Basic Concepts of 5S
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CONTINUOUS IMPROVEMENT CONSULTING 2 First Choice Pocket Guide First Choice Pocket Guide 3
DHL FIRST CHOICE CONTINUOUS IMPROVEMENT CONSULTING 2 First Choice Pocket Guide First Choice Pocket Guide 3 CONTENTS Introduction 4 Methodologies 6 ACT 8 DMAIC 10 Lean 12 Tools 14 5S Methodology 16 5 Why 18 DILO (Day In Life Of) 20 Effort-Benefit-Matrix 22 Spaghetti Diagram 24 More information 27 To simplify the understanding of each tool a standard structure has been used for all tool deep-dives: Goals/Benefit: reasons for applying the tool / what’s in it for me When: recommendation of when tool can be applied Steps: guide on how to apply tool 4 First Choice Pocket Guide First Choice Pocket Guide 5 INTRODUCTION DHL First Choice is a DHL’s worldwide program to drive continuous improvement of processes and services. ‘Everybody, Every Day and Everywhere a little bit Better’ has enabled us to become and remain the first choice of our customers. This passion for continuous improvement is part of our DNA and is anchored in our corporate culture. It has allowed us to be a global market leader in logistics for many years now. We are happy to share our expertise and experience with you; now you too can experience what the First Choice approach can do for your company and your customers. We have already guided many customers in this process. Goal of DHL First Choice The goal is to create greater efficiency in your services and optimize your processes, with the help of our DHL First Choice experts. Improvements that increase your business performance and strengthen trust in your company. It will also positively impact your customer’s experience with your brand. -
A Conceptual Model for Production Leveling (Heijunka) Implementation in Batch Production Systems
A Conceptual Model for Production Leveling (Heijunka) Implementation in Batch Production Systems Luciano Fonseca de Araujo and Abelardo Alves de Queiroz Federal University of Santa Catarina, Department of Manufacturing, GETEQ Research Group, Caixa Postal 476, Campus Universitário, Trindade, 88040-900, Florianópolis, SC, Brazil [email protected], [email protected] Abstract. This paper explains an implementation model for a new method for Production Leveling designed for batch production system. The main struc- ture of this model is grounded on three constructs: traditional framework for Operations Planning, Lean Manufacturing concepts for Production Leveling and case study guidelines. By combining the first and second construct, a framework for Production Leveling has been developed for batch production systems. Then, case study guidelines were applied to define an appropriate im- plementation sequence that includes prioritizing criteria of products and level production plan for capacity analysis. This conceptual model was applied on a Brazilian subsidiary of a multinational company. Furthermore, results evidence performance improvement and hence were approved by both manag- ers and Production personnel. Finally, based on research limitations, researchers and practitioners can confirm the general applicability of this method by applying it in companies that share similarities in terms of batch processing operations. Keywords: Batch Production, Heijunka, Implementation Model, Production Leveling. 1 Introduction Due intense competition, both traditional and emerging companies must improve existing methods for Operations Planning (OP). Indeed, Production Leveling im- proves operational efficiency in five objectives related to flexibility, speed, cost, qual- ity and customers’ service level [1], [6], [10]. Production Leveling combines two well known concepts of Lean Manufacturing: Kanban System and Heijunka. -
Extension of the Lean 5S Methodology to 6S with an Additional Layer to Ensure Occupational Safety and Health Levels
sustainability Article Extension of the Lean 5S Methodology to 6S with An Additional Layer to Ensure Occupational Safety and Health Levels Mariano Jiménez 1,2 , Luis Romero 2,* , Jon Fernández 2, María del Mar Espinosa 2 and Manuel Domínguez 2 1 Department of Mechanical Engineering, Technical School of Engineering—ICAI, Comillas Pontifical University, 25, 28015 Madrid, Spain 2 Design Engineering Area, Industrial Engineering School, National Distance Education University (UNED), 38, 28015 Madrid, Spain * Correspondence: [email protected] Received: 12 June 2019; Accepted: 11 July 2019; Published: 12 July 2019 Abstract: This paper proposes an expansion of the Lean 5S methodology, which includes the concept of Safety–Security as 6S. Implementation was done by a standardized process tested in a pilot area that is part of the Integrated Industrial Manufacturing System Laboratory at the Higher Technical School of Engineering (ICAI). The additional 6S phase (Safety-Security) thoroughly reviews all areas of an industrial plant by analyzing the risks at each workstation, which let employees be fitted out with protection resources depending on each of their personal characteristics and to guarantee the safety of the workstation by strictly complying with occupational safety and health and machinery use standards, which must hold a CE certificate of compliance. The main objective was to increase the scope of 5S methodology to respond to the occupational safety and health needs for machines required in optimizing production processes. It is important to remember that companies must guarantee that their employees use personal protection equipment (PPE) at their work posts or stations that protect them properly from risks to their health and safety and that cannot be prevented or sufficiently limited by using collective means of protection or by adopting work organization measures. -
