should look in terms of:

The physical environment:

Cleanliness
Inventory or decision process organization
S.O.E. compliance

Product or Process focused


Understanding the status of individual
customer orders:

Level of completion in the factory


Location in the factory

15

Visual Workplace Supports


the Eight Zeros
Zero waste
Zero customer
complaints
Zero downtime
Zero defects

Zero injuries
Zero delays
Zero loss
Zero changeovers

Why do we
want to support
these?
16

The Visual Management


System
Vi
su
al
Co
nt
ro
ls

(6)
Eliminate
defects

Can you give


examples of
these?

(5)
Stop defects
(4)
Alarms

Vi
su
al
Di
sp
lay

(3)
Build standards into the workplace

6Ss

(2)
Share standards
(1)
Share information
Workplace organization and standardization

17

Visual Management Triangle


SEEING as a Group
Production/Project Status
Adhere to Timeline
Inventory Levels
Machine Availability

KNOWING as
as aa Group
Group
Delivery Commitments
Goals and Schedules
Management Rules
SOE
SOE Requirements
Requirements

ACTING as a Group
Consensus on rules and
objectives
Involvement in
improvement activities
Adhere to Deliverables

Wall charts support the visual management triangle. They involve the team and
compel action.
18

Section Three

Visual
Visual Displays
Displays
19

Visual Systems
A group of visual devices designed to share
information at a glance.
Four Visual Systems in increasing power.
Visual indicator - tells (street signs)

Visual signal grabs attention (traffic light)

Visual control limits behavior (parking lot lines)

Guarantee allows correct response only


(gas station automatic pump shut off)

develop visual systems that talk to everyone


20

Overview: Visual Display


Definition of visual Types and
examples of visual
display
displays
Display categories
How to implement
The need for
visual display
information
Location indicators Simulation day
three

21

Definition of Visual Display


A method to visually communicate a
statement of essential information.
Examples:
SOP
SOE
Storage locations
Quality points
Equipment needs

5
Visual Control
4
Visual Metrics
3
Visual Display
2
Workplace Organization
1
Project Identification

22

Examples of Visual Display


Location indicators
and labels
Checklists
Worksheets
Flow diagrams

Signboards
Status boards
Product displays
Area maps
Process maps
Product
Calendars
23

Location Indicators
Show:
What is located where?
How many should be there?

They are the first type of


display to be implemented

24

Guidelines for Location Indicators


To indicate locations:

To set limits:

To indicate danger:

- Address signboards
- White location lines
- Labels
- Red height lines
- Yellow limit lines
- Standard container
sizes
- Red danger signs
- Black and yellow
hazard tape

25

Location Indicators

26

Office Location Indicators

Department Name or Signage


Personnel Name or Signage
Category Product identification
Escape routes
Directions posted to public areas
What else can you think off?
27

How to Implement Visual Display


Identify the categories to focus on based
on factory or office objectives - what
Identify the problems associated with
those categories - why
Identify who needs to see the display
Determine the best location - where
Develop and test the display -how
Finalize and implement the display
28

Examples of Visual Display

29

Examples of Visual Display


Production Schedule

Production Schedule

30

Line Demarcations and Color-Coding

31

Computers VS Visual Management


Computers are not for group communication,
they lack a public interface.
When computers offer expanded visibility
(graphic displays) they will play a larger role
on the factory floor.
Information must be visible, available where it is
needed, and as close to real time as possible.

32

1. Project Identification - Define the problem


Target Area: Identify area for implementation

Area Purpose/ Function: Activities, processes, operations


performed
Team Members: The improvement team

People: Who do you need to talk to?, Who are the stakeholders

Visual
Workplace
Development
Chart

Area Baseline Information:

Area Map

Checklist of
activities

Before Photos Baseline Data


(metrics)

Workplace Organization

Sort

Set in Order

Shine

Standardize

Sustain

Safety

Visual Display

Environment

Safety

Operations

Storage

Quality

Equipment

Visual Metrics

Measure- ment Audience

Tracking
Method

Display
Method

Location

Visual Controls

Environment

Operations

Storage

Quality

Safety

Equipment

2. Identify: What needs to be


controlled? (pink cards)
3. Target: Select a control target. Define
required result (pink cards)
4. Identrify Facts/Information: Be
specific, (yellow cards)

