Capstone project for Lean Leadership, Revision to our 5s procedure

1. Chris Taylor 2012
5s 5s

2. Charter name: 5s 5s

3. Kaizen Charter Form
Kaizen Name: 5s 5s
Process Name: Consolidation of 5s procedure
Start Point: Operations departments
Scope
End Point:
Does VSM Exist? N/A VSM Owner or Exec. Sponsor: N/A
Value Stream Name: N/A
Charter Author: Chris Taylor Champion: Chris Taylor
Leaders
Date Created: 3/27/2012 Team Leader: Chris Taylor
Current Revision: Rev A Facilitator: Chris Taylor
Current 5s procedure is outdated & specific to Production department. Actual 5s audits occur in 3
areas within Timbercon, 2 of which are outside of Production department. Lean principles apply to
Problem Statement: all functioning areas within a organization.
Strategy
Corporate strategy / goals improved by this kaizen Notes
1 To provide a system to ensure adherence with Lean Manufacturing principles
2 Simplify a 5s process usable by all Timbercon departments
Kaizen Summary Key Deliverables (in order of importance)
Overview
Review of processes and documentation and current 1 Rewrite of current documentation
practices 2 Simplified Worksheet for audits
3 Visual charts for departmental results
4
QDCSM Metric Units Current Goal %Δ
1
Metrics
2
3
4
5
Name Job Title Training Needs
1 Chris Taylor Production Manager
2 Cesar Flores Production Supervisor
3 Adam Brown Production Supervisor Review of new 5s Audit Checklist Form
4 John Talbot Materials Manager
Special Equipment / Materials Date Arranged
5 Ed H Quality Manager
6 Bryan Kinish Buyer 1 N/A
Resources
7 2
8 3
9 4
10 5
Resource Team On-Call Dates Schedule
1 John Talbot As needed Duration (Days): ~67
2 Ed H As needed Start Date: 3/27/2012
3 Bryan Kinish As needed End Date: 5/30/2012
4 Daily Start Time:
5 Report Out Date / Time:
www.Vel a cti on.com © Copyri ght 2010 by Vel a cti on Conti nuous Improvement, LLC. Attachments?

4. 5s 5s: Scope & Strategy
 Review and simplification of our 5s procedure
 Operational areas within Timbercon facility
 Problem statement:
 Current 5s procedure is outdated, narrow in scope, and
specific to the Production department.
 3 areas w/ differing schedules:
 Production
 Materials warehouse
 Shop
 Goals:
 Provide system to ensure adherence to Lean Mfg Principles
 Simplify 5s process for use by all departments

5. Charter Team:
 Charter beginning - 1/24/12 Discussion w/ operators
 Charter Leader/Champion: Chris Taylor
 Team members:
 Cesar Flores, Production Supervisor
 Adam Brown, Production Supervisor
 Team resources:
 John Talbot, Materials Manager
 Ed Holz, Quality Manager
 Bryan Kinish, Buyer
 Tracy Slate, Supervisor Materials & Shipping

6. Current State:
 Procedure
 Worksheets
 Schedules

7. PWI - 103 PRO DUCT IO N 5’S & RED T AG PRO GRAM
1.0 Purpose:
Procedure: To provide a system and instructions to ensure adherence with the Lean Manufacturing Principles.
2.0 Scope:
This procedure applies to all production employees and Leads are responsible for assuring their lines compliance &
auditing. The Production Manager is responsibility for the overall program. All new employees will receive 5’S
• Current document training.
3.0 Reference Documents:
is Rev. A, 12/3/07, QF – 109 5’S Audit Worksheet
4.0 Definitions
creation and release. 5S 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 this,
creates a self-sustaining culture which perpetuates a neat, clean, efficient workplace.
Red Tag A method of identifying and removing all unneeded workplaces items by using a Red Tag visual
management system, The Red tag process also takes into account the need to identify the proper
• No reference of locations for items that are used in the workplace and it includes organizing them so that they are
easy to find and use through the application of visual controls.
5.0 Procedure:
2 other worksheets 5.1 All production personnel are trained in 5’S.
5.2 5S audits are performed on a weekly basic by the designated Team Leads.
5.3 Each team has a determined Cleaning Standard and Schedule identifying the daily expectations and
each individual assigned task.
5.4 Each team member is encouraged and expected to participate in 5S Kazien events. All production
personnel are expected to be incompliance with their 5’S Cleaning Standards requirements.
• Yellow highlights indicate 5.5 On a predetermined weekly audit date the Team Leads is responsible for scoring their line. (Ref.
QF109)
5.6 Immediately after each weekly team audit, a follow up audit is conducted by the Production Manager.
Audit includes maintaining the accuracy and consistency of the scoring system for each team.
production specific 5.7 Weekly and monthly team audit results are posted on the Production Board.
5.8 As each team is conducting the 5S Kazien event a Red Tagging process is implemented. As teams
identify unneeded items in the workplace, they are identified with a Red Tag and relocated to a
references designated location.
5.9 Any red tag item issued to production is monitored by a designated Lead/Engineering Tech.
5.10Any unused red tagged items stored in the red tag holding area for more than 3-months will be
reviewed by Engineering and the Production Manager for disposition.

