Effective 5S
5S or the 5 pillars of the visual workplace is a systematic process of workplace organization. When I ask manufacturing people about the 5S’s, most of them say they don’t think the 5S’s are relevant. “That’s just a system of keeping things organized and clean, right? Oh yeah, and they have this crazy idea that toolboxes are bad.” Or sometimes I hear: “Why make a big program out of cleaning up?” The 5S’s are not simply eliminating toolboxes and cleaning up. While the concepts are easy to understand, most companies have not implemented them. Implementation of the 5S’s has many benefits: higher quality, lower costs, reliable deliveries, and improved safety…to name a few. These benefits are clearly relevant to any manufacturer, and they are not had simply by eliminating toolboxes and cleaning up.
The intent of 5S is to have only what you need available in the workplace, a designated place for everything, a standard way of doing things, and the discipline to maintain it. Created in Japan, the 5S’s are: seiri, seiton , seiso, seiketsu, and shitsuke. Translated to English, we have:
Sort - remove all items from the workplace that are NOT needed for current production.
Set in Order - arranging needed items so that they are easy to find and put away. Items used often are placed closer to employee.
Shine - making sure everything is clean, functioning, and ready to go.
Standardize - the method you use to maintain the first 3S's.
Sustain - making a habit of properly maintaining correct procedures.
For the organization, this creates fewer defects, less waste, fewer delays, fewer injuries, and fewer breakdowns. These advantages translate to lower cost and higher quality.
For the operator, the 5S’s create a superior working environment. They give the operator an opportunity to provide creative input regarding how the workplace should be organized and laid out and how standard work should be done. Operators will be able to find things easily, every time. The workplace will be cleaner and safer. Jobs will be simpler and more satisfying with many obstacles and frustrations removed.
The first “S” (Sort) requires you to distinguish between what is needed and what is not needed. Then, it requires you to discard what is not needed. This is known as “Red-tagging.” A team goes through all items (tools, equipment, material, etc.) and asks the question: “Do I need this to do my job on a regular basis?” Items that are used very infrequently or not used should be red-tagged. After determining what is actually needed, update all documentation to reflect the needed parts.
The second “S” (Set in Order) requires you to organize things so that they are easy to use and label them so that anyone can find, use, and return them to the correct place easily. Visual controls should be used where practicable in this activity; a visual control is any communication device used in the work environment that tells you at a glance how work should be done. The requirements for setting in order include:
Equipment and tool organization - Simple, organized storage with visual confirmation (you know exactly where it goes and if it is missing/empty with just a glance).
Tools and equipment used most frequently are closest to employee.
Workstations have a place for each tool with no toolboxes or drawers that interfere with visibility and require unneeded motion to open and close.
Taping - tape floor to indicate areas of: operations, parts, walkways, discrepant material and hazards.
Work instructions - current and at workstation.
Signboard strategy:
o Indicate cell, product lines, and workstations.
o Indicate production goals and status
o Area information boards with key status indicators (inventory, training, calibration etc).
Ergonomics - Follow ergonomic guidelines in work / tool design
The third “S” (Shine) involves bringing the workspace back to proper order by the end of each day. It requires periodic (at least once daily) cleanup, responsible person(s) identified for cleanup, establishment of cleanup/restocking methods (tools, checklists etc), and periodic supervisor inspection.
The fourth “S” (Standardize) is the method by which you maintain the first three S’s. Organization, Orderliness, and Cleanliness are maintained and made habitual by instituting 3S Duties into regular work routines. The methods need to be standardized and required company-wide.
The fifth “S” (Sustain) allows the organization to sustain its 5S program. This requires an executive 5S champion to ensure that 5S becomes part of the culture, periodic walk-through inspections/audits with posted results, and 5S performance measurement of workgroups. Implementation of this final S is where most companies fall back into their old ways of doing things. Very often, 5S is thought of as an activity rather than an element of company culture; companies implement 5S for several months only to find themselves back to their previous state. To make 5S work, it is critical that performance be measured and that top management be committed.
