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1
LEAN MANUFACTURING PART 1
2Helping Our Customers Be More Successful . . .
Our Vision
1. Best-in-Class:
– Quality, Delivery, Price, Safety, Speed, Attitude
2. Realistic, Profitable Growth:
– Add volume for current customers
– Add new customers and markets
– Expand operations as required
3. Conservative & Safe Company:
– Diversified customer base
– Conservative debt structure
– Financially capable customers
4. Have Fun:
– Have the right customers, employees & action plans
3Helping Our Customers Be More Successful . . .
RWD - 2014 Goals
• DELIVERY, Target to achieve and Maintain Zero Customer Lates
• LEAN, Increase our Lean audit score to 60%.
• PRODUCTIVITY, Increase earned hours to 6.0 hrs per person per day
• SAFETY, Decrease our safety score to 5.
• QUALITY, Achieve an average PPM score of no more than 50 PPM.
• COST REDUCTIONS, implement cost reductions of $1.0M/yr.
• INVENTORY, Reduce Inventory to 10 days
4Helping Our Customers Be More Successful . . .
October 23, 2013
Meeting Room 5S
Pens, markers and eraser are
placed in the Green Basket
Keyboard and mouse location
Please ensure all chairs are placed IN the
tile area when finished with meeting
PLEASE PUT TV BACK WHEN DONE
5
| | 5
INSANITY “Doing the
same thing over and over again and expecting different results”
Albert Einstein
6
Mancor Lean Requirements:
All employees will be provided with CI / Lean training
Each department / cell/ work area employee will be part of the areas CI
team.
Each operation is required to implement 5S based on the Mancor 5S
Standard.
Each Operator to participate and put forward improvement suggestions
Each operation is required to implement 5S based on the Mancor 5S
Standard.
Each operation is required to have weekly audits and must participate in the
Mancor 5S program.
All areas of the operations must have a Tier 2 visual control board and each
department / cell must have a Tier 1 board.
5S Visual Management Program should be led by a CI Team.
Helping Our Customers Be More Successful . . .
7
For lean to succeed
• “People are the Power behind Successful LEAN
Implementation!!”
• Training, Action Items, Tracking KPI metrics and
Accountability
• All employees need to be involved (office & plant)
• It must be supported from the top down
• It is a people transformation,” an ongoing journey to
change their mindset and the culture to become lean
thinkers.
Helping Our Customers Be More Successful . . .
8
| | 8
Change Cycle
8
How people feel
Keep momentum
moving
After results from
changes are seen
9
What is Lean Manufacturing?
• Lean manufacturing is an improved & efficient way to
manufacture and deliver customer products on-time
and within quality specifications
• In other ways, lean manufacturing can be considered
as “trimming the fat” from production/manufacturing
processes which cause defects, wasted time, longer
cycle times, frustration, late customer deliveries, etc.
10 10
Lean Overview: What is Lean?
– The systematic elimination of waste and re-alignment of
resources to deliver value to the customer faster, better, &
more consistently
• Lean also is:– Pursuit of excellence– Continuous Improvement of performance and quality– Increasing inventory “turns” and throughput– Simplifying and redefining processes– Measuring & monitoring processes– Empowering the workforce (80%)
– Focus: Eliminate waste, non-value add steps, process constraints and – Bottle necks that cause problems in work throughput– Approach: Intuitive and broad - “inch-deep, mile wide”
Leading to Leading toEliminate
Waste
Reduced
Cycle Times
Increased
Capacity
11
Definition of Value Added
Value Added
Any activity that is adding value to the part and the
customer is paying for. Example: any process where you
are doing something to the part (cutting, welding,
riveting, bending)
Non-Value Added
Any activity that does not add Value to the part.
Example: moving parts from one area to another,
reworking parts, set-up/change-overs, repairs
12
Lean = Eliminating the Wastes
Value Added
Typically 95% of all lead time is non-value added
1. Overproduction
2. Waiting
3. Transportation
4. Non-Value Added Processing
5. Excess Inventory/Material
6. Defects
7. Excess Motion
8. Underutilized People
Non-Value Added
5%
13
How to implement LEAN MANUFACTURING
Starts with education/training:
5S in order to make the place safer and organized
Continue with the Five Principles of Lean Thinking
1. Identify the TAKT time (customer demand/time)
2. Complete a PFD/VSM and focus on VALUE
ADD vs NON-VALUE ADD activities (WIP)
3 Line Balancing
14
How to implement LEAN MANUFACTURING cont
• 4. Improve process bottlenecks by:
Reducing Waste & moving from “PUSH TO PULL”
system using internal customer system
Improve process/material flow using KAIZEN cell
layout changes, i.e. L, U shape work-cells
Try to Poke Yoke or Error Proofing to improve
processes and not rely on operators, (human error)
Implement in-process checks as part of the
operation (“Check & Balance”)
• 5. Continue to improve and strive for perfection
15
Lean Manufacturing tools--continued
• Example of 5S would be a shadow-board with all the tools
needed in a specific location so that there is a visual
presence of the tools or if they are missing.
