Introduction to 5S Methodology

Hi folks, in this article we will discuss a key tool in lean manufacturing. The 5S’s, and the benefits of implementing 5S.

The 5S system is a lean manufacturing tool used by many organisations to increase the productivity, efficiency, and quality by making the workplace pleasant, orderly and organised. By providing a systematic framework for organization and cleanliness, 5S helps facilities avoid lost productivity from delayed work or unplanned downtime.

The Steps in 5S :

1 Sort – Remove unwanted items from the workplace.

2 Set In Order – A place for everything and everything in its place.

3 Shine – Clean and inspect each workplace and tools.

4 Standardize – Set standards to maintain an organized workplace.

5 Sustain  – Retain and improve all the benefits achieved.

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1. Sort

Sorting is the initial step in the implementation of 5S in an organization, which separates the necessary from the unnecessary items and clear up the space.

Steps in Sort:

Clearing the Workplace

For this, observe a workplace and remove every item that is not necessary in that space. Either the removed items should be scraped or it should be assigned to another workspace if needed.Every work area should only have items that are required for the work done in that area.

Red-Tagging

In this activity a highly visible tag is attached to the items that doesn’t belong to a work place or whose ownership is uncertain. The tagged items are collected together and placed at a single designated location. So that if a tool or material is missing from the workplace, one can check the red tag collection area if it was found somewhere else. A periodical check on the red tag collection should be done to ensure nothing is missing.

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2. Set In Order

Set In Order is known as “seiton” in Japanese, which translates to “orderliness”. The goal of this step is to organize the workspace and arrange the tools and equipment, so that it is easy to find, use and return.

Tools and equipment that are frequently used are placed together and those tools which are not required frequently should be placed in a common area, so that every department can access them. Items that are normally used together should be kept together.

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A 5S map is created to get an overview of a work area. It provide the information about where the tools, equipment, supplies and travel path are, and how the relate to each other.

3. Shine

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The third step in 5S is to clean. Workers clean the dirt that build up in the machines and tools. After an initial through cleaning, workers clean the area every day. Cleaning includes machines, equipment, tools and the work area.

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The shine phase creates a pleasant atmosphere for the workers and increase their efficiency. Each worker must clean their work area themselves, as this will make them familiar with the space and they can quickly notice any problems or if any tools is missing. With the constant cleaning and inspection the system can be subjected to preventive maintenance program, which can extend the lifetime of machines and prevent any sudden breakdown.

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4. Standardize

This step involves creating ways to sustain the previous steps. This is done by documenting what is being done, where, by whom and incorporation the new practice into the normal work procedure. Writing down the decisions and the changes made will help sustain the work done. These standards can be changed with new ideas or business needs.Following are some tools for standardizing;

5S checklist – List each and every steps in a process, this will make it easy for the workers to completely follow the process.

Job cycle charts – Decide a schedule for each work that is performed in a work area and assign particular workers for that work, and the chart should be posted visibly to avoid doubts.

Procedure labels and signs – Provide operating procedures, cleaning steps, and preventive maintenance methods to each departments.

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5. Sustain

The 5S approach should be an on-going cycle not a onetime thing, so it is important to follow the decisions and the changes made and continually check on the previous steps. If the free space created after the sort is filled with tools and material that are not meant to be there it will lead to a difficult situation for the organization, the solution is to apply the idea of 5S over and over, and make it a routine part of normal work.

Some elements in sustaining 5S are;

Management support – The supervisors and managers should be involved in sustaining the 5S process, provide the workers with enough tools, and getting feedback from the workers.

Department Tours – Arranging teams visit other plants as this will make them familiarize about different market trends and work processes. This will help in spreading new ideas in the organization.

Updated Training – Training of workers on the new updates done in the organization like new tools or equipment is very important and the 4S standards should be revised to accommodate these changes.

Progress Audit – The standards created by the 5S approach should provide specific and measurable goals and a periodic audit can provide important information and guidance.

Performance Evaluation – The performance of every worker should be evaluated and the result should be posted so each team can see how they compare to the rest of the organization.

Benefits of 5S implementation

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Less wasted space : Removing unnecessary material will clear up space for ne useful materials.

Reduced Equipment downtime : When the tools and equipment are kept clean, routinely inspected, preventive maintenance is much easier thus major equipment failures can often be prevented entirely.