About the Author
Darren Dolcemascolo is an internationally recognized lecturer, author, and consultant. As Sr. Partner and co-founder of EMS Consulting Group, he specializes in productivity and quality improvement through lean manufacturing. Mr. Dolcemascolo has written the book Improving the Extended Value Stream: Lean for the Entire Supply Chain, published by Productivity Press in 2006. He has also been published in several manufacturing publications and has spoken at such venues as the Lean Management Solutions Conference, Outsourcing World Summit, Biophex, APICS, and ASQ. He has a BS in Industrial Engineering from Columbia University and an MBA with Graduate Honors from San Diego State University.
熱門文章
-
中国ブランド構築の難しさ ～景徳鎮はなぜ衰退したのか 凋落著しい景徳鎮 景徳鎮という地名はほとんどの人が聞いたことがあるだろう。 私は焼き物に凝るというほどではないが、見るのは結構好きで、大阪市東洋陶磁美術館の安宅コレクションに収蔵されている明代の景徳鎮の作品などを日本でも...
-
by PETE ABILLA on JUNE 3, 2011 As you probably know, Jack Kevorkian, the retired physician who advocated assisted suicide, whereupon he ass...
-
別讓壞習慣活得比你長 懶惰（就像鐵鏽）比勞動耗損得更多：鑰匙若常用，光亮不生鏽。 Sloth (like Rust) consumes faster than Labour wears: the used Key is always bright. 只替好水果接枝，不然乾脆省一事...
7/04/2009
5S Implementation
5S Implementation
As many organizations attempt to become “World Class Manufacturing” operations, where to begin their lean journey is the first question facing management. The answer is simple - the 5S program. The 5s's are: sort, set in order, shine, standardize, and sustain. Depending on a company's situation, the 5S’s can be implemented in different ways. However, many companies have found success using the following 8 steps:
1. Organize the program committee.
2. Develop a plan for each S.
3. Publicly announce the start of the program.
4. Provide training and education to employees.
5. Select a day in which everybody cleans up his/her own working area.
6. Select a day in which everybody organizes his/her own working area.
7. Evaluate the results of 5S.
8. Perform Self-Examination and Take Corrective Actions.
5S, like all other quality and prevention initiatives, requires commitment from top management and participation by everyone in the organization. Requiring plans tailored to each facility, a 5S program cannot be implemented using a “one-size-fits-all" approach. 5S is best implemented very gradually over a period of time. Because implementing five S can be such an overwhelming task, some companies decide to institute it department-by-department.
The most common mistake companies make when implementing 5S is the failure to train adequately at the outset. Upper management and other members of the steering group must have a working knowledge of 5S. This starts with a thorough review of the 5S program, implementation methods, team concepts, and the role of management. Practical exercises, or a real world pilot project, should follow. Since most steering group members work in the office, they should also apply 5S to their own office or work area. This activity will not only provide a practical understanding of 5S and the kinds of issues that will need to be addressed throughout the implementation, but it also communicates the commitment of upper management to a company-wide 5S implementation. At this point, management should endorse the formal Five S plan and set dates for implementation.
The implementation team, typically consisting of supervisors and team leaders, is the next group to be trained. Requiring the same training as upper management plus training in team leadership, they should receive practical training through the implementation of pilot projects. A good approach is to carry out one pilot program under the leadership of the 5S advisor (a consultant or internal resource fully experienced in all aspects of 5S) and then to carry out a second one on their own. A program committee that includes the plant manager and some of the area workers should coordinate the preliminary work. Once the preliminary work is completed, plans describing implementation of the Five S campaign should be prepared and released. When the results are satisfactory, the program can then be launched company wide.
The goal and process of the first “S” is organization. The sort process distinguishes needed items from unneeded items and removes the latter. This process forces people to remove all items not currently needed for work, whether they are in the factory or in the office. It is initially the most difficult for people who are afraid to let go of parts, machines, and data "just in case" they may be needed in the future. However, "red-tagging" items allows workers to set aside and evaluate items and information in terms of their usefulness and frequency of use. The items and information are returned, stored elsewhere, sold, given away, or thrown away. Red tagging is best done in one target area at a time and within one or two days. When red tagging is completed, problems and annoyances in the workflow are reduced, communication between workers is improved, product quality is increased, and productivity is enhanced.
