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5S Implementation
Experience
Structure of Presentation
1.0 Purpose of 5S implementation2.0 Unique aspects of 5S2.1 See-through Layout2.2 Identified location2.3 Material at eye level2.4 Improved visibility2.5 Material handling system2.6 Lean Flow2.7 Improved environment for 5S3.0 Sustaining of 5S3.1 Daily work management3.2 My machine – My line campaign3.3 Operator training3.4 TPM Implementation3.5 Fixed point photography4.0 Results
1.0 Purpose of 5S implementation
To create a delightful work place that is safe and make the employees relish working in such environment
Also to find non conformities and abnormalities, that could have their impact on product quality and productivity.
2.0 Unique aspects of 5S
2.1 See through Layout & Visual factory
2.2 Identified location for parts and material
• No High rack storage system• No pallets• No fork lift for material transfer
2.3 Material at Eye level
Valve seat position
Valve position
2.4 Improved visibility
Follower in Top position Follower in Bottom position
Follower position
Top
Bottom
2.4 Improved visibility - Continued
All material on wheels• No fork lift in side the shop floor• No pallets• Trolley design• Crates with identification
• Blue – In-house machining• Yellow – Casting• Grey - Supplier parts
2.5 Material Handling system
ProductionControl
C/T=240sCO=0
Uptime=100%2 shifts
C/T=300sCO=0Uptime=100%2 shifts
CO=0Uptime=95%2 shifts
C/T=60s
C/T=87s
Uptime=85%CO=900
2 shifts
C/T=300sCO=0
Uptime=100%2 shifts
Daily
Monthly/WeeklyFaxMonth/weekly/daily plan
Inspection stores
LB m/c
1
Plating2(shared)
Assembly
10
Shipping
1(shared)Packing
4XDailyMilk run
SupplierSCL-FoundrySupplier
1X daily
I II
5460
Customer
Value added Time
Production lead time
9929s
40223s=Process Ratio =24.6%
1020 nos /day
Demand/month25500
MarketingMonthly schedule
Takt time
60 Sec.
Date - 20.09.2004
Ultrasonic
1
Cleaning
CO=0Uptime=100%2 shifts
C/T=14s
I125
C/T=85s
Uptime=85.4%CO=900
2 shifts
UB m/c
1
72
I
128
Daily Order
OX OX
Introduce electronic triggerCard between SCL and
Foundry
I
72
C/T=45sCO=0Uptime=100%2 shifts
300s 8100s 130s 633s 240s
0.125 day 0.12 day 0.052 days0.058 days.07 day .07 day
902s 164s
Deburr removed
Operator rebalanceIn assy areaAuto unload
Fixed loadingpattern
Heijunka card
FIFO FIFO FIFO FIFO
Operator rebalanceIn machining area
Leak check& deburr
1
2.6 Lean Flow
PurchaseSupplier Production Marketing Customer
Units SWHStores
AssemblyMachine shop
kanban WIP Transfer
I
OrderOrder
GenerateMRPMRPMRPSchedule
ProduceResource planning
Produce Produce
2.6.1 Controlled inventory through pull system
`
SWH
Stores
Machine shop Assembly shop
Spiderman 1
Spiderman 2
Spiderman 3
Spiderman 4
Pitch 2 hrs
• Paced withdrawal of finished goods• Material feeding based on Pull
2.6.2 Spiderman replenishment
Phase 1 Phase 2
1 Noise <= 85 dB <= 85dB <= 75 dB
ISO Class 9 ISO Class 9 ISO Class 8
5 Micron 7000 / ft 5 Micron 7000 / ft 5 Micron 700 / ft
3 Lighting Lux Level: 300 - 500 Lux Level: 300 - 500 Lux Level: 300 - 500
4 Temperature Ambient - 2' C Ambient - 2' C Ambient - 2' C
Dust2
TargetSl no Environmental Parameter Std
3 33
2.7.1 Environmental Parameters :
2.7 Improved Environment for 5S
Sl no Parameter Methodology Phase – I Result Phase – II Target
1
2
3
4
Noise
v Mapping the existing dB level
v Identify Noise developing area
v Identify source to reduce noise level.