Reduced Delays : Getting rid of unwanted items and organizing tools and supplies will eliminate the confusion and helps the workers find the correct tool without any delay.

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Improvement in employee morale : 5S creates a positive and clean atmosphere for the workers, and starts a new culture in the company. This creates an environment in which workers take an interest in improving the company.

Safety Improvement : The routinely cleaned work area ensures a safe atmosphere for the workers. The ergonomic work area will reduce the fatigue and injuries.

That’s all for today folks, hope you enjoyed it. Kindly share your views/ feedback so that we can help you by adding more value in upcoming articles.

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5S has always been our primary weapon to fight waste. Thus our today’s article is an introduction to hashtag5S implementation and by the end of article you’ll understand how beneficial is this simple tool in our daily work routine. Don’t forget to leave a comment and let us know how you feel about this. hashtaglean hashtagleanmanufacturing hashtagmanufacturingecxellence hashtagqualityimprovent hashtagGembaconcepts hashtagKnowledge hashtagIndustrialengineering hashtagblogging

The 3M of Lean – MUDA, MURA & MURI

 

Hey folks, today our experts have brought an interesting topic for you. This concept forms the base of Lean Methodology. It’s widely used in all industries round the globe to identify and reduce waste.

The Toyota Production System, which is known as the precursor to the Lean Methodology, is based on the philosophy of achieving the complete elimination of all waste in pursuit of the most efficient methods. These wastes are categorized In 3 main sections, namely Muda (Waste), Mura (Inconsistency), Muri (Over-burdening).

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MUDA

Muda means wastefulness. There are 2 types of Muda, Type-1 which can be referred as ‘Value enabling activities’ and Type-2 which are the ‘Non value added activities’. Our aim is to eliminate this Type-2 Muda and minimize Type-1 Muda.

There are 8 categories in this Type-2 Muda which are abbreviated as DOWNTIME. We will see each category in detail specifying their definitions, causes and tools used to eliminate them.

  • D – Defects
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Defects are caused when the product does not meet costumer specification resulting in rework or scrapping the product. These activities add unwanted cost which does not provide value to the costumer.

The main causes could be incapable processes, lack of process control or standardization, unskilled labor or faulty design of process.

We can overcome these problems by implementing methods like Poka-yoke and work standardization for consistent defect free product.

  • O – Overproduction
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Overproduction is caused when a product is being manufactured in excess of its demand (Push system) or producing at a faster rate than needed. These practices cause problems like higher storage costs, more capital expenditure to manufacture and decreased quality.

The causes of overproduction are volume incentives, high capacity equipment, line imbalance and poor production planning.

We can overcome these problems by implementing methods like SMED to reduce set-up time to enable small batch production, Kanban system to facilitate pull production and adapting Just in time philosophy.

  • W – Waiting time

Waiting time or idle time for Man Machine and Material all come under this. This causes uneven production.

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The causes are mainly line imbalance, unplanned machine downtime, long set-up times, material shortage or delay and manpower shortage or delay.

We can overcome these problems by using time study, line balancing, develop multi skilled labor and redesign process for even production flow.

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  • N – Non-used talent

This was not the part of the original Toyota Production System .It attributes to the unused knowledge and skills of operators working in the factory.

This waste can be seen when employees are poorly trained, employees are not challenged to come up with ideas to improve the work, ineffective communication.We can overcome these problems by leadership and training among employees and kaizen events

  • T – Transport
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This is caused by unnecessary material, tool and equipment movement. Excess moving not only costs money but also increases risk of product being damaged, lost or misused.

The causes could be identified as poor route planning, distant suppliers, poor layout and line imbalance.We can overcome these problems by using tools like Spaghetti diagram and implementing “U” shape production layout.

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  • I – Inventory

This waste is caused when companies are having more inventory than what is necessary for steady flow of work; these include both raw material as well as WIP inventory. This causes capital loss as well as the problems are being hidden away in inventory.

The root causes of this problem are over-production, over-purchasing, high rework rate, imbalanced lines, longer lead times, JIT- incapable suppliers.We can overcome these problems by implementing Kanban system and one piece flow and we can also try to reduce the current buffer inventory present between production stages.

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  • M – Motion

Motion waste includes the unnecessary movements of worker or machine and is considered as non value added activities. Wasted motion increases wear and tear of both man and machine and also increases risk of injuries.