Waste Measurement Techniques for Lean Companies
WASTE MEASUREMENT TECHNIQUES FOR LEAN COMPANIES Maciej Pieńkowski PhD student Wrocław University of Economics Komandorska 118/120, Wrocław, Poland [email protected] A B S T R A C T K E Y W O R D S Waste measurement, The paper is dedicated to answer the problem of lean manufacturing, lean metrics measuring waste in companies, which are implementing Lean Manufacturing concept. Lack of complex identification, quantification an visualization of A R T I C L E I N F O waste significantly impedes Lean transformation Received 07 June 2014 Accepted 17 June 2014 efforts. This problem can be solved by a careful Available online1 December 2014 investigation of Muda, Muri and Mura, which represent the essence of waste in the Toyota Production System. Measuring them facilitates complete and permanent elimination of waste in processes. The paper introduces a suggestion of methodology, which should enable company to quantify and visualize waste at a shop floor level. 1. Introduction Lean Management, originated from the Toyota Production System, is nowadays one of the most dominating management philosophies, both in industrial and service environment. One of the reasons for such a success is its simplicity. The whole concept is based on a common sense idea of so called “waste”. Removing it is the very essence of Lean Management. Despite seemingly simple principles, eliminating waste is not an easy task. Many companies, even those with many years of Lean experience, still struggle to clear the waste out of their processes. It turns out, that the most difficult part is not removing waste itself, but identifying and highlighting it, which should precede the process of elimination. -
Quality Control
Topic Gateway Series Quality control Quality Control Topic Gateway Series No. 37 1 Prepared by Bill Haskins and Technical Information Service July 2007 Topic Gateway Series Quality control About Topic Gateways Topic Gateways are intended as a refresher or introduction to topics of interest to CIMA members. They include a basic definition, a brief overview and a fuller explanation of practical application. Finally they signpost some further resources for detailed understanding and research. Topic Gateways are available electronically to CIMA members only in the CPD Centre on the CIMA website, along with a number of electronic resources. About the Technical Information Service CIMA supports its members and students with its Technical Information Service (TIS) for their work and CPD needs. Our information specialists and accounting specialists work closely together to identify or create authoritative resources to help members resolve their work related information needs. Additionally, our accounting specialists can help CIMA members and students with the interpretation of guidance on financial reporting, financial management and performance management, as defined in the CIMA Official Terminology 2005 edition. CIMA members and students should sign into My CIMA to access these services and resources. The Chartered Institute of Management Accountants 26 Chapter Street London SW1P 4NP United Kingdom T. +44 (0)20 8849 2259 F. +44 (0)20 8849 2468 E. [email protected] www.cimaglobal.com 2 Topic Gateway Series Quality control Definition Definitions -
Modular Kaizen: Dealing with Disruptions Is a Publication of the Public Health Foundation, with a Limited First Printing in March 2011
Modular kaizen: Dealing with Disruptions is a publication of the Public Health Foundation, with a limited first printing in March 2011. Suggested Citation Bialek, R, Duffy, G, Moran, J. Modular kaizen: Dealing with Disruptions. Washington, DC: the Public Health Foundation; 2011. Additional Resources To find other Quality Improvement publications, please visit the Public Health Foundation bookstore at: http://bookstore.phf.org/ To explore free tools, resources and samples, please visit the Public Health Foundation website at: http://www.phf.org/Pages/default.aspx _______________________________________________________________________ Modular kaizen: Dealing with Disruptions Modular kaizen Table of Contents Acknowledgement ii Preface and Overview iii Chapter 1: The Value of Performance Management 1 Chapter 2: The House of Modular kaizen 13 Chapter 3: Implementing Performance Improvement through Modular kaizen 23 Chapter 4: A System View of the Disrupted Process 31 Chapter 5: Focus on the Disruption – Develop the Response Team 45 Chapter 6: Modular Flow for Rapid Cycle Improvement 55 Chapter 7: Tri-Metric Matrix 69 Chapter 8: Standardizing and Controlling the New System 77 Chapter 9: Change Management 91 Chapter 10: Daily Work Management: Using Quality Improvement Skills in Daily Work 101 Appendices Appendix A: Dr. W. Edwards Deming 111 Appendix B: Additional References 113 Appendix C: Templates and Examples 117 Appendix D: Author Biographies 133 Index 135 i _______________________________________________________________________ Modular kaizen: Dealing with Disruptions Acknowledgements After ten years of practicing and developing the concepts of Modular kaizen, the authors thank the Centers for Disease Control and Prevention (CDC) for making possible the publication of this book, supported by Cooperative Agreement Number 3U38HM000518. The contents of this book are solely the responsibility of the authors and do not necessarily represent the official views of CDC. -