"Set in order" organizes a work area for the maximum possible efficiency. Organization and orderliness work best when they are implemented together. "Set in order" means arranging needed items so that they are easy to use and labeling them so that anyone can find them and put them away. The key word in this definition is "anyone." Labeling is mostly for other people who need what is in the area, when the area "owner" is away. The benefit is economy of time and motion. When orderliness is implemented, there is no wasted human energy or excess inventory.
"Shine" - as the word implies - means to thoroughly clean everything in the work area. Planning a cleanliness campaign is a five-step process including: cleanliness targets, assignments, methods, tools, and follow-up inspections. The goal is threefold: 1) to turn the workplace into a clean, bright place where people enjoy working, 2) to review the first two Ss, and 3) to find the source of dirt or litter and eliminate it. The definition of cleanliness is "keeping everything swept and clean." "Shine" should become so deeply ingrained as a daily work habit that tools are also kept in top condition and are ready for use at any time.
Once the first three "S’s" are in place, "standardize” details a plan to maintain the continual improvement activities. The plan should include the creation of procedures and simple daily checklists that are to be visibly posted in each work area; the checklist should serve as a visual to ensure that the daily 5S requirements are being met. Standardized cleanup integrates sort, set in order, and shine into a unified whole.
The last "S," sustain, requires discipline. Without discipline, it is impossible to maintain consistent standards of quality, safety, clean production, and process operation. The more closely workers are able to follow manufacturing standards, procedures, and rules, the less likelihood there is of errors, defects, waste, and accidents. However, trying to impose discipline in an authoritarian manner will not get far in most firms today. Rather, people should be motivated to want to follow the rules because the workplace rules are actually a set of shared values. Shared values are achieved by coaching and team participation, not by orders and penalties. Implementation of 5S provides coaching by getting the workers to do the simple things right. "Buying in" to these basic values is the essential starting point to developing a "World Class" organization. Empowering shop floor workers to take control of their daily activities and their work environment is the unifying principle of 5S. By taking an active role in designing and maintaining their workplace, workers take more pride in their work, leading to greater satisfaction and higher productivity.
Many believe that 5S is a must-have tool. For any of the tools in the toolkit for becoming lean -- quick changeover, total productive maintenance, mistake proofing, and so on -- 5S significantly helps in both the implementation and sustaining of improvements. The Gold Standard for 5S is that anyone should be able to find anything in their own workplace in less than 30 seconds, and anywhere else in the workplace in less than 5 minutes without talking to anyone, opening a book, or turning on a computer. 5S is the foundation for successful lean implementation. 5S is the tool to begin, support, and sustain the lean journey.
About the Author
David McBride is co-founder of EMS Consulting Group (http://www.emsstrategies.com), a Carlsbad, CA based engineering and management consulting firm. David has a BS in Mechanical Engineering from Ohio State University. He has a successful track record in the development and implementation of FMEA and Design for Manufacturability programs at several organizations and has greatly reduced Manufacturing costs through the utilization of Lean Manufacturing, Kaizen Events, and Manufacturing System Analysis. He has also been highly successful at developing and executing New Product Introduction processes, and Staffing and Capital Equipment Plans.
As many organizations attempt to become “World Class Manufacturing” operations, where to begin their lean journey is the first question facing management. The answer is simple - the 5S program. The 5s's are: sort, set in order, shine, standardize, and sustain. Depending on a company's situation, the 5S’s can be implemented in different ways. However, many companies have found success using the following 8 steps:
1. Organize the program committee.
2. Develop a plan for each S.
3. Publicly announce the start of the program.
4. Provide training and education to employees.
5. Select a day in which everybody cleans up his/her own working area.
6. Select a day in which everybody organizes his/her own working area.
7. Evaluate the results of 5S.
8. Perform Self-Examination and Take Corrective Actions.
5S, like all other quality and prevention initiatives, requires commitment from top management and participation by everyone in the organization. Requiring plans tailored to each facility, a 5S program cannot be implemented using a “one-size-fits-all" approach. 5S is best implemented very gradually over a period of time. Because implementing five S can be such an overwhelming task, some companies decide to institute it department-by-department.
