This video shows how 5S can help you implement Lean training in your workplace, using simple tools and techniques to drive and maintain excellent workplace organisation. Helping take you on a journey of Total Productive Maintenance, to becoming World Class.
Overview of 5S within Improvement Context (WCM Lean / Total Productive Maintenance (TPM))
Lecture and syndicate work for 5S:
Step 1 – Sort
Step 2 – Set
Step 3 – Shine
Step 4 – Standardise & Step 5 – Sustain
The course is designed to create 5S practitioners who can lead, or be involved in, the day-to-day 5S activities in their own business or factory. The delegates should have responsibility for delivery of improvements clearly agreed before attending the course. Practitioner training gives delegates the understanding of why a tool is used, what the key principles are, and most importantly exactly how to apply the tool within their business or factory using KCTS processes to deliver results.
5S is the foundation element of WCM Lean/Total Productive Maintenance as it allows many of the initial factory losses to be dealt with efficiently, and enables some of the basic improvement tools and techniques to be introduced.
Hello and welcome to the first Issue of the KCTS Resource for 2010. This year we’ll be producing the Resource on a bi-monthly rota. In-between issues we’ll also be sending out a newsletter once a month with snippets of our recent blog posts, just in case there are any previous postings that may interest you.
In this March edition we’ll be looking at why factories fail to benefit from Loss Measurement; we’ll be talking about the number of reasons why this is so, in order to give you a clear insight into this methodology.
We also provide a feature on Failure Modes and Effects Analysis (FMEA) and how the purpose of this tool is to take actions to eliminate or reduce failures, starting with the highest-priority ones.
In addition to the above we’ve also got our regular features including; Meet a Consultant – introducing our Managing Director, Charles Johnston; a Case Study on SMED, focussing on an injection moulding machine; some Lean/TPM puzzles to test your knowledge and don’t miss the press release about our high level TPM Instructor course and World class training being held in Shanghai.
In our free downloads section we’ll be sticking with the SMED theme and offering you a A0 SMED activity board, as well as the opportunity to download a EWO (Enhanced Work Order) worksheet. We’ll also show you how to use it with a ‘How to Do’ EWO sheet, not bad for free!
For those of you who don’t know, KCTS is member of the North West Aerospace Alliance and has been for the past 3 years. We are continuing our support for this sector in 2010 with our ongoing membership and alliances for companies across all tiers.
Over a 4 year period, the NWAA Aerospace Supply Chain Excellence (ASCE) Programme aims to work with 45 Companies to build a world competitive supply chain in the Northwest of England. The ASCE Programme aims to do this by introducing Mentors from World Class companies into selected smaller businesses to assist in the development.
Companies are benchmarked against the “5 Step Learner to World Class Model” against 11 foundation processes to achieve a detailed view of current position and providing training and coaching to improve key areas. The ASCE Programme provides businesses with the tools and techniques to improve their capability across 11 key areas and KCTS will continue to support this sector in 2010 and beyond.
We have just released the December edition of The KCTS Resource: In this month’s Resource we’ll be looking at two features; the first will be an insight into what benefits can be achieved through the implementation of a lean qualification; vocational Qualifications provide a different approach to training as they are typically based in the workplace, building on the existing practical experience of candidates.
In addition, following on from last month’s Value stream Mapping theme we have included an A0 VSM activity board template for you to use, and a SWOT analysis sheet.
As usual we have our regular features such as; Meet a Consultant; this month we introduce Sean Cole; more lateral puzzles to challenge you with and an Enhanced Work Order case study for reference.
The KCTS Lean Manufacturing qualification is an abridged version of training that we have used to catapult major Blue Chip companies, such as Unilever and Saint Gobain into becoming the industry standard in World Class Manufacturing.
Tackle stubborn projects:
The key to our success over other training providers is that we base our workshops around the completion of real live site projects. The result is a demonstrated improvement in your business KPI’s. We achieve this through the application of Lean tools such as;
Problem solving:
Set up reduction (SMED)
Statistical process control
Visual management systems
Value stream mapping
TPM
5S
Measures should be used to understand the performance of a business or department. This can be to benchmark against other operations for comparison.
The measures will also demonstrate improvements achieved through the application of Business Improvement Techniques. Measuring the initial condition of an area before making improvements is vital.
The Quick Kaizen tool is a method of recording our progress in solving a simple problem.
When to use it?
• Daily meeting problems.
• 5S Organisation problems.
• Minor stops on machines.
• Any other problem where people disagree on the potential quick solution.
• The problem will be typically solved within one day, and will take less than 2 hours actual effort.
What does it achieve?
Quick Kaizen gives focus to an area or activity problem and allows us to monitor the potential solution methods. This helps us to keep track of reported proof tests and to logically decide on the best solution(s).
Key steps
1. Draw/Sketch the problem and add any necessary comments to clarify the precise issue.
2. List the potential causes of the problem.
3. For each cause, identify a test/check and how to perform the test/check.
4. Assign each test/check to an individual and record whether each is a cause Yes/No.
5. Agree a list of actions to solve all identified causes.
6. Assess the risks of all potential solutions.
7. When all actions are complete, monitor problem is solved and enter completed date.