Application of the 5S-KAIZEN Approach in Improving the Productivity and Quality of the Healthcare System: an Operational Research
Application of the 5S-KAIZEN Approach in Improving the Productivity and Quality of the Healthcare System: An Operational Research Naglaa Abdel Khalek El-Sherbiny1 (MD); Asmaa Younis ELsary1* (MD); Eman H. Ibrahim1 (MD) 1. Department of Public Health, Faculty of Medicine-Fayoum University, Egypt. A R T I C L E I N F O A B S T R A C T Article type: Introduction: Quality is an important index in various aspects of life. The Original Article 5S-KAIZEN method is widely applied for the improvement of work environments. This systematic approach is fundamentally used to enhance the Article history: quality of services in all types of organizations. The present study aimed to Received: 8-Agust-2017 assess the application of the 5S-KAIZEN approach in improving the quality of Accepted: 29-Agust-2017 care provision in hospitals and evaluate its effects on the job satisfaction of the healthcare providers. Keywords: Materials and Methods: This interventional, operational research was Approach conducted at a teaching hospital. In-depth interviews were performed to obtain Operational the viewpoints of the physicians, and group discussions were held for nurses in Quality order to assess their satisfaction with the implementation of the 5S-KAIZEN 5S-KAIZEN approach in the work environment. Staff Results: Patient-hospital cycle time decreased by more than 50% after implementing the 5S-KAIZEN approach. In addition, the healthcare professionals believed that applying the 5S-KAIZEN approach saved time, money, and efforts, while reducing their daily workload and stress. Conclusion: According to the results, the 5S-KAIZEN approach could improve the standards in the healthcare work environment, support the safe practices leading to high-quality and efficient care services, enhance productivity at a low cost, and increase the satisfaction of the healthcare staff with their professional image and communication with the other personnel. -
Learning to See Waste Would Dramatically Affect This Ratio
CHAPTER3 WASTE 1.0 Why Studies have shown that about 70% of the activities performed in the construction industry are non-value add or waste. Learning to see waste would dramatically affect this ratio. Waste is anything that does not add value. Waste is all around, and learning to see waste makes that clear. 2.0 When The process to see waste should begin immediately and by any member of the team. Waste is all around, and learning to see waste makes this clear. CHAPTER 3: Waste 23 3.0 How Observations Ohno Circles 1st Run Studies/Videos Value Stream Maps Spaghetti Diagrams Constant Measurement 4.0 What There are seven common wastes. These come from the manufacturing world but can be applied to any process. They specifically come from the Toyota Production System (TPS). The Japanese term is Muda. There are several acronyms to remember what these wastes are but one of the more common one is TIMWOOD. (T)ransportation (I)ventory (M)otion (W)aiting (O)ver Processing (O)ver Production (D)efects. Transportation Unnecessary movement by people, equipment or material from process to process. This can include administrative work as well as physical activities. Inventory Product (raw materials, work-in-process or finished goods) quantities that go beyond supporting the immediate need. Motion Unnecessary movement of people or movement that does not add value. Waiting Time when work-in-process is waiting for the next step in production. 24 Transforming Design and Construction: A Framework for Change Look for and assess opportunities to increase value through waste reduction and elimination. -
Techniques to Deploy Lean Concept: a Review
International Journal of Enhanced Research in Science Technology & Engineering, ISSN: 2319-7463 Vol. 3 Issue 8, August-2014, pp: (117-136), Impact Factor: 1.252, Available online at: www.erpublications.com Techniques to deploy lean concept: A Review Narottam1, Sachin Kumar2, Dr. K. Kumar3, Naveen Kumar4 1,2Dept. of M.E., Bhiwani Institute of Technology and Sciences, Bhiwani, Haryana, India 3Former Director, Maruti Suzuki India Ltd., Lean Consultant. 4Counselor MACE, Maruti Suzuki India Ltd. Abstract Purpose: Lean manufacturing concept is most important to be used in an automobile industry system for reduction in the waste, which decreases the yield. The techniques used for implementing Lean concept are helpful to find the waste throughout the industry and suggest the techniques to get rid of from that waste. By these techniques without using much cost and labor we can reduce waste producing in the process. In this context, this study is an attempt to remove the roadblocks in implementing Lean concept in Indian automobile industry. Design/Methodology/Approach: Various tools and techniques have been identified from the literature review. The various roadblocks have been identified through the study and the responses from the experts on the Lean Implementation. The model consists of six major lean tools, which are Policy Deployment, Visual Management, Continuous Improvement, Standardized Work, Just in Time, and Value Stream Mapping and the other tools and methods which fall within such as 5s, TPM, and A3 thinking. Findings: Twenty four variables have been identified from the literature review. Out of which six major lean tools are identified for successful lean implementation. -
