Another definition of 5S

5S is a continuous improvement program for maintaining a visual workplace utilizing a 5-step process for identifying and eliminating hidden wastes through effective workplace organization, visual communication and general cleanliness.

Definition of Kanban

Kanban is a card or sheet used to authorize production or movement of an item; when fully implemented, kanban (the plural is the same as the singular) operate according to the following rules:

1. all production and movement of parts and material take place only as required by a downstream operation, i.e. all manufacturing and procurement are ultimately driven by the requirements of final assembly or the equivalent.

2. the specific tool which authorizes production or movement is called a kanban. The word literally means card or sign, but it can legitimately refer to a container or other authorizing device. Kanban have various formats and content as appropriate for their usage; for example, a kanban for a vendor is different than a kanban for an internal machining operation.

3. The quantity authorized per individual kanban is minimal, ideally one. The number of circulating or available kanban for an item is determined by the demand rate for the item and the time required to produce or acquire more. This number generally is established and remains unchanged unless demand or other circumstances are altered dramatically; in this way inventory is kept under control while production is forced to keep pace with shipment volume. A routine exception to this rule is that managers and workers are continually exhorted to improve their processes and thereby reduce the number of kanban required.

Definition of Kaizen

Kaizen is the philosophy of continual improvement, that every process can and should be continually evaluated and improved in terms of time required, resources used, resultant quality, and other aspects relevant to the process

Definition of Jidoka

Jidoka is a Japanese word which translates as autonomation; a form of automation in which machinery automatically inspects each item after producing it, ceasing production and notifying humans if a defect is detected; Toyota expands the meaning of jidoka to include the responsibility of all workers to function similarly, i.e. to check every item produced and to make no more if a defect is detected, until the cause of the defect,has been identified and corrected

Definition of Just In Time

Just in time is a production scheduling concept that calls for any item needed at a production operation — whether raw material, finished item, or anything in between — to be produced and available precisely when needed, neither a moment earlier nor a moment later.

Definition of Cellular manufacturing

an approach in which manufacturing work centers [cc have the total capabilities needed to produce an item group of similar items; contrasts to setting up work cent on the basis of similar equipment or capabilities, in wb case items must move among multiple work centers bef they are completed; the term group technology sometimes used to distinguish cells that produce a relativ large family [group] of similar items.

5S Definition

5S is one of the lean tools that help us identify problems, create a culture of discipline and make opportunities for improvement visible.

Many people get caught up in the discussion of 5s vs 4s vs 7s. Let's do not waste the time on such discussion the importance of 5S is visible in it purpose.

The purpose of 5S (as well of any other lean tool) is :

Make problems and opportunities for improvement visible.

Why do we want to have a place organized?

to be able to eliminate downtime when we need to look for things, avoid safety issues, identify bottle necks, etc.

In English language 5S is usually described as:

• sort
• set in order
• shine
• standardize
• sustain

5S was originally developed in Japan, so the "S"s used in English are just an adaptation of the underlying principle behind it.

In Japanese the 5S are:

• seiri (sort and eliminate)
• seiton (order)
• seiso (clean)
• seiketsu (maintain)
• shitsuke (discipline)

as you can see the underlying principles are the same and that is what really matters.

Seiri = Sort. This is a no brainer and does not need further explanation

Seiton (order) = Set in Order, here the parallel is also evident

Seiso (clean) = Shine, well what do we do when we shine? well we clean.

Seiketsu (maintain) = Standardize, A very efficient way to 'maintain' 5S is by standardizing and sticking to that standard.

Shitsuke (discipline) = Sustain.......the only way to be able to sustain something is through discipline, the discipline to adhere to the standards day after day.

Time Management Series Post (1) What is Time Management?

"if management is the art of getting the right things done, time management is perhaps the single mos critical management skill"

These are the topics that we will be covering during the next posts:

1. Analyze how you currently spend your time and pinpoint opportunities for improvement
2. Identify which tasks are most critical to achieving your long term goals
3. Plan your time efficiently using scheduling tools
4. Control time wasters
5. Put your schedule into action, evaluate it along the way, and modify it as needed.

What is Time Management?

Time management is the process of controlling your life through your use of time.

Everybody has the same 168 hours a week. When you manage your time proactively, you determine what you value in your professional and personal life, and you direct your efforts accordingly.

By mastering time management, you will be learning to balance the many pressures on your time and still achieve your goals, this helps your avoid burnout and stress, and allows you to be more effective. Keep in mind that time management is a personal process: only you can judge where you are using your time wisely.

Time management has 3 different phases. These 3 phases do not necessary need to be follow in order, you will to decide which one is more critical for your particular case.

Phase number 1: Analysis

Phase number 1: Planning

Phase number 1: Follow up and evaluation

Analysis

In the analysis phase you need to find out where your time is going right now, pay particular attention to what drives your use of time, In some cases you will discover interruptions that you can manage with specific strategies. In other cases, time factors are less controllable but may have patters that you can learn to work within.