5. Ideas: a. List ideas on how to


control, b. Evaluate each idea (refer to
control levels) c. Choose most effective
idea(s) and place card below. (blue
cards)

Control Development

6. Ideas Selected for Implementation

Levels of Visual Control


(6) Eliminate

Preparations to be Completed for Implementation

Defects
(5) Stop Defects
(4) Alarms
(3) Build Standards
into workplace
(2) Share Standards

Date of Implementation

(1) Share Information

33

Visual Workplace Development Chart

34

Office Visual Displays


Events Calendars
On time delivery of services
Briefs, Designs, Tech Packages, Samples

Status of Product Development


Status of Commercialization or Merchandizing
Buy Ready or SAS release
What else can you think off for
Office Visual Displays?
35

Section Four

Visual
Visual Metrics
Metrics
36

Visual Metric: Definition


Visual display of a key
measurement (KPI) indicating the
changing status of any process:
Supply chain
Support functions
Manufacturing
Product Development
Quality
37

Overview: Visual Metrics


Role of Visual Metrics:
Use data appropriately
Keys to effective reporting and
analysis
What people need to make decisions
Characteristics of new measures

Examples of activity boards


How to develop visual metrics
5
Visual Control
4
Visual Metrics
3
Visual Display
2
Workplace Organization
1
Project Identification

38

Dont collect data if you are


not going to use it!

39

Use Data Appropriately


To keep management
and operators
informed of progress
To drive and fine-tune
improvement activities
To educate the factory
staff
Display at point of use

Project Name

40

Activity Boards: Examples


Improvement Theme

Activities Bulletin Board


Management Policy (Targets, Measures)

Reasons for adopting theme:

1--------------------2--------------------3---------------------

1-------2-------3-------4--------

Current Status Summary

Results Trend Charts


Overall Measures

1----------------2----------------3-----------------

Target

See Comment
1

3
Rate

Month:

7
Rate

Month:

10

11

12

Rate

Month:

41

Activity Boards: Examples


Analysis

------

1---------------2
- ----------------3--------------------- --------------------------------------------------------------------------------------------

Improvement Projects
Item Target Method

Targeted Effects
1----------2----------3----------Target

Remaining problems and


future plans:

Schedule

-------------

--------1

10

20

30

42

43

Activity Board at Cell

44

45

Keys to
Effective Reporting and Analysis
Involve operators in measurement
Provide results to people who can take action
Present results in the appropriate form for your
audience
Post results in a place all the operators can see
them
Visually link results with specific improvements
Report data in at the frequency required for
timely decision making:
hourly-daily-weekly
46

Role of
Visual Metrics in Measurement
Makes data easy to understand and react to
Exposes and explains the waste
Shows improvements made and those left to
implement
Doesnt rely on written language to
communicate information
Everyone should understand how they have
done and what is expected of them.

47

Characteristics
of the Performance Metrics
Directly relate to
strategy
Are non-financial
measures
Vary between
locations

Change over time


Are simple and easy
to use
Provide fast
feedback
Foster improvement

48

Managers Look at Trends:


Factory-Wide Performance
B grade, C grade, Rework Costs

Actual

Target
Time
49

Can Problems Be Solved


Effectively with This Data?
40
35
30
25
Produced
Good
B grade rework

20
15
10
5
0
Day 1

Day 2

Day 3

Day 4

Day 5
50

Can Problems Be Solved Effectively


with This Data?
Defects found

20
18
16
14
12
10
8
6
4
2
0
Collars

Side
seam

Embroidery Trimming
51

When You Develop Visual


Metrics, Decide:

What needs to be measured


Who the user will be
How to keep track of the details
How often to take the data
Who will do the tracking
How to display the data
Where to locate the display
Where is the data needed / useful
52

Visual Metrics for Your Office


On time completion of services to your
customer.
Speed at which you can fully develop a product
from concept to production. Also know as Dock
to Dock, D2D time.
Hit rate - % of Successful projects (those
introduced and sold in the marketplace) vs.
those put through the process.
What metrics would be helpful to you?
53

