Professional Documents
Culture Documents
MFG SOURCE:
Implement the best possible, lean combination of the 3Ms
UTILIZE CONCEPT:focusing
on the 3Ss (SSS tip)
1.
Types of Processes
Internal Process External Process
Types of Scenarios
Normal Scenarios Abnormal Scenarios
1. OBSERVATION
What is happening on the work area?
Watch, review, and record each step of the process Break down the process and motion into discrete steps Identify sources of variation in material and information flow Identify all interruptions and their cycle time Identify opportunities for standardization
Maintenance systems Quality systems Material systems Management systems Cell processes Information systems
1. OBSERVATION
After an initial observation:
Make a process vision for each department / area Track progress using a map based on the 5 kaizen steps
Observation Standardization Flow Machine - Layout Plan - Do - Check - Action Review and plan on weekly basis
Transfer ownership of lean implementation to area managers Increase overall employee participation in lean implementation
Each activity, motion, method, or process is performed in the same manner, every time It provides predictability and the values for measuring performance It provides the starting point for Kaizen activity It is everyones responsibility to perform but managements responsibility to enforce
2. STANDARDIZATION
Interruptions must be standardized and then eliminated, Interruptions are management issues, not operators issues
Interruptions must be categorized as normal operating interruptions and extra ordinary interruptions Normal interruptions are cyclical and must have countermeasures developed to ensure the material flow continues
material replenishment, preventive maintenance, operator
support, work place organization, training, etc Management must support the operators and prevent interruptions
2. STANDARDIZATION
Management must learn how to take advantage of interruptions based on the interruptions cycle time while working to eliminate them
normal interruptions
INTERRUPTION MANAGEMENT:
ESTABLISH STANDARDS FOR NORMAL SCENARIOS ESTABLISH STANDARDS FOR ABNORMAL SCENARIOS ABNORMAL, BUT NORMAL ABNORMAL NORMALIZE ABNORMAL SCENARIOS ONE LEVEL DOWN
% 80/20
% % 80/20 80/20
% 80/20
Improve the material and information flow on or to the work area Re-balance and combine various parts of the baseline process (improve man/machine ratios) Improve all routes (scrap, audit, maintenance, material, rejects) in order to support the operator and the process
4. KAIZEN-EQUIPMENT
All improvements should support the operator Improve fixture placement and / or fixture design Improve machine cycle times Simplify machines and shrink tables / stands Group but do not combine process steps Standardize and simplify health & safety protection devices
5. KAIZEN-LAYOUT
Kaizen Steps
Utilize standard approach and if necessary worksheets for the five steps Create a process layout vision for each work area (3-6 month period) Lean activities progress reviews
Review and plan weekly lean activity by area Transfer ownership of lean implementation to area