The causes could be poor layout, disorganized work place and undefined material flow.We can overcome these problems by implementing 6S at the workplace, ergonomic workplace design and using spaghetti diagrams to design efficient work flow.

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  • E – Excess processing

Excess processing waste refers to doing more work having more processes and components than what is necessary by the costumer. This can also happen if we use machine equipment of higher capacity and precession than what is required.

The caused could be associated which unclear costumer specification, frequent engineering changes, excessive quality.We can reduce this waste by implementing process map and having a clear idea of customer requirements.

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MURA

Mura means ‘Variation’ or ‘Unevenness’ and it is the key reason for the existence of any of the 8 waste that we just saw. In simpler terms Mura leads to Muda. Mainly Mura could be seen as variation in ‘Customer demand’ or variation in ‘Process’. Variation in demand in usually caused by inefficient information flow from customer to manufacturer otherwise known as the bullwhip effect. Whereas variation in process occurs when capacity of workstations vary across the production process causing waste like overproduction, inventory etc.

Using practices like product leveling or Heijunka will help us solve the problem of unwanted variation in the production process and will allow us to processing orders according to customer demand. Other practices like creating a modular product design and single piece flow will also help us reduce unevenness.

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Muri means ‘Overburdening’. It could occur when machine or man is being used for more than 100% of its capacity to complete a task, which could lead to break down of machines or fatigue in manpower. This results in decrease in productivity and efficiency.

We could try and eliminate Muri by standardizing your process, practicing Jidoka and analyze the root cause of the problems. Preventive Maintenance and Autonomous Maintenance will also help with machine related Muri.

That’s all for today , hope you enjoyed it, Kindly share your views/feedback so that we can help you by adding more value in the upcoming articles.

The 5 Essential Processes for Warehouse Management

What is warehouse management?

Warehouse management refers to the oversight of operations in a warehouse. This includes receiving, tracking, and storing inventory, as well as training staff, managing shipping, workload planning, and monitoring the movement of goods.

What is a warehouse management system?

A warehouse management system (WMS) is software designed to optimize operational processes in a warehouse. By implementing a WMS you have full visibility into real-time inventory levels and storage, staff productivity, demand forecasting, and order fulfillment workflows within a warehouse.

Warehouse management systems are important as they eliminate manual processes and guesswork and instead streamline processes that save time and provide a more accurate snapshot of what’s going on inside a facility without needing to conduct continuous warehouse audits.

This information helps warehouse managers identify areas of improvement and track progress to drive optimizations throughout the supply chain, from when inventory hits the loading docks to when it’s shipped out to its next destination.

Warehouse management software provides the tools to drive strategic big picture improvements as well as those to monitor the day-to-day. What a management team sees in the warehouse management system will be different from a picker or packer who relies on the system to know what to pick or pack next on the warehouse floor.

Each warehouse management system may have different functionality deployed depending on the business it serves (e.g., what a direct-to-consumer e-commerce seller needs isn’t the same as a large brick and mortar store chain).

5 essential warehouse management processes

Warehouse management is one facet of supply chain management. It affects retail order fulfillment, storage, inventory management, shipping, and distribution. Having an all-in-one solution lets you see what’s happening across different functions of the warehouse in real-time such as inventory being received, orders being packed, shipments being labeled, and any other movement of goods.

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1. Inventory tracking

Inventory tracking is monitoring stock levels so you know which SKUs you have in your warehouse and the exact locations in which you store them, or if they are in transit from a manufacturer or en route to a store.

Inventory management lets you know how much product is ready to be shipped if a customer ordered an item now, as well as when you should order more based on projected volume.

As you grow, you will likely turn inventory over quicker, expand into new locations, and increase your product lines. This makes inventory accuracy and tracking all the more important.

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2. Picking and packing

Picking and packing are two core functions performed in a warehouse. A warehouse management system should generate pick lists for each picker to retrieve items in the most efficient way. This may include zone picking, wave picking, or batch picking.

For each new order, the picker will receive a packing slip of the items ordered and storage locations at the warehouse. The picker will collect the ordered products from their respective locations.

Once an order is picked, it is handed off to a packer, who is responsible for securely placing the items in a box or poly mailer, adding in any needed packing materials, and putting a shipping label on it.

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3. Receiving and stowing

Any warehousing operation must be able to receive inventory or freight from trucks at loading docks and then stow them away in a storage location. A warehouse management system will need to be able to scan in each new box received with the inventory quantities it has.