L e a n V is u a l M a n a g e m e n t c o lo r c o d e s y s te m
U p d a te d v e r s io n : 1

( 1 ) . V is u a l C o n t r o l T o o ls F o r M a n i n S h o p F l o o r
C o lo r o f I d e n t if ic a t io n
N o S p e c if ic C o lo r
B lu e C o lo r
G r e e n C o lo r
R e d C o lo r
Y e llo w C o lo r

P o s it io n
O p era to r
W a t e r S p id e r
S u p e r v is o r
In sp ecto r / Q C
M a in t e n a n c e

( 2 ) . V is u a l C o n t r o l T o o ls F o r M a t e r ia ls
C o lo r B o x L in e f o r M a t e r ia ls
B lu e B o x L in e
G r e e n B o x L in e
R e d B o x L in e ( c a n n o t m a r k o n t h e f lo o r
a n d w a ll) .
Y e llo w B o x L in e
W h it e B o x L in e

M a t e r ia l b e f o r e p r o c e s s in g
F in is h e d G o o d s a f t e r p r o c e s s in g
S c r a p e d e f e c t s , r e w o r k , p e n d in g
A is le , o r s t a n d a r d W I P lo c a t io n
O t h e r m o v a b le a r t ic le s , E x : E m p t y b o x ,
F o r k L if t , T r o ll e y , D i s p la y s t a n d

( 3 ) . V is u a l C o n t r o l T o o ls F o r O p e r a t i n g S t a t i o n

E x a m p le : C o lo r c a r d f o r S t it c h in g
B lu e C o lo r C a r d
G r e e n C o lo r C a r d
R e d C o lo r C a r d
Y e llo w C o lo r C a r d
W h it e C o lo r C a r d

M a t e r ia l s h o r t a g e / L o a d m a t e r ia l
U n lo a d F in is h e d G o o d s
D e f e c t s , Q u a lit y p r o b l e m / N e e d s h e lp
f r o m W a t e r S p id e r o r S u p e r v i s o r
M a c h in e B r e a k d o w n
C hange O ver

( 4 ) . V is u a l C o n t r o l T o o ls F o r M a c h in e

A n d o n S y stem
B lu e L ig h t
G r e e n L ig h t
O r a n g e L ig h t
Y e llo w L ig h t
P rep ared b y: D an n y L i

M a t e r ia l s h o r t a g e / L o a d m a t e r ia l
U n lo a d F in is h e d G o o d s
D e f e c t s , Q u a lit y p r o b l e m / N e e d s h e lp
f r o m W a t e r S p id e r o r S u p e r v i s o r
M a c h in e B r e a k d o w n
D a t e : 0 7 /O c t /2 0 0 3

54

Section Five

Visual
Visual Control
Control
55

Overview: Visual Control


Definition of visual control
Levels of control
How to develop visual controls
5
Visual Control
4
Visual Metrics
3
Visual Display
2
Workplace Organization
1
Project Identification

56

Definition: Visual Control


Visual controls are methods and
devices that alert employees that
specific actions need to be taken.

Undesirable condition in the process


Schedule production activities
Safety issues (SOE)
Inventory status
57

Levels of the Visual Workplace

Vi
su
al
Co
nt
ro
ls

(6)
Eliminate
defects
(5)
Stop defects
(4)
Alarms

Vi
su
al
Di
sp
lay

(3)
Build standards into the workplace

6Ss

(2)
Share standards
(1)
Share information
Workplace organization and standardization

58

Levels of Visual Control for


Switching off Automobile Lights
6.Lights switch
off when engine
is turned off
5.Device
prevents key
removal
4.Bell sounds if
door is opened
3.Instructions
posted on dash
board
2.Instructions
are in manual
1.Clearly labeled
light switch
59

7 Steps of Visual Control


1. Define the
5. Evaluate
problem
improvement
ideas
2. What needs to be
controlled?
6. Test ideas for
implementation
3. What is the
desired result?
7. Implement &
measures results
4. Identify facts/
information
60

Visual Control Step One:


Define the Problem
Workplace
environment
Safety
Storage
Location

Production
Equipment
Quality
Priority
FIFO

61

Visual Control Step Two:


What Needs to be Controlled?
For the category you selected, decide
what needs to be controlled
Write the items on a card
Post them on the development chart
Control cards should be: Pink
62