The most common mistake companies make when implementing 5S is the failure to train adequately at the outset. Upper management and other members of the steering group must have a working knowledge of 5S. This starts with a thorough review of the 5S program, implementation methods, team concepts, and the role of management. Practical exercises, or a real world pilot project, should follow. Since most steering group members work in the office, they should also apply 5S to their own office or work area. This activity will not only provide a practical understanding of 5S and the kinds of issues that will need to be addressed throughout the implementation, but it also communicates the commitment of upper management to a company-wide 5S implementation. At this point, management should endorse the formal Five S plan and set dates for implementation.
The implementation team, typically consisting of supervisors and team leaders, is the next group to be trained. Requiring the same training as upper management plus training in team leadership, they should receive practical training through the implementation of pilot projects. A good approach is to carry out one pilot program under the leadership of the 5S advisor (a consultant or internal resource fully experienced in all aspects of 5S) and then to carry out a second one on their own. A program committee that includes the plant manager and some of the area workers should coordinate the preliminary work. Once the preliminary work is completed, plans describing implementation of the Five S campaign should be prepared and released. When the results are satisfactory, the program can then be launched company wide.
The goal and process of the first “S” is organization. The sort process distinguishes needed items from unneeded items and removes the latter. This process forces people to remove all items not currently needed for work, whether they are in the factory or in the office. It is initially the most difficult for people who are afraid to let go of parts, machines, and data "just in case" they may be needed in the future. However, "red-tagging" items allows workers to set aside and evaluate items and information in terms of their usefulness and frequency of use. The items and information are returned, stored elsewhere, sold, given away, or thrown away. Red tagging is best done in one target area at a time and within one or two days. When red tagging is completed, problems and annoyances in the workflow are reduced, communication between workers is improved, product quality is increased, and productivity is enhanced.
"Set in order" organizes a work area for the maximum possible efficiency. Organization and orderliness work best when they are implemented together. "Set in order" means arranging needed items so that they are easy to use and labeling them so that anyone can find them and put them away. The key word in this definition is "anyone." Labeling is mostly for other people who need what is in the area, when the area "owner" is away. The benefit is economy of time and motion. When orderliness is implemented, there is no wasted human energy or excess inventory.
"Shine" - as the word implies - means to thoroughly clean everything in the work area. Planning a cleanliness campaign is a five-step process including: cleanliness targets, assignments, methods, tools, and follow-up inspections. The goal is threefold: 1) to turn the workplace into a clean, bright place where people enjoy working, 2) to review the first two Ss, and 3) to find the source of dirt or litter and eliminate it. The definition of cleanliness is "keeping everything swept and clean." "Shine" should become so deeply ingrained as a daily work habit that tools are also kept in top condition and are ready for use at any time.
Once the first three "S’s" are in place, "standardize” details a plan to maintain the continual improvement activities. The plan should include the creation of procedures and simple daily checklists that are to be visibly posted in each work area; the checklist should serve as a visual to ensure that the daily 5S requirements are being met. Standardized cleanup integrates sort, set in order, and shine into a unified whole.
The last "S," sustain, requires discipline. Without discipline, it is impossible to maintain consistent standards of quality, safety, clean production, and process operation. The more closely workers are able to follow manufacturing standards, procedures, and rules, the less likelihood there is of errors, defects, waste, and accidents. However, trying to impose discipline in an authoritarian manner will not get far in most firms today. Rather, people should be motivated to want to follow the rules because the workplace rules are actually a set of shared values. Shared values are achieved by coaching and team participation, not by orders and penalties. Implementation of 5S provides coaching by getting the workers to do the simple things right. "Buying in" to these basic values is the essential starting point to developing a "World Class" organization. Empowering shop floor workers to take control of their daily activities and their work environment is the unifying principle of 5S. By taking an active role in designing and maintaining their workplace, workers take more pride in their work, leading to greater satisfaction and higher productivity.
