5S Implementation

Experience

Structure of Presentation

1.0 Purpose of 5S implementation2.0 Unique aspects of 5S2.1 See-through Layout2.2 Identified location2.3 Material at eye level2.4 Improved visibility2.5 Material handling system2.6 Lean Flow2.7 Improved environment for 5S3.0 Sustaining of 5S3.1 Daily work management3.2 My machine – My line campaign3.3 Operator training3.4 TPM Implementation3.5 Fixed point photography4.0 Results

1.0 Purpose of 5S implementation

To create a delightful work place that is safe and make the employees relish working in such environment

Also to find non conformities and abnormalities, that could have their impact on product quality and productivity.

2.0 Unique aspects of 5S

2.1 See through Layout & Visual factory

2.2 Identified location for parts and material

• No High rack storage system• No pallets• No fork lift for material transfer

2.3 Material at Eye level

Valve seat position

Valve position

2.4 Improved visibility

Follower in Top position Follower in Bottom position

Follower position

Top

Bottom

2.4 Improved visibility - Continued

All material on wheels• No fork lift in side the shop floor• No pallets• Trolley design• Crates with identification

• Blue – In-house machining• Yellow – Casting• Grey - Supplier parts

2.5 Material Handling system

ProductionControl

C/T=240sCO=0

Uptime=100%2 shifts

C/T=300sCO=0Uptime=100%2 shifts

CO=0Uptime=95%2 shifts

C/T=60s

C/T=87s

Uptime=85%CO=900

2 shifts

C/T=300sCO=0

Uptime=100%2 shifts

Daily

Monthly/WeeklyFaxMonth/weekly/daily plan

Inspection stores

LB m/c

1

Plating2(shared)

Assembly

10

Shipping

1(shared)Packing

4XDailyMilk run

SupplierSCL-FoundrySupplier

1X daily

I II

5460

Customer

Value added Time

Production lead time

9929s

40223s=Process Ratio =24.6%

1020 nos /day

Demand/month25500

MarketingMonthly schedule

Takt time

60 Sec.

Date - 20.09.2004

Ultrasonic

1

Cleaning

CO=0Uptime=100%2 shifts

C/T=14s

I125

C/T=85s

Uptime=85.4%CO=900

2 shifts

UB m/c

1

72

I

128

Daily Order

OX OX

Introduce electronic triggerCard between SCL and

Foundry

I

72

C/T=45sCO=0Uptime=100%2 shifts

300s 8100s 130s 633s 240s

0.125 day 0.12 day 0.052 days0.058 days.07 day .07 day

902s 164s

Deburr removed

Operator rebalanceIn assy areaAuto unload

Fixed loadingpattern

Heijunka card

FIFO FIFO FIFO FIFO

Operator rebalanceIn machining area

Leak check& deburr

1

2.6 Lean Flow

PurchaseSupplier Production Marketing Customer

Units SWHStores

AssemblyMachine shop

kanban WIP Transfer

I

OrderOrder

GenerateMRPMRPMRPSchedule

ProduceResource planning

Produce Produce

2.6.1 Controlled inventory through pull system

`

SWH

Stores

Machine shop Assembly shop

Spiderman 1

Spiderman 2

Spiderman 3

Spiderman 4

Pitch 2 hrs

• Paced withdrawal of finished goods• Material feeding based on Pull

2.6.2 Spiderman replenishment

Phase 1 Phase 2

1 Noise <= 85 dB <= 85dB <= 75 dB

ISO Class 9 ISO Class 9 ISO Class 8

5 Micron 7000 / ft 5 Micron 7000 / ft 5 Micron 700 / ft

3 Lighting Lux Level: 300 - 500 Lux Level: 300 - 500 Lux Level: 300 - 500

4 Temperature Ambient - 2' C Ambient - 2' C Ambient - 2' C

Dust2

TargetSl no Environmental Parameter Std

3 33

2.7.1 Environmental Parameters :

2.7 Improved Environment for 5S

Sl no Parameter Methodology Phase – I Result Phase – II Target

1

2

3

4

Noise

v Mapping the existing dB level

v Identify Noise developing area

v Identify source to reduce noise level.