8. Worksheets:
• 3 versions 5s Audit Sheet QF207 5s SHOP AUDIT SHEET5S SH O P AU DIT SH EE
Q F207
Machine Shop:
Scored By: QF205 5s AUDIT SHEET (MATERIALS)
Date: Q F205 5S AUDIT SH EET (MAT ERIALS)
Work Cell: 5S Categories Work Cell Score Location/Comments
Scored By:
QF109 5s AUDIT SHEET Q F109 5S AUDIT SH EET
Date: SORT: Distinguish Between what is needed and not needed.
Work Cell:
5S Categories No Unneeded equipment, tools, furniture, etc. Cellpresent……...…………
Work are Score 0 1 Location/Comments
2 3 4 5
Scored By:
Date:
5S Categories SORT: Distinguish Between what is needed and notbulletin board, etc………...……………………
No Unneeded items are on walls, needed.
Work Cell Score Location/Comments
0 1 2 3 4 5
Unneeded equipment, tools, furniture, etc. are present……...………… 0 1 2 3 4 5
Items are present in aisle ways, stairway, corners, behind machines ……. 0 1 2 3 4 5
SORT: Distinguish Between what is needed and not needed.
Unneeded items are on walls, bulletin board, etc………...…………………… 0 1 2 3 4 5
Unneeded equipment, tools, furniture, etc. are present……...…………Unneeded2 3 4 5 supplies, parts, or materials are present………
No 0 1 inventory, 0 1 2 3 4 5
Items are present in aisle ways, stairway, corners, behind machines 0 1 2 3 4 5
SET
Unneeded items are on walls, bulletin board, etc………...…………………… TO 1ORDER: Organizing for ease of use, straightening up and putting things away.
0 2 3 4 5
Everything is stored in a marked location …….………………………………………… 0 1 2 3 4 5
Unneeded inventory, supplies, parts, or materials are present………
Items are present in aisle ways, stairway, corners, behind machines 0 1 2 3 4 5
0 1 2 3 4 5
Items are placed in an orderly manner...………………………………………………….. 0 1 2 3 4 5
Unneeded inventory, supplies, parts, or materials are present……… for ease of 4 5 straightening up and putting things away.
SET TO ORDER: Organizing 0 1 2 3 use,
Everything is stored in a markedAisle ways, workstations, equipment locations are indicated……………….
location …….…………………………………… 0 1 2 3 4 5 0 1 2 3 4 5
SET TO ORDER: Organizing for ease of use, straightening up and putting things away.
Items are placed in an orderly manner...……………………………………………..
Everything is stored in a marked location …….…………………………………… Material locations and required quantities 1 2 indicated……………………….
0 1 2 3 4 5 0 are 3 4 5 0 1 2 3 4 5
consumable location. Check shelf life material expiration dates.
Items are placed in an orderly manner...…………………………………………….. locations are3 4 5
Aisle ways, workstations, equipment 0 1 2 indicated…………. 0 1 2 3 4 5
Designated equipments turned” Off” unless otherwise noted……………… 0 1 2 3 4 5
Aisle ways, workstations, equipment locations are indicated………….
Material locations and required quantities are 2 3 4 5
0 1 indicated………………… 0 1 2 3 4 5
consumable location. SHINE: Sweeping, scrubbing and cleaning and keeping things that way.
Material locations and required quantities are indicated………………… 0 1 2 3 4 5
Items 10 seconds away……………………………………………………………………………… of0 1 oil and grease…………………..
Floors, walls, and surfaces are free dirt 2 3 4 5 0 1 2 3 4 5
consumable location. Check shelf life material expiration dates.
Items 10 seconds away……………………………………………………………………………… ………………………………….……………..
Designated equipments turned” Off” 0 1 2 3 4 5
Equipment is kept clean and free of dirt, oil, 2 3water...………………………
0 1 and 4 5 0 1 2 3 4 5
SHINE: Sweeping, scrubbing and cleaning and keeping things that way.
Designated equipments turned” Off” ………………………………….…………….. 0 1 2 3 4 5
Floors, walls, and surfaces are not free of dirt oil and grease……… 0 1 2 3 4 5
SHINE: Sweeping, scrubbing and cleaning and keeping things that way.
Floors, walls, and surfaces are free of dirt oil and grease……… 0 1 2 3 4 5
Equipment is kept clean and free of dirt, oil, and water...………………… 0 1 2 3 4 5
Equipment is kept clean and free of dirt, oil, and water...………………… 0 1 2 3 4 5

9. Schedules:
• 3 differing timelines
• Weekly - Procedure
• Production
• Sustaining this has been difficult- drop at end of year
• Bi-weekly-Monthly
• Materials schedule not documented
• Monthly
• Shop schedule not documented
• Not always

10. Waste per month:
• 2 pages per audit or 38 pages per month
• Production –16(weekly)
• Materials – 2(bi-monthly)
• Shop – 1(monthly)
• Inconsistencies with schedule Walking Distance
• Extra processing 135 ft
• Overproduction/underproduction 78 ft
• Motion 135 ft
= 348 ft
• 6 operators involved w/ audits
• 15-20 minutes per audit or 6.33 hours monthly = $120.00

11. Problems solving tools
• Team discussion started on March 27
• Increase the urgency to make necessary changes
• Build team to make this happen
• Create the vision and get the buy-in
• Empower action and create short term wins

12. Charter in motion
 Review documentation for revision
 Create new format for checklist
 Create new chart for visual results
 Identify locations for results to be posted

13. Documentation
review

14. Audit
Checklist

15. 5s Audit results
summary

16. 5s Audit
results
summary

17. Kaizen Results