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Lean for Apparel Industry - Part 1
As promised, my friend has sent me the first article on lean for apparel industry. As I always say, he also starts from 5S. Please read the article. If you like the article, tell the world by clicking on the LIKE button below. 5S is foundation for Lean
Taking ownership of what the team members are doing My machine -> my area -> my dept -> my company 5.5S is the activity that all members’ participation is possible . Lack of vision and missing link to the company vision & Hoshin 7. Reduces the resistance to change 9. We implement 5S not “Practice” 5S 2. Which leads to disciplined thoughts which leads to Disciplined Actions – Action which improves Productivity. Get EVRY BODY’S Involvement at EVERY LEVEL .Participative Actions – Huge Results 2. 5S implemented as “Look @ US” campaigns 3.• • • • •
If a company wants be a world class organization that company should drives and achieve below characteristics. Reduces physical & psychological stress of all employees 8. Develops Kaizen Minded People 6. It’s designed to impress visitors. reduces internal conflicts 7. 5S is implemented to win competitions than real improvement. Misunderstanding of driving 5S through delegation than the Site Leader on the saddle
. Creates a Pleasant. Safety. buyers 4. Delivery. Safe and work friendly environment 3. Zero Down time Zero Waste Zero Missed Opportunity Zero Bureaucracy Zero “Hidden” Problems To approach to this stage the path or main way is 5s. Quality. Builds a Visual Work Place with Standard Work 4. Lack of Top Management support 8. after winning the competition no clear path forward 5. Reduces hierarchal mindset and bureaucracy at work place 10. Why we need 5s? 1. 1. 5S campaign itself becomes the goal 6. Moral & innovation.5S is the activity that each person works on part . 5s Define as The Philosophy that lays the Foundation to create a Disciplined Mind. Cost. develops Leadership of all levels. Unmasks the hidden organization But most of the companies failed in implementation of 5s because of below reasons. Strengthens Team Work.
first get rid of all excess work in progress. Objective 2. If you setup and maintain a cellular concept flow will be created.9. 5. Action 4. 3. Thinking 3.
. That we can recognize going through the below categories. Never let the 5S process itself become the goal. Clerical & administrative departments should also be setup in U shaped cells to provide observable 5S example. Responsibility 5. Category Traditional Thinking New 5s thinking Objective Discipline Profit Pursuit Thinking Sustain Sustain & kaizen Action Operate Counter Measure Responsibility Spot Worker All The Members Result Production\Service Improve PSQDCM Support P-Productivity S-Safety D-Delivery C-Cost M-Morale 10 Principles for implementing 5S 1. more on pointing out than problem solving – “Here let us help you to keep this straight” To eliminate these failure factors first we have to identify where we stands on. 2. Depending on Audits to sustain. Keep in mind your true goal is achieving business excellence. Under estimating the power of 5S in team building 10. Most of mistaken with Housekeeping. 1. forgets housekeeping is just a part\the pilot process of the whole journey which gives real time feedback on the plant culture and kick off of 5S 11. Result Based on these categories we can compare the where we stands really. 4. Consider excess inventory as a major unneeded item to target. To keep your process from getting bogged down. Everyone needs to be responsible for picking up “waste” including top management – no observers\no delegation – you do it first.
10. Concrete headed people to be exposed. activities and Thoughts(ATTRACT) Question:. rearrange. 6.Locate a specific place for a specific item with the specific quantity.Identify and collate unwanted items. 8. production plan 2. Lack of quantity control 6.What “SORT” of actions we need? Actions:• Red Tagging – every red tag has a why? Why? Analysis • Quarantine Area for Red Tagged items • Form Team Based Work Groups • Financially cumulating the value of the items in Red tag area • Disposal Policy & Scrap sales • Lay the foundation for PROCESS MAPPING to get rid of unwanted activities • ECRS ( eliminate. Incorrect ordering 4. Aged. material. Never Ever Walk by an Unsafe Act or Condition. Lack of quality control 5. Improper handling – Forced deterioration 10. methods 9. All employees must be trained – human knowledge appreciates. Continued commitment & support from the top management to follow PDCA.No “no man’s land” within the premises. Set KPI’s & include 5S to performance evaluating criteria. Uncontrolled growth Challenge2 – Set In Order – “Seiton” Objective:. obsolete equipment. 7. Sudden changes in the sales. combine. Improper storage locations & methods 7. 9. Challenge1 – Sort – “Seiri” Objective:. Separate) • Identify Losses & DT’s • Pick and Choose Supportive Tools • Identify “Loss Based” Skill Will Matrix – ETHOS Pillar • Training Plan on the philosophy • Untapped human Potential Why do unnecessary items accumulate? 1. Duplicated ordering & delivering 8. near to the place where it’s needed – improved material & information flow(DEVELOP)
. others rewarded – stress individual participation. Excessive ordering 3.
What actions should “SET IN”? Actions:• Team based work groups “engage” in counter measures for the identified opportunities from the Process Map • Start analyzing the Material and Information flow . continue creating the OPLs Establish Standards for CLIT Train team members on using the 5 Senses Provide specific tools for specified cleanings Establish cleaning schedules Address points of contamination – Error proofing Enable hard to access areas Fuguai Tagging system Slowly build in The JH Pillar of TPM TPM Story Board PM:AM ratio
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.VSM • Set in order the standards of the admin areas • Set in order the standards of the processes – min\max. Pull when you can’t” Challenge3 – Shine – “Seiso” Objective:. plans to train every one on problem solving tools • Assessment team with a “How can I help you?” mindset • Set in order a system to prevent SEIRI. 7 Seiton Principles 1. sometimes used.How to “Shine”? Actions:Cross check OPL’s. Place items so that agronomical conditions are addressed and can be handled easily 6. Place items so that they are visible to minimize searching time(frequently used. All items & their locations should be identified by systematic labeling 4. Separate “Exclusive” from common 7. TIMWOOD • Set in order the standards for the people • Set in order a Visual factory to surface problems • Quick Change Over story boards • Create OPL’s for training on the set in standards • Build Upon the Culture of Problem Solving – Why? Why?.Cleaning\Continuous Inspection with a Meaning(ENGAGE) Question:.Question:. Follow the FIFO method for material 2. Assign each item a dedicated location 3. Arrange the work place to cater flow – “Flow when you can. not used but must be kept) 5.
POSTED BY AZA BADURDEEN AT 9:21 AM 0 COMMENTS
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. multi skilling – kick off E&T Pillar aggressively • Standards to reduce cost • “I run I maintain” attitude to “We run We maintain” • Turn most visual displays to visual management • Platform to Error proof. one vision
To be continued…………. Set platform for Raising Kaizens(ENGAGE) Question:. one company. I Maintain” attitude Start training team members according to the skill matrix Seiton Preventions.• • • • •
Lay the foundation for KK Pillar – PDCA “Don’t Clean Keep it Clean” Culture “I run. innovate • Establish Early Management System to prevent shine • “Never. one voice. ever walk by an Unsafe Act” • Establish the Lean Org Structure to support VA layer Challenge5 – Sustain – “Shitsuke” Objective:.INSPIRE Actions:• Establish the human system model for the plant • Servant Leadership • Aggressive catch ball on the Hoshin – Bottom up • Elements of coaching and Job Instruction training for new employees to shorten the mindset change • One system. kaizens
Challenge4 – Standardize – “Seiketsu” Objective:.What should be the standard? Actions:• Establish the agreed upon best method • Auditing & training to meet standard work • Establish SOPs • Establish revised KPI’s. targets for those who achieved • Start job rotation to pre-condition team members mindset.
Lean for Apparel Industry .Consolidate Efforts.
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