85106

0

40

80

120

Before After

8575

0

40

80

120

Existing Proposed

Dust

v Dust level monitoring using Air borne hand hand held particle counter inside the assembly room

ISO CLASS 9

5 Micron particle 7000/ cu. ft

ISO CLASS 8

5 Micron particle 700/ cu. ft

Lighting Lux Level Achieved: 380 Lux Level Planned: 450

v Uniform distribution of lighting in work area

Temperature Ambient– 2’ C

Achieved

Achieved

Maintaining at

2.7.2 Environmental improvements :

82 dB

83 dB65 dB 75 dB

76 dB

85 dB

76 dB

84 dB

85 dB84 dB82 dB

83 dB

79 dB

83 dB83 dB

85 dB84 dB

81 dB83 dB

80 dB 81 dB

< 80 dB

81- 85 dB

> 85 dB

NOISE LEVEL MAPPING- AFTER Measured on 03/06/2005

2.7.3 Noise level Mapping :

3.0 Sustaining 5S

• Sustaining through daily,weekly,monthly,half yearly & yearly checks

Daily check - Toilet

3.1 Daily work management

Weekly Check – Windows glass Cleaning

Weekly check

Monthly Check – Cobwebs removal

Monthly check

• My machine - Operator ownership improved • My line – Supervisor ownership improved

3.2 My machine - My line campaign

3.3.1 Skill development triangle

Develop business sense

Capability to identify what is normal and what is abnormal

Operator skill level development

Kaizen

3.3 Training of operator

3.3.2 Training of operator on abnormality findings :

Before Kaizens implemented Improvement

Dust bin and Scrap bin are kept onfloor

DUST BIN

SCRAP BIN

DUST BIN

SCRAP BIN

Dust bin and Scrap bin are kept onstand

Floor cleaning improved

3.3.3 Kaizens for 5S improvement :

Before Kaizens implemented Improvement

Portable compressor to build air for testing

Easy to clean

Easy to maintain

Space productivity improved

Booster provided to build air for testing

Difficult to clean

3.3.4 Kaizens for 5S improvement:

3.4.1 Fugai – Operator wise monitoring

26

1917

2018

10

7

2

53

7

13

12

1916

13

44

0

10

20

30

Sriniv

asan

Danie

l

Paras

mal

Senth

urvas

an

Sathy

amurthy

Soun

dramuru

gesan

Employees

Nos

of F

ugai

s

Plan

Red Fugai

White Fugai

Classification of Fugai tags

Total FugaiTarget : 30 / EmployeeMonth : Oct 2005

3.4 TPM Implementation :

3.4.2 Kaizen

18591829176517351894

0

400

800

1200

1600

2000

2400

No

of K

aize

ns

Cum. Actual 20 28 32 31 30 34 30 64 30 35

Cum Kaizens 237 582 974 1341 1701

Cum Kaizens 1735 1765 1829 1859 1894

Cum. Plan 1733 1766 1799 1833 1866 1900 1934 1967 2000 2033 2066 2100

2000 - 01

2001 - 02

2002 - 03

2003 - 04

2004 - 05

A M J J A S O N D J F M

Plan

3.4 TPM Implementation - Continued

3.4.3 Step 3 m/c status :

Step 3 machine plan in Line 04

0

5

10

15

20

25

J J A S O N

2005

No. o

f mac

hin

es 071401

071701

O71301O61506

O71602

061204

•153 / 265 machines are in Step 3

265

153

112

0

50

100

150

200

250

300

Overall Step- 3 Step- 2

3.4 TPM Implementation - Continued

3.4.4 Daily Checking - CLIA ( Cleaning,Lubrication,Inspection & Adjustment )

Operator Daily CLIA Check sheet

3.4 TPM Implementation - Continued

•Continuos improvement by identifying & correcting abnormality

•Location selected based on effort required

3.5 Fixed Point photography

4.0 Results

1.Employee morale improvement –Improvement suggestions

• 100% participation in Suggestion scheme by all the employees for the past five years• Number of suggestions per person per year has increased by 18 times in the past eight years

4138.53838

2

6

17

26

38

0

10

20

30

40

97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06

Num

ber

of s

ugge

stio

ns p

er p

erso

n pe

r ye

ar

Better

Plan

2. Employee morale improvement – Quality control circle (QCC) projects

• 100% participation in QCC by all the employees for the past fiveyears

• Number of projects per circle per year has increased by 60% in the past eight years

1.922

2.24

2.62

3.1 3.1 3.1 3.1

4

0

0.5

1

1.5

2

2.5

3

3.5

4

97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06

Num

ber o

f pro

ject

s pe

r circ

le

Better

Plan

3. Employee morale improvement –Safe working environment

• No accidents reported for the past five years

4.Employee morale improvement – Employee satisfaction Index

I feel I’m working for a good company(98%)

Am happy with my job(88%)

Will recommend as a good place to work(87%)

93%

Overall GWA (Gallup workplace audit) score

US manufacturing averages 88US manufacturing best seen 92India manufacturing average 85India manufacturing best seen 89ABC division 93

GWA score is the best worldwide

Reflection of employee pride