5S和目视化__车间基础管理培训教材.ppt

* * This area was not only cleaned but re-oriented to prevent spills from hapenning. * Horizontal surfaces tend to become collection points for clutter. One strategy is to create angled surfaces instead. Junk and clutter will not accumulate on an angles surface. A good example is to replace a standard desk with a stand-up shop desk. The angled top provides a writing surface when it’s needed but excess papers etc. will fall off. * 4 Once the team makes it through the first 3 S’s, it is time to put the tools in place to sustain the gain. The new standard should become a part of daily life. Daily checklists should become part of the operators standard work. Verifying 5S duties are completed should be part of the leader’s and supervisors standard work. * * Checklists should be very specific as to what is expected. Completing 5S duties should be part of the operators standard work. Reviewing the checklists should be part of the Leaders or Supervisors standard work. * * The sustain step cannot be demonstrated within the Kaizen. The Kaizen team should focus on putting the tools in place to enable the area to sustain the gain. * 5S scores should be recorded and displayed as part of the daily management metrics. Corrective actions should be initiated if 5S scores get out of control. 5S requires constant diligence and continuous improvement. * 5 Make sure that everyone is trained in the 5S expectations. Clear roles should be established so that nothing is left to chance. * 5 Make sure that everyone is trained in the 5S expectations. Clear roles should be established so that nothing is left to chance. * * * Where would we be without traffic signs? Many drivers would be lost and there would certainly be more accidents. * The key is to be able to recognize waste quickly and move to correct problems. How quick we respond gives us a competitive edge. * Nothing is more frustrating than spending the time to identify problems only to have them buried on a “to do” list. Empower teams