Visual Control Step Three:


What Is the Desired Result?
Set a target result for what needs to
be controlled
Be specific; quantify if possible
Ask: When we achieve the desired
control level, what will be the
tangible benefit?
Write the target on a card
Post it on the development chart
Target cards should be: Pink
63

Visual Control Step Four:


Identify Facts and Information
Information needed for problem solving by
the team.
Collect information from the problem area
employees.
Identify current standards or lack of
standards
Evaluate adherence to standards
Gather feedback on operations and activities
Fact cards should be: Yellow
64

A Review: Card-Writing Guidelines


Write only one activity, fact, or idea
per card
Be specific and clear
Use a full sentence, not a phrase or
word
Sign and date the card
Write clearly so that others can
understand what you write
65

Visual Control Step Five:


Evaluate Improvement Ideas
Brainstorm ideas about how to control
each activity and post ideas on a chart
Evaluate the control level and potential
impact of each idea
Idea cards should be: Blue

66

Visual Control Step Six:


Test Ideas for Implementation

Decide which ideas to use


Determine time-line
Assign responsibilities
Get authorization
Check guidelines for effective
implementation
Test Ideas
67

Visual Control Step Seven:


Implement and Measure Results
Compare actual results to expected
outcomes (Visual Metrics)
Implement improvement as part of daily
work and include in SOPs
Implementation cards should be: Pink

68

Visual Controls Can:


Communicate needed information
clearly
Show standards clearly
Control targeted behavior/process
Require little cost to implement
Be easy to implement

69

Exercise: Visual Controls

What are examples already in use for:


Visual Controls
Visual Metrics
Visual Displays

70

Managers and Supervisors


Draw an area map for your department:
Label the location of each item and elements
of processing (operations, movements,
stores, inspections)
Show the flow of material and people by
using arrows

Complete the workplace diagnostic


checklist
Identify additional baseline measures
Collect baseline data
71

Objective

Tool

Output

Understanding of where to focus our efforts in lean


Product Quantity Analysis
Define demand profile from our customer
implementation
Define similarities in process requirements between Product Family Analysis, Product Understanding of how to organize the factory around "unique"
Routing analysis
current products.
or similar process requirements
Define process identify Waste
Process Analysis Worksheet
Focus on Waste reduction and process improvement
Define Physical flow of work through the factory
Identify opportunity to re-position work to minimize transport,
Area Map
environment
allocate resources where needed and reduce waste.
Define current state of workplace organization
Define current state of visual displays,
measurements and controls

6S Workplace Scan Diagnostic


Visual Management Development

Identify opportunities to improve workplace to minimize motion,


improve safety and make workers jobs easier, more reliable.
Identify opportunities to make the workplace more intuitive,
make out of ordinary situations obvious, and work easier.

Define the "cut to box" flow of our products.


Understand our constraints, and what operations are not in
Value Stream Map - Current State
Measure balance and constraint of overall system.
balance with one another. Measure and baseline current state.
Measure state of balance and constraints in work
cell.
Define the future state for the process layout
Define work flow within the cell
Defines individual process for worker and
machine
Defines machine capacity and possible constraints
on system
Defines manual, machine and motion time for a
process step
Define current state measureables
Define improvement criteria
Define improvement activity
Identify mistake proofing devices to improve
reliability

Line Balancing Worksheet current State

Define opportunities to re-balance the work cell or process.


Measure baseline of current process.
Define "Kaizen" improvement opportunities, and estimate the
Value Stream Map - Future State
future state measureables.
Defines current process flow, inspection steps, safety
Standard Worksheet
concerns, WIP, Distance traveled to complete process.
Breaks down a process step in secods by motion study. It
Time Observation sheet
defines human vs. machine work.
Measures likely output, of machines in a process to determine
Process Capacity Table
likely machine constraints possible.
Compares total time to takt time, identifies constraints in
Standard Work Combination sheet
process and opportunities to save time.
Establishes baseline within the cell to measure improvement
Process Design Analysis Sheet
against. Applies lean metrics
Lean Measureables
Measure outcome of improvement efforts
Kaizen Techniques
Execute improvement plans and measure results
Poke Yoke - Mistake Proofing

Improve "uptime" of machines and productivity

Quick Change over

Define new SOP for factory environment

VSM - Future State

Define new SOP for Cells


Create a more reliable and robust manufacturing
environment.

