12. 5S
A Visual Work Place
How we Sustain
•Monthly internal audit
•Monthly meetings with managers
•Weekly meetings with 5S team
members
•10 minute clean up period at the end
of every shift
•Project Boards for ideas and status
13. SMED
Single Minute Exchange of Dies
•Improve Capacity
•Better Machine Utilization
•Reduce Complexity of Setups
•Improve throughput
14. SMED
Where to start
•Identify internal and external setups
•Convert the internal to external
•Improve all aspects of the setup
operation to abolish set up
17. SMED
Simplify Set Ups
•Color coded washers
for torque
requirements
•Poka-Yoke to
prevent misloading
•1/4 turn clamping
•Stations remain full
at tear down
21. Balancing Work
•Jobs were processed differently every
time
•Quality varied by the person
•Large lot sizes that took days to process
•Cycle times varied
•Confusion as to the process requirements
22. Balancing Work
•One person does
the job
•Takes an entire
shift to move parts
onto next seq
•Quality suffers
•Poor visability
23. Balancing Work
•Determine our Takt Time
•Balance work to achieve Takt Time
•Standardized instruction
Takt =
Available Time
Customer Demand
25. Balancing Work
•Achieve 1pc flow
•Visable stage of
deburring
•A completed part
every 3 minutes
•Errors are caught in
process
•Eliminates “confusion”
26. Where we are today……
•Sales
112%
•Employee count
34%
•Sales per employee
60%
•Inventory turns
71%
•WIP
20%
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