Lear Supplier Development 5S and Visual Management

Implementation

2

Introduction

• Lear Supplier Development– Develop a relationship for flawless launch– My experience with 5S

• Sourced Program Suppliers– New to Lear– 5S implementation at your facility– Familiarity with 5S

3

Why is 5S important to Lear?

• Commitment within Lear’s own plants• Role out to supplier base• Another efficiency “tool” in the tool box

– Open the lead to eliminating additional waste– Relatively easy to implement

• Limited Lear resources

• Commitment to developing “World Class” Suppliers

4

Overview of the 5S System

• Abbreviated Japanese words– Seiri– Seiton– Seison– Seiketsu– Shituke

• Philosophy or system that focuses on – Effectively organizing the work place– Standardizing work procedures– Eliminating waste

5

Poor Workplace Organization Means Waste

• Unneeded inventory incurs extra inventory-related expenses

• Extra manpower is needed to manage the growing inventory

• Greater amounts of stocked items become obsolete due to design changes, limited shelf life, etc.

6

Poor Workplace Organization Means Waste

• Quality defects result from unneeded in-process inventory and machine breakdowns

• Unneeded equipment poses a daily obstacle to production activities

• The presence of unneeded items makes designing factory/office layouts more difficult

7

Major Benefits of 5S

• Tangible measurables– Case study examples– Reduces downtime– Improves efficiency and productivity– Improves delivery times and assists in reducing costs– Improves safety / Reduces accidents

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Major Benefits of 5S

• Intangible measurables– Enhances operational control of processes– Improves product quality– Creates a positive work environment– First impressions

• Customers• Employees

“You never get a second chance to create a first impression.”

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First Impression: Plant Main Aisle

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First Impression: Associate’s Workstation

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Visual Management System– Create an environment in which anyone can walk into a

workplace and visually know the current situation• Visually understand:

– workplace organization– the work process – when there is an abnormality– ahead/behind/ on schedule

• Without opening a book • Without opening a drawer• Without talking to anyone

13

Visual Management:Major Benefits

• Controls inventory levels• Controls lot sizes• Reduces space by better organization /

utilization• Reduces energy (manual or

mechanical)• Promotes quality

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5S Workplace OrganizationThe Foundation of the Visual Workplace

• Sort - Eliminate what is not needed

• Straighten - A place for everything and everything in its place

• Shine - Cleaning and looking for ways to keep it clean

• Standardize - Maintain and monitor the first 3 S’s

• Sustain- Stick to the rules

SORT

DIVIDE ITEMS INTO TWO CATEGORIES:

NECESSARY UNNECESSARY

CATEGORIZE NECESSARY ITEMS::

* RARELY USED* OCCASIONALLY USED* FREQUENTLY USED

RED TAG STRATEGY

ATTACH TO ALL UNNECESSARY ITEMS

DISCARD UNNECESSARY

ITEMS

RED TAGCategory 1. Raw material 6. Dies and jigs

2. In-process stock 7. Tools and supplies3. Semi-finished goods 8. Measuring devices4. Finished goods 9. Documents5. Equipment 10. Other

Item nameand number

Quantity Units $ Value

Reason 1. Not needed 6. Other2. Defective3. Not needed soon4. Scrap material5. Use unknown

Disposal by: Department/Business Unit/Product Center

Disposal method: 1. Discard2. Return3. Move to red-tag storage site4. Move to separate storage site5. Other

Disposalcomplete(signature )

Posting date: Disposal date:

STRAIGHTEN VISUAL LOCATIONS

PW2000 FIXTURES

2A4397

3A9674

2B4659

IDENTIFICATION LINES

12HJF

DETERMINE LOCATIONFOR NEEDED ITEMS

CUTTER INSERTS

124GF

2HJF

12HJF 12HJF 12HJF 12HJF12HJF 12HJF

12HJF 12HJF 12HJF 12HJF12HJF 12HJF

POINT OF USE STORAGE

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SHIN

E

CLEAN

SWEEP

CLEANING AS A FORMOF INSPECTION

BUILD PRIDE INWORK AREAS

BUILD VALUEIN EQUIPMENT

ELIMINATE DIRT

STANDARDIZEA State

ASSIGN “3S” RESPONSIBILITIES

INTEGRATE “3S” DUTIES INTO REGULAR WORK DUTIES

CHECK ON “3S” MAINTENANCE LEVEL

PREVENTIVE:

• SORTING• STRAIGHTENING• CLEANLINESS

ASK WHY

NAME M T W T F S Su

KenSonyaPaulRossMellCathyJesseRogerKen D.Douglas

5 Minute 5S

1S organize2S orderliness3S cleanliness4S standardize5S discipline

7:30 - 7:35xxxxxxxxxxxxxxxx x x xxx x

xx x xxx xxx x x xxxxx

xxxx x x xxxx xxxxxxxxxxx

xxxxxxxxxxxxxxxxx

5 Point Checklist1. xxxxxxxxxx xxxxxxxxxxxxxx xxxxcx lsdfj sdlk dkdie ldslj sdlj f lsdflj sldkj f

2 x x xxxxxxxxxxxxxxxxx xxxx

3. xxx xx xxxx x x xxxx x xxxxxlsdf lsdkjei lsdkj sdlkj sdl ldf

4. xx xxxxxx x xxxx x xxxxxxxsdlfkj sdflkj sflkjsdflkj flk

5. xxxxx xxx x x xxx xxxx xxxxxsdf,j sdlfjk flsdf ljsd

33234

3.0

23214

2.4

19

PROPER TRAINING

CORRECT PROCEDURES BECOME A HABIT

SUSTAIN

MANAGERS COMMITTED TO 5S

5 Sasdfsdfssdfsdfdsfsdfsdfsfdsdfsdf

“BUY-IN” FROM ALL WORKERS

20

Visual Controls vs. Visual Displays

• Displays history

• Gives people information management wants them to know

• Displays status

• Drives maintaining the status quo

• Can be interesting to look at

• Provides current, up to date information

• Gives people information they need to know to be successful

• Displays abnormalities to anyone clearly

• Drives improvement

• Can alert, prevent, and provide fail-safe processes

Visual Display Visual Control

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Visual Controls Examples

Operator Process Control (OPC) Board Examples

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Implementation Key Points• Publicly announce the start of the program• Obtain top level support in the organization• Involve all levels of employees• Assign a champion(s) to lead 5S team

– Not only quality

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Implementation Key Points

• Standardize formats, design and theme of visuals

• Disseminate information on progress• Photograph or video tape current look• Include in current process

– i.e., work order system, p.m. system