Review on Implementation 5S System in Educational
REVIEW ON IMPLEMENTATION 5S SYSTEM IN EDUCATIONAL LABORATORIES L.Ramanathan1, S.Jeevanantham2, D.Logu3, V.Purushothaman4 1Assistant Professor, 2,3,4UG Scholar, Department of Mechanical Engineering, Sri Ramakrishna Engineering College, Coimbatore, Tamil Nadu, India ABSTRACT educational laboratory. Using 5S, the The purpose of this review paper is to laboratory was expected to improve in the study the significance of imple menting areas of working environment, safety, s ome of principles of the 5s and kaizen to reduction of equipment search time, and enhance the productivity of increase deficiency. manufacturing organizations to become Educational laboratories that provide more efficient and more productive. 5s is students with experiential learning that a basic tool of lean manufacturing systems create knowledge through insights gained by which is used for sorting, organizing and practical experience has become an integral systemizing the necessary things for job part of undergraduate STEM education place enhance ment. The research findings (Reck, 2016). Universities and technical from the literature review shows that the colleges aim to close the gap between theory industries have developed the necessity of and industrial practice using educational imple menting the 5s in the job shop and laboratories. These laboratories have according to them, implementing the 5s is technical resources and comparable relatively possible. Moreover, the functional characteristics with industrial educational institute’s labs has been a facilities (Jimenez et. al., 2015). They platform whe re 5s can also be prepare students with the skills required to imple mented. It is also to make the work in a professional environment (Gibbins student teachers become aware of & Perkin, 2013). -
The Toyota Way
The Toyota Way The Toyota Way is a set of principles and behaviors that underlie the Toyota Motor Corporation's managerial approach and production system. Toyota first summed up its philosophy, values and manufacturing ideals in 2001, calling it “The Toyota Way 2001.” It consists of principles in two key areas: continuous improvement, and respect for people.[1][2][3] Contents [hide] 1 Overview of the principles 2 Research findings o 2.1 Long-term philosophy o 2.2 Right process will produce right results o 2.3 Value to organization by developing people o 2.4 Solving root problems drives organizational learning 3 Translating the principles 4 See also 5 References 6 Further reading Overview of the principles The two focal points of the principles are continuous improvement and respect for people. The principles for a continuous improvement include establishing a long-term vision, working on challenges, continual innovation, and going to the source of the issue or problem. The principles relating to respect for people include ways of building respect and teamwork. Research findings In 2004, Dr. Jeffrey Liker, a University of Michigan professor of industrial engineering, published "The Toyota Way." In his book Liker calls the Toyota Way, "a system designed to provide the tools for people to continually improve their work."[4] The system can be summarized in 14 principles.[5] According to Liker, the 14 principles of The Toyota Way are organized in four sections: (1) long-term philosophy, (2) the right process will produce the right results, (3) add value to the organization by developing your people, and (4) continuously solving root problems drives organizational learning. -
Using Six Sigma and Lean Principles to Improve Laboratory Operations
Using Six Sigma and Lean Principles to Improve Laboratory Operations Big Bang Makeover of the Clinical Laboratory: Key Lessons for Work Flow, Analyzers, and Service Improvements Atlanta, GA Purpose/Objectives • Purpose: – To provide an overview of using Six Sigma and Lean Principles in chartering, designing and implementing a full scale Lean project in a large laboratory setting. • Objectives: – Understand how each phase of DMAIC was used to execute a full scale Lean design effort – Understand which key Lean tools were used in measure/design/implementation – Understand how interactions of physical, process, technological, and organizational changes contribute to a large scale Lean effort. 1 Outline • Who we are • Why Improving Lab Operations is Important to Quest Diagnostics • The Journey • Key Learnings Who we are • Focus: – Patients – Growth – People • Vision: – Dedicated People Improving the Health of Patients Through Unsurpassed Diagnostic Insights • Company Background – 40,000+ Employees – 900+ Clinical Scientist PhDs/MDs – Patient Service Centers – Rapid Response to Esoteric Laboratories – 145 million patient encounters annually • Values: – Quality, Integrity, Innovation, Accountability, Collaboration, Leadership • Six Sigma/Lean Journey – 2000?2008 2 Why Improving Lab Operations is Important to Quest Diagnostics PATIENTS 1. Reduce Patient Anxiety Time 2. Reduce tests not performed PEOPLE 1. Shortage of technical workforce GROWTH 2. Staffing of night shift 1. Improve equipment utilization 3. Improve technical skills 2. Improve productivity 4. Reduce potential blood exposure 3. Improve supply utilization 5. Reduce ergonomic Injuries 6. Improve staff involvement The Journey 3 The Journey – Integrating Six Sigma Design DMAIC DMADV Lean Three Major Improvement Six Sigma Process Methodologies Management Measurement Systems Integration Complex project required adequate training/development Using DMAIC & Lean to Define Project PATIENTS 1.