Then, it will be brought to its short-term or long-term inventory storage location, where it will be scanned again. Warehouse management software should provide clear instructions for each user so they know how to receive, unpack, retrieve, pick, pack, and ship inventory.

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4. Shipping

Based on the delivery options and shipping services you offer to customers, shipping carriers will pick up orders from the warehouse to ship packages to their next destination.

Once the order ships, your warehouse management system should be able to automatically send e-commerce order tracking information back to your store so your customers can track their shipments.

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5. Reporting

A warehouse management system should provide out-of-the-box operational and inventory reports across the warehouse. This may include accuracy in fulfilling orders (total miss-picks, miss-packs, etc.), total orders fulfilled by the hour to measure the efficiency of staff, orders shipped on time, and much more.

There are also reports relating to people’s operations including inventory forecasting to understand labor management and staffing needs. With a warehouse management tracking system you can quickly find out which employees have completed safety training, and those who have licenses and certifications to operate certain equipment, and other regulatory requirements you must meet to operate a safe warehouse.

For the smooth implementation of WMS and design of a full warehouse according to lean layout and optimum supply chain model please do contact us. We Gemba Concepts, are one of the leading Operational Excellence Consulting firm in India.

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4 Steps to Realizing Gemba Success

1. Know the Purpose

Before you head out on your gemba walk, you need to plan. Tackling an entire value creation process at once is overwhelming and often results in vague observations that aren’t very useful. To create a plan, you first need to understand your purpose on both a large and small scale. In the most general sense, what is the purpose of your business? Presumably, your purpose is to help your customer solve a problem in some way. The product you provide solves that problem. Make sure you always keep that purpose in mind. For example, during your walk you might ask yourself how a particular step in a process adds value for a customer. More specifically, you need to have a purpose for your gemba walk, and it’s often useful to have a purpose more specific than “assess the state of my company’s processes.” Decide what aspect of your operations you want to look at during a given walk and keep in mind what you want to learn. Maybe you want to look at how safe a process is or whether any extra motion exists during a task. Understand that you can’t cover everything at once. Do stay open-minded during your walk, though, to whatever you see. Additionally, remember that an important aspect of any gemba walk is creating a dialogue with people and encouraging them to think creatively about work tasks and roadblocks.

2. Know the Gemba

To observe and assess anything, you need to understand it. So before you head out on your gemba walk, you need to have knowledge of the processes and people in your facility. Consider what the core activities of your business are and where they’re located. You might want to take visits to your manufacturing floor, the place where products are developed, the shipping department, the people in charge of managing suppliers, or even your customer service team. You shouldn’t try to visit all of those locations at once, but they’re likely all important to the products you create. Determine which ones you plan to visit during a walk. Consider making a schedule for gemba walks if that helps you. Each organization has different places where value is created, so your business may have many more gembas that you should visit. Whatever the location, know what standard procedures are so when you observe them you can consider how well they are working and whether they should be adjusted. Remember, though, that you should think of your workplace as a team. Calling something “your” gemba can limit your thinking and restrict teamwork.

3. Observe

Once you understand the goals and activities that go on in your workplace, it’s time to put your new knowledge of gemba into practice and observe. Remember to approach your work without bias and be open-minded. Your attitude will have a large impact on the success of your walk. During your walk, focus on aspects of your process that are currently of interest. You might examine efficiency, safety, or housekeeping. You might even take a look at your waste pile as a way to see what kinds of defects exist. As you walk, think about the purpose, the people, and the process. These three ideas are all connected. The purpose of solving a customer’s problem is achieved by people and the process. When you see a problem, you can ask how and why something is done, but don’t blame or try to correct employees. While at the gemba, focus on taking in information and fostering a discussion.

Questions to Consider During a Gemba Walk

Each gemba walk will be different, but these general questions can help you focus on your purpose, people, and process:

  • What is working well?
  • Is protocol being followed?
  • Which activities add value?
  • What stations or individuals create value?
  • Are expected levels of output being met?
  • Are there variations in the process?
  • Are there abnormalities in products?
  • Is cleanliness a problem?
  • Is machinery in good working order?
  • Do workers need training or support?
  • Is any documentation needed?
  • Are tasks done safely?
  • Is there any wasted time or resources?