• SMED—Single Minute Exchange Die, is a process where
long changeovers which take hours are improved and
reduced to single minutes
• One-Piece-Continuous-Flow, instead of Batching and Que
(producing & storing into WIP
16
What’s the end result?
Improved customer satisfaction on existing products by
consistently meeting their demands
Cost savings $$ due to improved efficiencies and
productivity within the process
New business opportunities with existing and new
customers
Increased moral and less frustration in the work place
Secured jobs
17
| | 17
Introduction ‘5S’
May 2008
19
How often are these dies used?
21
What about our Plant?
Helping Our Customers Be More Successful . . .
22
How long does it take to find parts?
Helping Our Customers Be More Successful . . .
2424
So…what is the
problem?
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
May2013
Sept2013
Nov2013
Jan2014
Mar2014
May2014
July2014
Sept2014
28.80%29.60%
RWD Lean Score
May 2013 Sept 2013 Nov 2013 Jan 2014 Mar 2014 May 2014 July 2014 Sept 2014
1 Year Target = 60%
2 Year Target = 80%
?
26
Mancor RWD Audit Scorecard
Yellow= No Change
27
Key areas for improvement
Lean Leadership
Developing a Lean Culture through training and
engagement of workers/supervisors/managers
Creating a Safe Environment using Lean (5S)
Standard Operating Procedures (SOP)
Develop an Internal Responsibility System, where
everyone is involved and has responsibility
Helping Our Customers Be More Successful . . .
2929
5S Technique
1st Sort (Purge )
2nd Straighten (Set in Order)
3rd Shine (Clean )
4th Standardize
5th Sustain (Discipline)
1. Sort2. Straighten
3. Shine
4. Standardize
5. Sustain
Sort out what you don’t
need !!
3131
Set Up Red Tag Procedures
• Identify what you USE
• Place Red Tags on all items that are
- duplicates
- in need of repair or attention
- not needed
Keep Red Tags for 1 week then move it to storage
Write on tag info about item – Date– Location removed from– Action needed?– Your name
5S RED TAG
Date: _____________________________________
Name of Item _______________________________
_________________________________
Originated From (Location) ___________________
_________________________________
Suggested Action
Throw Away
Move to Storage
Return to _________________________
Other _________________________
Your Name ________________________________
Form: 5SA - Rev. 01/04
5S RED TAG
Date: _____________________________________
Name of Item _______________________________
_________________________________
Originated From (Location) ___________________
_________________________________
Suggested Action
Throw Away
Move to Storage
Return to _________________________
Other _________________________
Your Name ________________________________
Form: 5SA - Rev. 01/04
3333
Set Up Red Tag Area
Red Tag Area
3434
Locate by Frequency of Use
• Frequently – within easy reach
• Infrequently – need to take a few steps to get but
still in area
• Rarely – can be in storage - well labeled and
mapped to easily find them when needed
“A Place for everything and
everything in its place”
1. Sort
2. Straighten3. Shine
4. Standardize
5. Sustain
7/29/2015
Department Reference #
Confirmed By Date Chapter Rev. PageIssuerProduction manager
Rivet Cell 7.2Rivet Cell - Shadow Boards
111May 11, 2006Scheduler
Cleaning Station
Rags
Shovel
Straw Broom
Cleaner
Push Broom
Colour coded cart used for storing riveting
anvils, blocks for the fixture, and stands
StandsBlocks
Riveting Anvils
Backing Blocks
37
Punch Press Die Rack Example
1. Sort
2. Straighten
3. Shine4. Standardize
5. Sustain
The next step is to thoroughly
clean the work area
3939
Shine—Inspection/Prevention
•Use cleaning of equipment as a form of
regular inspection
•check for abnormal wear or
conditions that might lead to
equipment failure
•less damage and downtime
•Eliminate sources of contamination
and dirt whenever possible
4040
Advantages of ‘Shine’
• A clean and clutter free workplace creates safe workplace for workers
• Customers get a Positive Image of the company
• Maintenance easier (leaks and changes are more obvious, easier to evaluate and repair)
1. Sort
2. Straighten
3. Shine
4. Standardize5. Sustain
Document the best practices in your
work area
October 23, 2013
Meeting Room 5S
Pens, markers and eraser are
placed in the Green Basket
Keyboard and mouse location
Please ensure all chairs are placed IN the
tile area when finished with meeting
PLEASE PUT TV BACK WHEN DONE
1. Sort
2. Straighten
3. Shine
4. Standardize
5. Sustain
This is the Discipline to keep it that way - do
regular audits!