Many believe that 5S is a must-have tool. For any of the tools in the toolkit for becoming lean -- quick changeover, total productive maintenance, mistake proofing, and so on -- 5S significantly helps in both the implementation and sustaining of improvements. The Gold Standard for 5S is that anyone should be able to find anything in their own workplace in less than 30 seconds, and anywhere else in the workplace in less than 5 minutes without talking to anyone, opening a book, or turning on a computer. 5S is the foundation for successful lean implementation. 5S is the tool to begin, support, and sustain the lean journey.
About the Author
David McBride is co-founder of EMS Consulting Group (http://www.emsstrategies.com), a Carlsbad, CA based engineering and management consulting firm. David has a BS in Mechanical Engineering from Ohio State University. He has a successful track record in the development and implementation of FMEA and Design for Manufacturability programs at several organizations and has greatly reduced Manufacturing costs through the utilization of Lean Manufacturing, Kaizen Events, and Manufacturing System Analysis. He has also been highly successful at developing and executing New Product Introduction processes, and Staffing and Capital Equipment Plans.
Sustaining 5S
Sustaining 5S
Many organizations make some early 5S improvements and then slide back into their old ways of doing things. Other organizations continue to maintain their 5S programs for many years. What separates a successful 5S program from one that is headed for failure? An unsuccessful implementation of 5S was never a complete 5S implementation. The fifth “S” stands for “sustain;” if implemented completely, a 5S program will have longevity. There are three keys to successfully sustaining 5S: commitment, top management support, and performance measurement.
Key #1: Commitment. The first key is to commit to all five S’s. While this may appear to be obvious, I once had a conversation with a well-meaning executive who told me: “We are just going to implement 3S for now. We aren’t ready for all five.” The fifth “S,” “Shitsuke” in Japanese, actually translates more closely to “commitment” than “sustain.” According to Tomo Sugiyama (author of The Improvement Book), “’shitsuke’ is a typical teaching and attitude towards any undertaking to inspire pride and adherence to the standards established.” If your entire organization is not committed to 5S, your organization’s 5S program will be short-lived.
Key #2: Top Management Support. The first and second keys go hand-in-hand. Commitment is not possible without top management’s visible support for the program. All employees must believe that the organization has committed to the program. One way that we encourage top management to get involved on a continuing basis is for them to conduct quarterly 5S visits in which executives inspect each work area to 5S conditions and offer advice and support to the employees. Another effective method for demonstrating top management support is for executives to mandate and participate in visible promotion of 5S. Some ways to promote 5S include:
1. Designated 5S days: Select a day per month or per quarter to emphasize 5S throughout the plant.
2. Slogans: Select a 5S related slogan, post it in public areas throughout the plant, pass out shirts made up with the slogan to successful 5S teams, etc.
3. Public Announcements: In monthly or quarterly announcements/all-employee meetings, take some time to emphasize the importance of 5S.
4. Seminars: Have employees participate in seminars throughout the year. Some of these should be 5S related.
Key #3: Performance Measurement and Reward System. The third key is to measure 5S performance in each work area and set up a reward system to reward teams that achieve 5S success. Organizations that have successful 5S programs measure their performance through weekly audits using checklists and score sheets. Results of the audits are posted in public areas. This creates an atmosphere of friendly competition and will help to instill pride in the teams you’ve set up. This measurement and competition should be combined with a reward system; most successful organizations offer monthly or quarterly rewards for their teams in various 5S categories. The rewards can range from movie tickets to cash bonuses.
These three keys are simple but powerful. Your organization must commit to all 5 of the 5 pillars. Top management must show visible support for the program. And your organization must set up a 5S performance measurement and reward system.
About the Author
Darren Dolcemascolo is an internationally recognized lecturer, author, and consultant. As Sr. Partner and co-founder of EMS Consulting Group, he specializes in productivity and quality improvement through lean manufacturing. Mr. Dolcemascolo has written the book Improving the Extended Value Stream: Lean for the Entire Supply Chain, published by Productivity Press in 2006. He has also been published in several manufacturing publications and has spoken at such venues as the Lean Management Solutions Conference, Outsourcing World Summit, Biophex, APICS, and ASQ. He has a BS in Industrial Engineering from Columbia University and an MBA with Graduate Honors from San Diego State University.