Line Balancing - Future State


TPM - Total Productive
Maintenance

Insure acceptable quality the first time with no inspection.


Achieve dramitically reduced down time but identifying
opportunities to conduct change over activities inside the
process.
Define "new cut to box environment" and future cell
configurations
Define "new cell configuration" and individual process steps.
Improve machine reliability, productivity and overall equipment
effectiveness.

72

Visual Factory, Visual Office


a facility which anyone will know in 5 minutes who, what, where, how and why of any
work areas without talking to anyone, opening a book or turning on a computer.

Level 1: Share Information


Sharing all information about activities lets everyone understand how closely
performance conforms to expectations.
Level 2: Share Standards at the site.
Sharing information about standard specifications and methods lets everyone
identify non-conformance as it occurs and helps to correct it.

VISUAL DISPLAY

Visual Factory, Office Levels

Level 4: Warn about abnormalities


Incorporate lights, alarms, bells, buzzers and other devices that alert workers
when an abnormality is detected, suchas as a defect generated or a shortage
of parts.
Level 5: Stop abnormalities
Prevent defects from moving or after detection by stopping the process or
rejecting the part. Devices are installed at the source of abnormalities.
Level 6: Prevent abnormalities
Level 6 means 100% prevention of abnormalities. Once the exact cause of a
defect is known, an error proofing device is installed to prevent the defect
from occuring at all.

VISUAL CONTROLS

Level 3: Build Standards into the workplace


Make the work environment (space limits, standard containers, equipment
barriers) COMMUNICATE established standards.

73

LEAN Deployment Observation


what do you see?
Visual Factory
Non-Lean

Lean

No notification/information (Andon) Boards

Used Notification/info (Andon) boards

No/little evidence of Lean metrics used

Demonstrate use of key Lean Metrics

Variations in work performance

Standardized work forms displayed/knowledgable workers

Standard procedures not being followed

Workers do the job the same way every time

Dirty, cluttered, messy work areas

Sparkling clean machines, tools, work areas and bathrooms

Messy bathrooms

Designed area for empty/full containers

Materials piled everywhere

Marked guages and key equipments

Unmarked gauges and tools

Min/Max levels clearly marked

No min/max levels at line

Shadow boards for tools that are used and maintained

Empty shadow boards, tools missing, disorganized

Shiny clean floors, with postion & directional markings

74

LEAN Deployment Observation


what do you see?

Evidence of Teams
Non-Lean

Lean

No production data visible (or outdated)

Available team meeting areas - used frequently

Lack of conference room for teams to use

Team data prominently displayed and current

Suggestion campaign old, suggestion box not active

Teams implemented many of their own suggestions

Little implementation of suggestions accepted

Proof of problem solving activities many places in factory

No problem solving involvement at operator level

Use of 5 Why's

Team not actively involved in standardized work

PDCA cycle followed by teams

Team not actively involved in work flow

Aggressive team Standardized work input

Team not actively involved in visual controls

Signs of Process variation reduction shown and displayed

75

LEAN Deployment Observation


what do you see?

Changeover
Non-Lean

Lean

Usually done by one person

Changeover done by a team

No tracking of changeover time

Clear internal/external task identification

Most work done when machine is down

Changeover Chart tracks times, improvements, goals, ideas

Lack of standarized methods

Use of Changeover chart, visual orgnization used

No specific work task/procedures identified

Standard methods followed for changeover by the team

76

Section Six

The
The 66 Ss
Ss
77

Workplace Organization: 6Ss


a simple common sense system
comprising of the following steps

Sort (Organization)
Set in order (Orderliness)
Shine (Cleanliness and inspection)
Standardize (Standard Operating
Procedure-SOP)
Sustain (Self-discipline)
Safety S.O.E.
Vi s
ua
lC
on
tr o
ls

(6)
Eliminate
defects

(5)
Stop defects
(4)
Alarms

V is
ua
lD
is p
la y
s

(3)
Build standards into the workplace

6 Ss

(2)
Share standards

(1)
Share information

78
Workplace organization and standardization

Building a Foundation
A good 6S condition, in other words, a
clean, safe well ordered workplace that
talks to you with visual aids is the
foundation of improvement.