 

Questions to Ask Workers

First and foremost, you want to observe workers. It’s usually better if they don’t know a gemba walk will be happening so they behave normally. That being said, you do want to engage them in a dialogue. If you need help starting a conversation with your workers after observing them, here are some questions that can help:

  • Can you show me how you perform this task?
  • Is it always done this way?
  • Do problems ever pop up for you?
  • What would you change about this if you could?
  • What tools do you use?

 

4. Improve

After your walk, reflect on what you’ve observed. Perhaps you saw employees spending a lot of time walking back and forth to get tools, and some workers suggested rearranging a workstation to reduce this wasted time. Now you can come up with a plan to make the needed changes, determine who will implement them, and follow through to see the adjustments are made. Even better, you can follow up again on a future gemba walk after the changes have occurred to observe whether the process has improved. Whatever you observed and discussed with workers, consider how those observations can be turned into improvements that will create a better product for your customer.

VALUE STREAM MAPPING

Value Stream Mapping shows where you can improve your process by visualizing both its value-adding and non-value-adding steps.

What Is VSM?

Value stream mapping is a lean manufacturing or lean enterprise technique used to document, analyze and improve the flow of information or materials required to produce a product or service for a customer.

A value stream map displays all the important steps of the work process necessary to deliver value from start to finish. It allows visualizing every task that the team works on and provides single glance status reports about each assignment’s progress. It enables the team and leadership to see where the actual value is being added in the process, allowing them to improve on the overall efficiency associated with the delivery of a product.

VSM can be used for individual products and services for every type of business. 

Terminologies in VSM

·      Information Flow

This section shows the communication of process-related information and the transmission of data.

·      Product Flow

This section maps the steps of the development lifecycle from concept to delivery. It shows both the task being performed & the person or team performing task.

·      Cycle time (C/T)

It is the frequency of units produced or the average time between the completed production of one unit to the completed production of the next.

·      Setup Time (S/T)

It is the amount of time needed to prepare for a given step.

·      Uptime (%)

It gives an idea of the percentage of the total time that the processes or systems are actually active.

·      Time Ladder

The Time Ladder provides a visual representation of the value stream timeline.

The upper portion of the time ladder represents the average amount of time that a product spends in the queue or waiting at each stage.

The lower portion of the time ladder shows the average amount of time that each product was actively being worked on, or more specifically when value is actually being added to the product during that specific stage.

How to map the first Value Stream

Define your focus –

This is probably the most important step of the entire VSM exercise. Start with clearly defining the objective. With a clear objective in mind, identify the appropriate focus, scope, and process to be mapped.

Next, determine your fence posts, or the start and endpoints of your mapping exercise. A value stream map is not a process flowchart. It doesn’t need to map every possible inflow or outflow of the process. By maintaining focus on the predetermined objectives and fenceposts, the mapping activity is likely to stay on track and focused.

Go to Gemba (Walk the Process) –

“Go to Gemba” means go to the place where the work is being done. Visit the customer where the production is taking place and understand why they need the features they are requesting.

Define the basic Value Stream –

Start with preparing basic VSM as a starting point. The key thing here is to outline only the process basics and hereafter add the other details step by step.

Develop Current State Value Stream Map –

Starting with the basic VSM add the additional processes and their corresponding data, including current cycle times, lead times, up times, takt times, SLA’s, etc. This should reflect all stages within the defined fence posts, and their respective values as they currently are. This is known as your “Current State” VSM. This current state will be immensely important to keep the process baseline.

From this current state, the mapping team will be able to better understand the entire process. This enables the team to discuss productive what-if and to develop better solutions to identified hot points. It enables to provide a before and after comparison of the process and its performance figures to know if the changes have any desired impact.

Develop Target State Value Stream Map –

Once the current state VSM has been completed, the team will need to develop a Target State VSM. The target state represents a clear target of where you want to end up. These targets can be expressed in delivery velocity, quality-focused metrics, compliance, or any combination of these. The important thing here is to identify a goal to work.

Develop Future State Value Stream Map 

As improvements to the process are identified and planned, the VSM team will need to develop an implementation plan. These improvements will often require a phased approach to introduce necessary changes to achieve the target state.

To do this, a future state VSM should be created for each state of the implementation plan, which typically includes a 30, 60, 90-day view. This allows validating your assumptions at each stage of the implementation plan, to make sure the changes are having the desired impact and moving the value stream performance in the right direction. The future state VSM gives team members a unified view of the overall process as well as targeted objectives to work toward.