45
Example of 5S Audit ChecklistReference #
Department: 9.4.2To maintain a 5S compliance environment, daily 5S activities must be performed throughout the day and at end of shift
It is everybody's responsibility to ensure their work area is 5S compliant
DAILY 5S CHECKLIST
1000T Press
Week Starting: Monday
Tuesd
ay
Wednesd
ay
Thurs
day
Friday
ITEM
Ha
ni
D.
Ed
mar
H.
Jan
K
Ha
ni
D.
Ed
gar
H.
Comments
1
Are all Personal Protective Equipment being
Used? Are the equipment safety features
working?
2Are the cell operating standards documented and
clearly posted at the workstations?
3 Is the area setup as per visual flow diagram?
4 Is the Work Order Board up to date?
5 Are consumables available and easily accessible?
6Are all inbound & outbound materials and related
parts in their marked locations?
7Are all the tools in the tool cart accounted for and
in the proper location?
8
Are all required measuring tools and gauges, in
good working order, properly stored and available
at the workstation?
9
Is there evidence of prior shift cleanups being
performed? Are all cleaning Tools & Supplies
accounted for in shadowboards?
10 Is the area clear of not needed items?
11Are Rework or Rejects taking up production floor
space?
12Are required counter balance pressure gauges
calibrated/set within range for top die weight?
13 Is Daily Maintenance Performed and Reported?
Total Score 0 0 0 0 0 0
Potential Score 12 12 12 12 12 60
SUSTAIN EXAMPLE
47
Punch Press BEFORE
48
Punch Press AFTER
Helping Our Customers Be More Successful . . .
49
Ownership and pride
5050
General Manager’s Office (Wayne) Before
Before
51
General Manager’s Office Before
Helping Our Customers Be More Successful . . .
52
General Manager’s Office Before
Helping Our Customers Be More Successful . . .
53
General Manager’s Office - AFTER
54
General Manager’s Office
BEFORE AFTER
Helping Our Customers Be More Successful . . .
55
General Manager’s Office
BEFORE AFTER
Helping Our Customers Be More Successful . . .
56
General Manager’s Office
BEFORE AFTER
Helping Our Customers Be More Successful . . .
5757
Assignment
• Implement 5S in your area
• When is it due? 2 weeks (1 week to SORT + 1
week to Straighten)
• Others will audit your area
• Best area gets a prize
• I will take BEFORE PICTURES of your project area!
58
59
Earl’s office B4 2S
60
Before and After 2S
61
Before and After
Fastest 5S person -Louie
• Monday October 28, 2013 Louie started his
long journey of 5S
• Louie had to climb a mountain to get to his
computer
• After 3 garbage cans of junk and 72Hrs
later, Louie achieved “Mission Impossible”
• Louie won a prize
63
Louie work station Monday Oct 28-2013
63
64
Louie work station Tue Oct 29-2013
64
65Helping Our Customers Be More Successful . . .
Louie work station Tue Oct 29-2013
Louie winner 1st worker to 5S his work station
7/29/2015
Louie –First to 5S his work station
7/29/2015
69
Next Step: 5S training & implementation by department:
Punch Press/Tool Room Oct. 23 Project Due Nov 6th
CNC/Maintenance Oct. 23 Project Due Nov 6th
Laser Oct 25 Project Due Nov 8th
Brake Press Oct. 25 Project Due Nov 8th
Trunnion Weld Oct 29 Project Due Nov 12th
Engineering October 30 (1-2) Project Due Nov 13th
Robot/Manual Weld Oct 31 Project Due Nov 14th
Assy Nov 1 Project Due Nov 15th
Paint/QA/Office Nov 8 Project Due Nov 22th
Shipping/Receiving Nov 8 Project Due Nov 22th
Helping Our Customers Be More Successful . . .
70
Quiz
What are the 5S’s?
(1 min)
70
7171
Review Quiz Answers
1st Sort (Purge )
2nd Straighten (Set in Order)
3rd Shine (Clean )
4th Standardize
5th Sustain (Discipline)
72
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