85106
0
40
80
120
Before After
8575
0
40
80
120
Existing Proposed
Dust
v Dust level monitoring using Air borne hand hand held particle counter inside the assembly room
ISO CLASS 9
5 Micron particle 7000/ cu. ft
ISO CLASS 8
5 Micron particle 700/ cu. ft
Lighting Lux Level Achieved: 380 Lux Level Planned: 450
v Uniform distribution of lighting in work area
Temperature Ambient– 2’ C
Achieved
Achieved
Maintaining at
2.7.2 Environmental improvements :
82 dB
83 dB65 dB 75 dB
76 dB
85 dB
76 dB
84 dB
85 dB84 dB82 dB
83 dB
79 dB
83 dB83 dB
85 dB84 dB
81 dB83 dB
80 dB 81 dB
< 80 dB
81- 85 dB
> 85 dB
NOISE LEVEL MAPPING- AFTER Measured on 03/06/2005
2.7.3 Noise level Mapping :
3.0 Sustaining 5S
• Sustaining through daily,weekly,monthly,half yearly & yearly checks
Daily check - Toilet
3.1 Daily work management
Weekly Check – Windows glass Cleaning
Weekly check
Monthly Check – Cobwebs removal
Monthly check
• My machine - Operator ownership improved • My line – Supervisor ownership improved
3.2 My machine - My line campaign
3.3.1 Skill development triangle
Develop business sense
Capability to identify what is normal and what is abnormal
Operator skill level development
Kaizen
3.3 Training of operator
3.3.2 Training of operator on abnormality findings :
Before Kaizens implemented Improvement
Dust bin and Scrap bin are kept onfloor
DUST BIN
SCRAP BIN
DUST BIN
SCRAP BIN
Dust bin and Scrap bin are kept onstand
Floor cleaning improved
3.3.3 Kaizens for 5S improvement :
Before Kaizens implemented Improvement
Portable compressor to build air for testing
Easy to clean
Easy to maintain
Space productivity improved
Booster provided to build air for testing
Difficult to clean
3.3.4 Kaizens for 5S improvement:
3.4.1 Fugai – Operator wise monitoring
26
1917
2018
10
7
2
53
7
13
12
1916
13
44
0
10
20
30
Sriniv
asan
Danie
l
Paras
mal
Senth
urvas
an
Sathy
amurthy
Soun
dramuru
gesan
Employees
Nos
of F
ugai
s
Plan
Red Fugai
White Fugai
Classification of Fugai tags
Total FugaiTarget : 30 / EmployeeMonth : Oct 2005
3.4 TPM Implementation :
3.4.2 Kaizen
18591829176517351894
0
400
800
1200
1600
2000
2400
No
of K
aize
ns
Cum. Actual 20 28 32 31 30 34 30 64 30 35
Cum Kaizens 237 582 974 1341 1701
Cum Kaizens 1735 1765 1829 1859 1894
Cum. Plan 1733 1766 1799 1833 1866 1900 1934 1967 2000 2033 2066 2100
2000 - 01
2001 - 02
2002 - 03
2003 - 04
2004 - 05
A M J J A S O N D J F M
Plan
3.4 TPM Implementation - Continued
3.4.3 Step 3 m/c status :
Step 3 machine plan in Line 04
0
5
10
15
20
25
J J A S O N
2005
No. o
f mac
hin
es 071401
071701
O71301O61506
O71602
061204
•153 / 265 machines are in Step 3
265
153
112
0
50
100
150
200
250
300
Overall Step- 3 Step- 2
3.4 TPM Implementation - Continued
3.4.4 Daily Checking - CLIA ( Cleaning,Lubrication,Inspection & Adjustment )
Operator Daily CLIA Check sheet
3.4 TPM Implementation - Continued
•Continuos improvement by identifying & correcting abnormality
•Location selected based on effort required
3.5 Fixed Point photography
4.0 Results
1.Employee morale improvement –Improvement suggestions
• 100% participation in Suggestion scheme by all the employees for the past five years• Number of suggestions per person per year has increased by 18 times in the past eight years
4138.53838
2
6
17
26
38
0
10
20
30
40
97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06
Num
ber
of s
ugge
stio
ns p
er p
erso
n pe
r ye
ar
Better
Plan
2. Employee morale improvement – Quality control circle (QCC) projects
• 100% participation in QCC by all the employees for the past fiveyears
• Number of projects per circle per year has increased by 60% in the past eight years
1.922
2.24
2.62
3.1 3.1 3.1 3.1
4
0
0.5
1
1.5
2
2.5
3
3.5
4
97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06
Num
ber o
f pro
ject
s pe
r circ
le
Better
Plan
3. Employee morale improvement –Safe working environment
• No accidents reported for the past five years
4.Employee morale improvement – Employee satisfaction Index
I feel I’m working for a good company(98%)
Am happy with my job(88%)
Will recommend as a good place to work(87%)
93%
Overall GWA (Gallup workplace audit) score
US manufacturing averages 88US manufacturing best seen 92India manufacturing average 85India manufacturing best seen 89ABC division 93
GWA score is the best worldwide
Reflection of employee pride