Many organizations make some early 5S improvements and then slide back into their old ways of doing things. Other organizations continue to maintain their 5S programs for many years. What separates a successful 5S program from one that is headed for failure? An unsuccessful implementation of 5S was never a complete 5S implementation. The fifth “S” stands for “sustain;” if implemented completely, a 5S program will have longevity. There are three keys to successfully sustaining 5S: commitment, top management support, and performance measurement.
Key #1: Commitment. The first key is to commit to all five S’s. While this may appear to be obvious, I once had a conversation with a well-meaning executive who told me: “We are just going to implement 3S for now. We aren’t ready for all five.” The fifth “S,” “Shitsuke” in Japanese, actually translates more closely to “commitment” than “sustain.” According to Tomo Sugiyama (author of The Improvement Book), “’shitsuke’ is a typical teaching and attitude towards any undertaking to inspire pride and adherence to the standards established.” If your entire organization is not committed to 5S, your organization’s 5S program will be short-lived.
Key #2: Top Management Support. The first and second keys go hand-in-hand. Commitment is not possible without top management’s visible support for the program. All employees must believe that the organization has committed to the program. One way that we encourage top management to get involved on a continuing basis is for them to conduct quarterly 5S visits in which executives inspect each work area to 5S conditions and offer advice and support to the employees. Another effective method for demonstrating top management support is for executives to mandate and participate in visible promotion of 5S. Some ways to promote 5S include:
1. Designated 5S days: Select a day per month or per quarter to emphasize 5S throughout the plant.
2. Slogans: Select a 5S related slogan, post it in public areas throughout the plant, pass out shirts made up with the slogan to successful 5S teams, etc.
3. Public Announcements: In monthly or quarterly announcements/all-employee meetings, take some time to emphasize the importance of 5S.
4. Seminars: Have employees participate in seminars throughout the year. Some of these should be 5S related.
Key #3: Performance Measurement and Reward System. The third key is to measure 5S performance in each work area and set up a reward system to reward teams that achieve 5S success. Organizations that have successful 5S programs measure their performance through weekly audits using checklists and score sheets. Results of the audits are posted in public areas. This creates an atmosphere of friendly competition and will help to instill pride in the teams you’ve set up. This measurement and competition should be combined with a reward system; most successful organizations offer monthly or quarterly rewards for their teams in various 5S categories. The rewards can range from movie tickets to cash bonuses.
These three keys are simple but powerful. Your organization must commit to all 5 of the 5 pillars. Top management must show visible support for the program. And your organization must set up a 5S performance measurement and reward system.
About the Author
Darren Dolcemascolo is an internationally recognized lecturer, author, and consultant. As Sr. Partner and co-founder of EMS Consulting Group, he specializes in productivity and quality improvement through lean manufacturing. Mr. Dolcemascolo has written the book Improving the Extended Value Stream: Lean for the Entire Supply Chain, published by Productivity Press in 2006. He has also been published in several manufacturing publications and has spoken at such venues as the Lean Management Solutions Conference, Outsourcing World Summit, Biophex, APICS, and ASQ. He has a BS in Industrial Engineering from Columbia University and an MBA with Graduate Honors from San Diego State University.
Standardized Work
Standardized Work
One element that seems to be missing from many so-called lean factories around the United States is standardized work. As we've mentioned in several other articles, most self-proclaimed "lean" factories have mastered the u-shaped cell in terms of layout. One important element is often missing: standardized work charts. Very often, when I ask about standardized work charts, most people either give me a very puzzled look or point me to a dust-covered binder full of work instructions. They often tell me that the operators know what to do; they've been doing it for a long time and they need no standardized work charts. However, when we look at the process in more depth, everyone in the cell has a Burger King approach to manufacturing- have it your own way. And that approach will fail. As important as highly detailed work instructions may be, standardized work charts are much more important. They allow anyone in the factory to understand what the standard work is and, more importantly, whether or not is being utilized. Standarized work is part of the foundation of the Toyota Production System; it is one of the key contributing elements to stability in a factory. If everything in a factory is not done consistently, basic stability will be unachievable. And, anyone who has studied lean can tell you that without basic stability, lean will fail 100% of the time.