Planning

Review your goals, outline the tasks required to achieve them, an determine how much time you will allocate to each task. It is equally important to identify tasks that do not support your goals and assign a low priority to them.

Once you understand your key tasks, you can schedule your time using a calendar or daily planner. You can also develop strategies for dealing with time wasters like frequent meetings. If your work is affected by factors beyond your control, like the stock market, develop contingency plans in advance so you are prepared for the unexpected.

Follow up and Hansei (Reflection and adjustment)

After you have followed your plan for a reasonable period of time, step back and reflect. (Hansei)

• Did you achieve your goals?
• how well did your schedule work?
• What would be done better the next time?

Using the results of this analysis and reflection, modify your scheduling strategies for the future, then begin the planning process again.

Now I want to make a parallel of this 3 Phases to the well known PDCA Cycle (Plan, Do, Check, Act/Adjust).

The 3 phases that were just described are a variation of the PDCA Cycle. This is just another application of the Cycle on Time management.

Next: Understanding where you time goes.....

Practical Problem Solving (9) Step 8 = Standardize Successful Processes

Structure successes so that anyone can implement without muri, mura or muda

Share new standards through Yokoten (Yokoten is the process of sharing the success with the entire company. Can the solution found be applied to other area of the company?)

Start the next round of Kaizen to continually strive for the ideal situation

Develop a clear standard for the successful process. This will be your new baseline from which you will have to close the gap to your ideal situation

Ensure countermeasure effectiveness and identify what the checking process will be to visualize a gap/progress. What is the plan to Standardize and Yokoten?

What is a Process?

A series of actions (or activities) that transforms inputs (or resources) into a desired product, service, or outcome.

There are different types of work processes within the workplace.

•There is the process flow a “part/vehicle” follows throughout a sequence of defined work areas within production.

•There is a “standardized process” a team member follows that creates value-added work within a particular work station in order to ensure repeatability.

•In administration there are “standard operating procedures” that are followed in order to create a consistent output.

Practical Problem Solving (4) Step 2 = Breakdown the problem

Break down the process in manageable pieces to solve one at a time as each may contribute to your overall GAP


In this step you have to use the 4W: What, where, when and who. These constitute the contributing factors to your GAP


Something very important to keep in mind in this step is not to ask WHY or to jump towards causes that might be causing your problem.






Use Genchi Gembutso so that you can look at what should be happening. This will also allow you to confirm the facts and determine the Point of Cause.



The point of cause is where the problem is happening withing the process. So remember that if the process it is not defined, you should try to visualize it, Where there is an output there is a process.



Some tools that help you visualize the What, Where , When and Who are Pareto Diagrams, Tree Diagrams, Pies and Scatter plot diagrams.



Now that you know where the Point of Cause is, you have to prioritize your problem.



These are some questions that will help you set a priority for your problem:

•Level of Importance

–Does this effect my group/department KPI’s?
–Does this affect a department hoshin item?
–How long has this problem existed?
–What impact does this have on team members?
–What impact does this have on the company?


•Level of Urgency


–Who does this problem affect?
–Does it affect the groups KPI’s?

•Potential for Expansion


–What will happen if I ignore this problem?
–Will it stay the same?
–Could it get worse?



(Next: Target Setting)

Practical Problem Solving (2) 8 Steps for problem solving

The 8 steps of the practical problem solving are a more detailed application of the PDCA cycle:

the 8 steps are:

1 - Clarify and validate the problem

2- Breakdown the problem and identify any deviations from your target

3- Set an improvement target

4- Perform the root cause analysis

5- Develop the countermeasures

6- See the countermeasures through (implement the countermeasures)

7- Monitor / Check / Control the results and the processes

8- Standardize Successful processes and adjust accordingly

As you can see steps 1 to 5 are activities that we do within the PLAN of the PDCA. The other steps are the DO = implementing your countermeasures, CHECK = Monitor your results and processes and ADJUST/ACT= Standardize successful processes and adjust accordingly. (Please see diagram)

Next: Step 1- Clarify the Problem

What is 5s? Definition of 5s

5s is a method for removing all excess materials and tools from the workplace and organizing the required items (using visual controls) such that they are easy to find, use and maintain. 5s creates a self-sustaining culture that perpetuates a neat, clean and efficient workplace

What is Kaizen? - Definition of Kaizen

Kaizen is a Japanese term for continuous improvement, founded on the principles of doing things better and setting, working and achieving increasingly higher standards. Kaizen is a process improvement methodology used to quickly and routinely identify and eliminate waste from a workflow process to improve performance and competitiveness.

 

What is Kanban? Definition of Kanban

Kanban (a Japanese term) is the cornerstone of the just-in-time pull system, Kanban actually means "Signal". In pull systems, it often refers to a card or other physical device used to signal the previous operation that it is authorized to produce the next unit. A means of communicating need for product or service.