The 6S system also establishes discipline in the workplace


that can be used later when additional tools are added.

79

The First S

Sort

80

First S - Sort
when in doubt through it out
Remove all unnecessary items from the work
place.
Define what is needed to meet production goals
and remove everything else.
Key tool Red Tagging

Item classification
Item ID and Quantity
Reason for red tagging
Work section
Date
81

Sort Standards

What is needed and not needed


Red-tag targets
Red-tag frequency
Red-tag responsibilities
Disposal procedures / authority

82

Before

After
83

Is this your office?

84

Where is the size Small


for my order?

85

Material Storage at:


Tien Sung, Guangzhou, China

86

First S: Sort
and Red Tagging
A visible way to identify items that are
not needed or in the wrong place

Establish the rules


Identify unneeded, misplaced items
Attach red tags
Move identified items to a holding area
Red-tag safety problems
Dispose of truly unneeded items

87

Red Tag Sample


Name:
Date:
Location of item:
Reason for red tagging:

88

Red-Tag Holding Areas

Are used for temporary storage


Should be in a location nearby
Needs someone to be responsible for it
Needs to be cleared out often (Weekly?)
Should be highly visible
Should be centrally located
Should be clearly identified
Should have a clear disposal procedure
89

Red Tag Areas

90

Red Tagging

Set up a red-tag removal location.


Schedule a red-tag pause
Explore recycling options
Set up a capital assets disposal procedure
Measure red-tag volume (make it visual)
Commit to regular red-tagging

91

The Second S

Set in Order
A place for
everything and
everything in its
place.

92

The 2nd S
Set in Order
Organize whats left to minimize wasted
motion.
Draw to scale the current state of the
physical layout on a Current State Map

93

What improvements could you make to this storage area?

94

Before

95

After component storage, color coded for priority

96

Before

After

Storage of Dies in a Footwear Factory, now organized by size for quick


access and to minimize damage to die edge.
97

Set in Order Standards


What signboards should look like and
where they should be placed.
What different colors mean
Where people can walk
Dangerous areas
What protective clothing is required
What equipment signage and footprints
should look like.
98

Set in Order Suggestions


Invite team members to inspect Current
State map and comment on:
Current hassles
Countermeasures
Comments
Leave the Map up for one week to invite comments

99

Example: Area Map


Sewing
Buffer
1-Day

Trim, Inspect, Iron, & Package

Ironing Operation - (15)

Trimming
Operation

Buffer
1-Day

Final
Inspection
(42)

Pkging
Center
(7)

Load
Master
Carton
(5)

Finished
Goods

Buffer
1-Day

Trimming
Operation
(28)

Lead-time through process = 44.3 Hours


Buffer Inventory = 2 Days
Material Handlers = 3

100

The Paper KAIZEN


In a large area (parking lot, playing field
etc) draw the layout to scale using tape,
rope or chalk to designate the space to
scale.
Use cardboard cut outs to represent
equipment.
Use chalk or tape to show material movement
Inspect for flow, room to work, health and
safety issues and any unpleasant surprises.
101

Organize and Apply Colors


The 3 Keys to Organizing
Where?
What?
How Many?

Fix Positions

Equipment Materials, mark the floor position


Tools and Gauges make a shadow board showing outline
Parts and Materials, - make a grid system that identifies position.
Show number of units using a visual system identifying
max./min. levels
Mark walkways, mobile equipment routes, perimeter of opening
doors, health and safety issues.
102

Develop Color Standards


Your objective should be transparency, the
location of everything must be so clear that:
Anyone can find anything at any time.
Out of Standard situations are obvious to
everyone.
Identify confidential information

103

Lean Visual Management color code system


Updated version: 1

(1). Visual Control Tools For Man in Shop Floor


Color of Identification
No Specific Color
Blue Color
Green Color
Red Color
Yellow Color

Position
Operator
Water Spider
Supervisor
Inspector / QC
Maintenance

(2). Visual Control Tools For Materials


Color Box Line for Materials
Blue Box Line
Green Box Line
Red Box Line (cannot mark on the floor
and wall).
Yellow Box Line
White Box Line