Standardizing every operation is one of the most important tools of lean. While it is often not considered a tool in itself, having a standard work chart for every operation is absolutely critical to lean success. For example, in a manufacturing cell, each operator should have a standard work chart showing the operations he/she is to perform, the standard times for each operation, and a graphic representation.
The standard work chart should be on one page. Where should standard work charts be used to ensure that processes are being followed consistently? They should be used for:
Manufacturing Cells/All production operations
Material Delivery to Manufacturing Cells
Warehouse operations
Document Control Activities
Production Planning Activities
All other repeatable activities in a factory or office
Standardized work is critical to lean success. If you are implementing lean and haven't considered standardized work and standardized work charts, you are missing one very foundational aspect of the puzzle.
About the Author
Darren Dolcemascolo is an internationally recognized lecturer, author, and consultant. As Sr. Partner and co-founder of EMS Consulting Group, he specializes in productivity and quality improvement through lean manufacturing. Mr. Dolcemascolo has written the book Improving the Extended Value Stream: Lean for the Entire Supply Chain, published by Productivity Press in 2006. He has also been published in several manufacturing publications and has spoken at such venues as the Lean Management Solutions Conference, Outsourcing World Summit, Biophex, APICS, and ASQ. He has a BS in Industrial Engineering from Columbia University and an MBA with Graduate Honors from San Diego State University.
One element that seems to be missing from many so-called lean factories around the United States is standardized work. As we've mentioned in several other articles, most self-proclaimed "lean" factories have mastered the u-shaped cell in terms of layout. One important element is often missing: standardized work charts. Very often, when I ask about standardized work charts, most people either give me a very puzzled look or point me to a dust-covered binder full of work instructions. They often tell me that the operators know what to do; they've been doing it for a long time and they need no standardized work charts. However, when we look at the process in more depth, everyone in the cell has a Burger King approach to manufacturing- have it your own way. And that approach will fail. As important as highly detailed work instructions may be, standardized work charts are much more important. They allow anyone in the factory to understand what the standard work is and, more importantly, whether or not is being utilized. Standarized work is part of the foundation of the Toyota Production System; it is one of the key contributing elements to stability in a factory. If everything in a factory is not done consistently, basic stability will be unachievable. And, anyone who has studied lean can tell you that without basic stability, lean will fail 100% of the time.
Standardizing every operation is one of the most important tools of lean. While it is often not considered a tool in itself, having a standard work chart for every operation is absolutely critical to lean success. For example, in a manufacturing cell, each operator should have a standard work chart showing the operations he/she is to perform, the standard times for each operation, and a graphic representation.
The standard work chart should be on one page. Where should standard work charts be used to ensure that processes are being followed consistently? They should be used for:
Manufacturing Cells/All production operations
Material Delivery to Manufacturing Cells
Warehouse operations
Document Control Activities
Production Planning Activities
All other repeatable activities in a factory or office
Standardized work is critical to lean success. If you are implementing lean and haven't considered standardized work and standardized work charts, you are missing one very foundational aspect of the puzzle.
About the Author
Darren Dolcemascolo is an internationally recognized lecturer, author, and consultant. As Sr. Partner and co-founder of EMS Consulting Group, he specializes in productivity and quality improvement through lean manufacturing. Mr. Dolcemascolo has written the book Improving the Extended Value Stream: Lean for the Entire Supply Chain, published by Productivity Press in 2006. He has also been published in several manufacturing publications and has spoken at such venues as the Lean Management Solutions Conference, Outsourcing World Summit, Biophex, APICS, and ASQ. He has a BS in Industrial Engineering from Columbia University and an MBA with Graduate Honors from San Diego State University.
訂閱：
文章 (Atom)