Productivity Improvement

Tools
PREAPARED BY : VADHAVANA RAJ
BRANCH : MECHANICAL 7TH SEM
UNDER THE GUIDANCE OF : Dr. Dipesh Kundaliya
Index Of The Presentation

 Lean Manufacturing
 5S
 6 Sigma
 KIZEN
 KANBAN
Lean Manufacturing

● Lean manufacturing or lean production is a systematic method

originating in the Japanese manufacturing industry for the
minimization of waste (muda) within a manufacturing system
without sacrificing productivity, which can cause problems.
● Lean is the set of "tools" that assist in the identification and steady
elimination of waste. As waste is eliminated quality improves while
production time and cost are reduced. A non-exhaustive list of such
tools would include: Five S, Six Sigma, Kaizen, Kanban (pull systems),
total productive maintenance, redesigning working cells, etc.
Tools Of Lean Manufacturing

 5S
 6 Sigma
 KIZEN
 KANBAN
5S

● 5S is a workplace organization method that uses a list of five Japanese

words: seiri, seiton, seisō, seiketsu, and shitsuke.
● These have been translated as "Sort", "Set in order", "Shine",
"Standardize" and "Sustain".
5S continue…..
1S (Sort)

● 1S – a red tag area containing items waiting for removal.

● Seiri is sorting through all items in a location and removing all unnecessary
items from the location.
Goals Of 1S

 Reduce time loss looking for an item by reducing the number of items.
 Reduce the chance of distraction by unnecessary items.
 Simplify inspection.
 Increase the amount of available, useful space.
Implementation Of 1S

 Check all items in a location and evaluate whether or not their presence at the location is
useful or necessary.
 Remove unnecessary items as soon as possible. Place those that cannot be removed
immediately in a 'red tag area' so that they are easy to remove later on.
 Keep the working floor clear of materials except those are needed for the production.
2S (Seiton)

● Seiton is putting all necessary items in the optimal place for fulfilling their
function in the workplace.
● Goal: Make the workflow smooth and easy.

 
Implementation Of 2S

 Arrange work stations in such a way that all tooling / equipment are in close
proximity, in an easy to reach spot and in a logical order adapted to the
work performed. Place components according to their uses, with the
frequently used components being nearest to the workplace.

 Arrange all necessary items so that they can be easily selected for use. Make
it easy to find and pick up necessary items.

 Assign fixed locations for items. Use clear labels, marks or hints so that
items are easy to return to the correct location and so that it is easy to spot
missing items.
3S Shine (Seiso)

 Seiso is sweeping or cleaning and inspecting the

workplace, tools and machinery on a regular basis.
Goals Of 3S

 Improves the production process efficiency and safety, reduces waste,

prevents errors and defects.
 Keep the workplace safe and easy to work in.
 Keep the workplace clean and pleasing to work in.

 When in place, anyone not familiar to the environment must be able to

detect any problems within 50 feet in 5 sec.
Implementation Of 3S

 Clean the workplace and equipment on a daily basis, or at another

appropriate (high frequency) cleaning interval.
 Inspect the workplace and equipment while cleaning.
4S Standardize (Seiketsu)

 Seiketsu is to standardize the processes used to sort, order and clean the workplace.
Goals Of 4S

 Establish procedures and schedules to ensure the repetition of the first three ‘S’
practices.
Implementation Of 4S

 Develop a work structure that will support the new practices and make it
part of the daily routine.
 Ensure everyone knows their responsibilities of performing the sorting,
organizing and cleaning.
 Use photos and visual controls to help keep everything as it should be.
 Review the status of 5S implementation regularly using audit checklists.
5S Sustain (Shitsuke)

 sustain the developed processes by self-discipline of the workers.

 Also translates as "do without being told".
5S Goal

 Ensure that the 5S approach is followed.

Implementations Of 5S

 Organize training sessions.

 Perform regular audits to ensure that all defined standards are being
implemented and followed.
 Implement improvements whenever possible. Worker inputs can be very
valuable for identifying improvements.
 When issues arise, identify their cause and implement the changes
necessary to avoid recurrence.
After Implementation Of All 5S
6 SIGMA

 Six Sigma (6σ) is a set of techniques and tools for process improvement.
 It includes two methodologies 1. DMAIC

2. DMADV or DFSS
1. The DMAIC cycle
 5 Steps Of DMAIC

1) Define the system, the voice of the customer and their requirements, and the project goals, specifically.
2) Measure key aspects of the current process and collect relevant data; calculate the 'as-is' Process Capability.
3) Analyse the data to investigate and verify cause-and-effect relationships. Determine what the relationships are,
and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation.
4) Improve or optimize the current process based upon data analysis using techniques such as design of
experiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set up
pilot runs to establish process capability.
5) Control the future state process to ensure that any deviations from the target are corrected before they result in
defects. Implement control systems such as statistical process control, production boards, visual workplaces,
and continuously monitor the process. This process is repeated until the desired quality level is obtained
DMADV or DFSS Cycle
5 Steps To DMADV or DFSS

The DMADV project methodology, known as DFSS ("Design For Six Sigma"),
features five phases:
1) Define design goals that are consistent with customer demands and the enterprise
strategy.
2) Measure and identify CTQs (characteristics that are Critical To Quality), measure
product capabilities, production process capability, and measure risks.
3) Analyse to develop and design alternatives
4) Design an improved alternative, best suited per analysis in the previous step

5) Verify the design, set up pilot runs, implement the production process and hand it
over to the process owner(s).
KAIZEN

 Kaizen is the Sino-Japanese word for "improvement". In business, kaizen refers to

activities that continuously improve all functions and involve all employees from the
CEO to the assembly line workers.
KAIZEN cycle
KANBAN

 Kanban (signboard or billboard in Japanese) is a scheduling system for lean manufacturing.

 Kanban cards are a key component of kanban and they signal the need to move
materials within a production facility or to move materials from an outside
supplier into the production facility.
 The kanban card is, in effect, a message that signals a depletion of product,
parts, or inventory. When received, the kanban triggers replenishment of that
product, part, or inventory.
 Consumption, therefore, drives demand for more production, and the kanban
card signals demand for more products—so kanban cards help create a
demand-driven system.