Material before processing


Finished Goods after processing
Scrape defects, rework, pending
Aisle, or standard WIP location
Other movable articles, Ex: Empty box,
Fork Lift, Trolley, Display stand

(3). Visual Control Tools For Operating Station


Example: Color card for Stitching
Blue Color Card
Material shortage / Load material
Green Color Card
Unload Finished Goods
Red Color Card
Defects, Quality problem / Needs help
from Water Spider or Supervisor
Yellow Color Card
Machine Breakdown
White Color Card
Change Over

(4). Visual Control Tools For Machine


Andon System
Blue Light
Green Light
Orange Light
Yellow Light
Prepared by: Danny Li

Material shortage / Load material


Unload Finished Goods
Defects, Quality problem / Needs help
from Water Spider or Supervisor
Machine Breakdown
Date: 07/Oct/2003

104

Visual Systems
A group of visual devices designed to share
information at a glance.
Four Visual Systems in increasing power.
Visual indicator - tells (street signs)

Visual signal grabs attention (traffic light)


Visual control limits behavior (parking lot
lines)

Guarantee Allows correct response only


(gas station automatic pump shut off)
develop visual systems that talk to everyone

105

Set in Order Future State


Address comments collected from the
team members
Respond to each suggestion on posted
chart.
Minimize wasted motion
Show material flows
Draw the Future State Map
Leave the Map up for one week to invite comments
106

The Third S

Shine and
Inspect
107

The 3rd S - Shine (and inspect)


The 6S team must decide:
What to clean (targets)
How to clean (methods)
Who will do the cleaning (part of ea. Job)
How clean is clean

Develop check sheets outlining what should be cleaned.


Be as specific as you can.
Inspect for sound, smell, vibration, temperature or other signs.
Train team members to solve root cause of cleanliness problems.
108

Shine (and inspect) Standards

What to clean and inspect


How to clean and inspect
Who cleans and when
Who is responsible for making sure that a
given area is cleaned and inspected

The Office environment often contains confidential materials,


define what must be destroyed.
109

Third S:
Shine (Cleanliness and Inspection)

Clean everything
Eliminate all sources of contamination
Find ways to keep the workplace clean
Adopt cleaning as a form of inspection
Make cleaning a part of everyday work

110

Shine Examples

Before

After

Vacuum recovery system for E.V.A. waste


111

Components
Storage

112

Raw
Materials
Storage

113

The 4th S

Standardize

114

The 4th S - Standardize


The best standards are:
clear simple - visual.

Effective standards make the out of


standard condition obvious.
Example: Shadow Board for Tooling

What tools should be here


What tools currently are here
Who has taken a tool and when they will return it.
Where does the tool go
115

Examples of Shadow Boards


Shows what should be
there and where it
should be

Tools placed beside machine


for quick change-over

116

Standardize
Create the rules by which the first 3 Ss will
be implemented and maintained:
Standardize red-tag procedures
Standardize rules for red-tag holding areas
Standardize location, number, and position of
all items
Standardize cleaning/maintenance schedules
and SOPs

117

SOPs on Machines at each


process step.

118

Standardized Process Sheets


no. 27:2500

Cutting Worksheet

D41

B88-157

PA 4018

1015Y

Roll #

157-1051

Size: M, L
Qty: 450, 450

Yards Colors Layers

Fabric P.O.#

94

14

95

12

95

14

86

14

94

13

44

11

49

15

281

93

12

275

93

13

91

10

286

92

11

6 Front panel sent for


heat transfer
7

277

95

12

12 rolls

1021

BYS-278/00

Comments

119

Standardization

When we achieve 100 percent


adherence to standards, 50 percent of
our problems automatically disappear

120

Standardized Measurement
Standardized approach to measuring our
6S condition. A score card is normally
used which has been tailored to our
workplace.
6S must be made a part of our standard
work. Time must be set aside for this
activity.

