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AVCORP

Past, Present and Future. AVCORP. AVCORP 11/02. Lean Support Group. Avcorp: Lean manufacturing past & present. Past:. Many Lean/ Continuous improvement false starts. Lack of Management participation and buy in. Ambiguous and vague Lean materials. No clear defined direction or goals.

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AVCORP

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  1. Past, Present and Future AVCORP AVCORP 11/02 Lean Support Group

  2. Avcorp: Lean manufacturing past & present Past: • Many Lean/ Continuous improvement false starts. • Lack of Management participation and buy in. • Ambiguous and vague Lean materials. • No clear defined direction or goals. Present: • Dedicated Lean support for Lean activities. • Management accountability for process improvements. • Prescriptive and Avcorp specific Lean materials. • Establish 5S Assessment system plant wide, • in one year. AVCORP 11/2002

  3. Aerospace market demands AVCORP 11/02 Lean Support Group

  4. Aerospace market demands Past Present Trend AVCORP 11/02 Lean Support Group

  5. 5S The Foundation forEverything Upper Mngmnt. Upper Mngmnt. Feed Back Monthly Report Out Lean Management LSG Cell Mngmnt.Team Shop floor Lean Support Group Shop floor/ Office Audited Past improvement process visibility Prescribed improvement process visibility AVCORP 11/2002

  6. Consistent, Reliable, Expanding Lean organization All operations linked and building to customer requirements (Pull system) Focus on consistently lowering lead times and queue times (lowering min/max buffers as to reorder lead times) Inventory reduced by Kanban implementation Reliable Processes (Kanban) Standard Operations (takt time) Reliable equipment (TPM) KAIZEN WORKSHOPS 5S action items driveKAIZENS 5S Program A process that identifies the need for Kaizens based on unreliable equipment, unreliable operations and unreliable processes. AVCORP 11/2002

  7. AVCORP 11/2002

  8. The Foundation for Everything 5S and The Visual Workplace AVCORP 11/2002

  9. 5S The Foundation forEverything People practice the 5S’s in their personal lives without even knowing it. AVCORP 11/2002

  10. 5S The Foundation forEverything Good housekeeping: “Good factories develop beginning with the 5S’s; bad factories fall apart beginning with the 5S’s.” -Hirouki Hirano The 5S’s Seiri Seiton Seiso Seiketsu Shitsuke Organize Order Clean Standards Discipline Sort Simplify Sweep Standardize Sustain AVCORP 11/2002

  11. 5S The Foundation forEverything Underlying principle: A place for everything and everything in its place, clean and ready for use. AVCORP 11/2002

  12. Sort: Organization • Separate the necessary from the unnecessary. • Begin a sort systematically; assess and address • every tool, all materials, equipment • and procedures. • Remove all items from the work area that are • not needed for current production or • clerical operations. • Respect peoples personal boundaries. • Tag unnecessary items and take them • to the quarantine area for auction • and disposition. • Unnecessary: • Unsafe • Defective • Unused • Duplicate • Necessary: • Used daily • Used periodically • Personal Items AVCORP 11/2002

  13. Sort: Quarantine area, Tagged Items and Auction Quarantine area: A temporary holding area for tagged items, usually out of the way of high traffic areas. Tagged Items: Need evaluation for frequency of use. Gives you a safety net between first questioning whether an item is needed and actually getting rid of the item. Emotional Items: Items we are attached to and don’t use. When this item is set in Quarantine and watched for use for an agreed upon amount of time, people tend to be ready to let it go when that time is over. Auction Criteria: Usefulness; Frequency of need; Quantity needed A focal should touch and evaluate every item with the group. Documentation: For Quarantined items and dispositions. AVCORP 11/2002

  14. Simplify: Order • Simplify: Arrange needed items so that they are • easy to use and label them so that “anyone” can • find them and put them away. • Visual Aids: Are encouraged in order to aid • understanding and minimize complexity. • When something is out of place its obvious. • Shadow Boards • Labels (Return addresses) • Clearly marked places for items • that are movable. • Area Identification. • Lines on floor AVCORP 11/2002

  15. Criteria for Simplifying • One Step Rule: Ideally nothing that is used daily, stored more than a step away. This step is to improve and make the Job less frustrating. • 45 Degree Rule: Immediate work area layout that minimizes twisting especially applicable for bench work. Remember that if something weighs more than a few pounds, make sure it is beyond immediate reach so the lifter must reposition the body for lifting. • Strike Zone Rule: Store things above the knees and below the chest. This will help to reduce the chance of back strain in. • Higher the Pounds --- Closer to Knuckles: Locate heavy items to eliminate bending, stooping or unnecessary arm movements during lifting. AVCORP 11/2002

  16. Simplify: Visual Control Examples Type Examples Identification Markers Signboards, name labels, photos, or shapes of items. Location Markers Tape strips, color coding, numbering. Quantity Markers Signs indicating number (min/max), standard containers, number of spaces for items indicators of normal operating values. Standard Methods Charts of standard cycle time and work sequence, standard procedures, flowcharts, photos of operation. Tags Excess (red tag), broken items, tooling needing sharpening or repair, defectives. Andon Visual (lights, flags) and hearing (bells, buzzers) signals to draw immediate attention or help. Kanban Card, empty container, or space signaling that production or movement is authorized. Performance Display Production schedule and quantity produced, quality, productivity cost, safety, or improvement activities. Defect Display Tables or boards showing defective product, tooling, raw materials, or paperwork. Personnel Board Availability (in/out), assignment and location of dept. personnel, cross-training status vs. plan. AVCORP 11/2002

  17. Standardized Visual Control Tape AVCORP 11/2002

  18. Sweep: Clean Visually and Physically • Establish Visual checks to maintain processes. • Identifying potential problems with a regular • physical and visual sweep. • Look for: • Unsafe conditions. • Broken or malfunctioning • equipment or fixtures. • Missing items and out of • place tools, parts, materials, etc. AVCORP 11/2002

  19. Standardize: Standards Develop standards and stick to them. • Use the agreed to standards from visual control activities. • (Simplifying common colors and labeling). • Document your sweeping process. • (Ensure sweeping activities are consistent shift to shift). • Get agreements before any change is Implemented. • Document changes and share information with others. • Standards that are created should be • continuously improved. AVCORP 11/2002

  20. Sustain: Discipline Continuously follow through to ensure that backsliding does not occur. • Look for ways to improve the process. • Regularly review the previous four S’s. • Lead by example. • Systematically review Kaizen Newspaper process improvements, • constraints and action items. AVCORP 11/2002

  21. Visual Control Targets • Show how to do the job (Standard Operations), PDS. • Show how things are used. • Show where things are stored. • Control inventory storage levels. • Show production status. • Indicate when people need help. • Identify hazardous areas. • Mistake proof the operation. • A 5S checklist- standard procedures, responsibilities, • resource literature, etc. (Kanban system for supplies). AVCORP 11/2002

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