121

The 5th S

Sustain

122

The 5th S - Sustain


In order to sustain 6S involvement is the
key.
6S must belong to all our team members.
Keys to Success:
Promotion
Communication
Training

123

Fifth S: Sustain
Stick to the S.O.P.s:
Make correct procedures a habit
Properly train all office and factory staff
Get shared agreement from office and
factory staff about changes and work
habits
Achieve order in the workplace and run it
by agreed upon S.O.P.s

124

How to Achieve the Fifth S:


Sustain
Practice, practice,
practice
Educate everyone
in 6S
Continuously
improve
Inspect the work
place daily

Give feedback to
operators
Coach the team
Facilitate
implementation
Follow the SOP

125

Feedback to operators in real time

126

The 6th S

Safety, S.O.E.

127

The 6th S - Safety


No change should be made that would
jeopardize safety.
All Kaizen activities must be within the
SOE guidelines.
Every worker should be empowered to
stop the process if any safety risk is
present.

128

6S Promotion
6S report boards
Targets, Current Status, Before/After photos

6S catch of the month


Recognize and reward excellence

6S slogan or logo contests


Give the activity a unique identity, make it yours

6S core groups
Team responsible for sustaining 6S, ask for volunteers
from each area of the factory or office.
129

6S Training
6S training must be incorporated in your
overall Lean Training Program
Team Member: introduction to 6S - two hours
6S core group members: implementing 6S
one day
Supervisors and managers: implementing 6S
one day
6S training has a quick payback and introduces the
language of Lean, and lays the foundation for all future activity
130

How to achieve the sixth S: Safety


No change should be made that would
jeopardize safety.
All Kaizen activities must be within the SOE
guidelines.
Every worker should be empowered to stop the
process if any safety risk is present.
Workers must be trained in Fire and Safety
hazards.
131

What Managers and


Leaders Can Do
Make 6S part of the
daily work
Make 6S part of job
descriptions
Reward and
recognize good
work

Provide resources
Be visibly interested
Make frequent visits
to the work area
Allow time for 6S
activities

132

People Are the Key


Remember in implementing 6S:
Shared agreement occurs at different rates
People learn at different speeds
Areas are implemented at different times

Get everyone involved and keep them


involved
133

Overview: Project
Identification
Project identification:
6S Workplace Scan

Gives overall view of the factory


condition

Visual Workplace Development


Chart:

Establishes baselines for current


conditions
Establishes targets for improvement
134

Number of

Workplace Scan Diagnostic


Checklist

5 or More
3 or 4
2
1
None

Date Rated
Item
Total Score 0
Distinguish between what is needed and not needed
Unneeded equipment, tools, furniture, etc. are present
Unneeded items are on walls, bulletin boards, etc.
Sort
Items are present in aisles, stairways, corners, etc.
(Organization)
Unneeded inventory, supplies, parts, or materials are present
Safety hazards (water, oil, chemical, machines exist
Category

Rating Level

Problems

Level
Level
Level
Level
Level
0

-0
-1
-2
-3
-4
0

A Place for everything and everything in it's place


Correct places for items are not obvious
Items are not in their correct places
Set in Order
Aisles, workstations, equipment locations are not indicated.
(Organization)
Items are not put away immediately after use
Height and quantitiy limits are not obvious

Shine
(cleanliness)

Cleaning and looking for ways to keep it clean organized


Floors, walls, stairs, and surfaces are not free of dirst, oil, grease.
Equipment is not kept clean and free of dirt, oil and grease.
Cleaning materials are not easily accessible
Lines, labels, signs, etc. are not clean an unbroken
Other cleaning problems (of any kind) are present.

Maintain and Monitor the first 3 categories


Necessary information is not visible
All standards are not known and visible.
Standardize
Checklists do no exist for all cleaning and maintenance jobs.
(adherence)
All quantities and limits are not easily recognizable
How many items can not be located in 30 seconds?
Stick to the rules
How many workers have not had 5S training?
How many times, last week, was daily 5S not performed?
Sustain
Number of times that personal belongings are not neatly stored
(self discipline)
Number of times job aids are not available or up to date
Number of times, last week, daily 5S inspections were not performed

Safety

Always consider the Safety of the Workplace


Fire exits marked with Visual Controls?
Fire extinguishers visible, and maintained in workable order?
All machines have safety devices installed where necessary?
Entry/Exit of cell is not blocked and there is more than one way out

135