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As promised, my friend has sent me the first article on lean for apparel industry. As I always say, he also starts from 5S. Please 5S is foundation for Lean If a company wants be a world class organization that company should drives and achieve below characteristics. Zero Down time Zero Waste Zero Missed/ Missa( ) Opportunity Zero Bureaucracy Zero Hidden Problems To approach to this stage the path or main way is 5s. 5s Define as The Philosophy that lays the Foundation to create a Disciplined Mind, Which leads to disciplined thoughts which Why we need 5s? 1. Get EVRY BODYS Involvement at EVERY LEVEL - 5S is the activity that each person works on part - 5S is the activity that all members participation is possible - Participative Actions Huge Results 2. Creates a Pleasant, Safe and work friendly environment 3. Builds a Visual Work Place with Standard Work 4.Taking ownership of what the team members are doing My machine -> my area -> my dept -> my company 5. Develops Kaizen Minded People 6. Strengthens Team Work, develops Leadership of all levels, reduces internal conflicts 7. Reduces physical & psychological stress of all employees 8. Reduces the resistance to change 9. Reduces hierarchal mindset and bureaucracy at work place 10. Unmasks the hidden organization
But most of the companies failed in implementation of 5s because of below reasons. We implement 5S not Practice 5S 5S implemented as Look @ US campaigns Its designed to impress visitors, buyers 5S is implemented to win competitions than real improvement, after winning the competition no clear path forward 5S campaign itself becomes the goal Lack of vision and missing link to the company vision & Hoshin Lack of Top Management support Misunderstanding of driving 5S through delegation than the Site Leader on the saddle Under estimating the power of 5S in team building Most of mistaken with Housekeeping, forgets housekeeping is just a part\the pilot process of the whole journey which gives r Depending on Audits to sustain, more on pointing out than problem solving Here let us help you to keep this straight To eliminate these failure factors first we have to identify where we stands on. That we can recognize going through the below categories. 1. Objective
2. 3. 4. 5.
Based on these categories we can compare the where we stands really.Category Traditional Thinking New 5s thinking Objective Discipline Profit Pursuit Thinking Sustain Sustain & kaizen Action Operate Counter Measure Responsibility Spot Worker All The Members Result Production\Service Support Improve PSQDCM
10 Principles for implementing 5S Never let the 5S process itself become the goal. Keep in mind your true goal is achieving business excellence. To keep your process from getting bogged down, first get rid of all excess work in progress. If you setup and maintain a cellula Consider excess inventory as a major unneeded item to target. Everyone needs to be responsible for picking up waste including top management no observers\no delegation you do it Clerical & administrative departments should also be setup in U shaped cells to provide observable 5S example. No no mans land within the premises. Continued commitment & support from the top management to follow PDCA. All employees must be trained human knowledge appreciates. Set KPIs & include 5S to performance evaluating criteria. Concrete headed people to be exposed, others rewarded stress in Never Ever Walk by an Unsafe Act or Condition.
Challenge1 Sort Seiri Objective:- Identify and collate unwanted items, activities and Thoughts(ATTRACT) Question:- What SORT of actions we need? Actions: Red Tagging every red tag has a why? Why? Analysis Quarantine Area for Red Tagged items Form Team Based Work Groups Financially cumulating the value of the items in Red tag area Disposal Policy & Scrap sales Lay the foundation for PROCESS MAPPING to get rid of unwanted activities ECRS ( eliminate, combine, rearrange, Separate) Identify Losses & DTs Pick and Choose Supportive Tools
Identify Loss Based Skill Will Matrix ETHOS Pillar Training Plan on the philosophy Untapped human Potential
Why do unnecessary items accumulate? Sudden changes in the sales, production plan Excessive ordering Incorrect ordering Lack of quality control Lack of quantity control Improper storage locations & methods Duplicated ordering & delivering Aged, obsolete equipment, material, methods Improper handling Forced deterioration Uncontrolled growth Challenge2 Set In Order Seiton Objective:- Locate a specific place for a specific item with the specific quantity, near to the place where its needed improve Question:- What actions should SET IN? Actions: Team based work groups engage in counter measures for the identified opportunities from the Process Map Start analyzing the Material and Information flow - VSM Set in order the standards of the admin areas Set in order the standards of the processes min\max, TIMWOOD Set in order the standards for the people Set in order a Visual factory to surface problems Quick Change Over story boards Create OPLs for training on the set in standards Build Upon the Culture of Problem Solving Why? Why?, plans to train every one on problem solving tools Assessment team with a How can I help you? mindset Set in order a system to prevent SEIRI. 7 Seiton Principles Follow the FIFO method for material Assign each item a dedicated location All items & their locations should be identified by systematic labeling Place items so that they are visible to minimize searching time(frequently used, sometimes used, not used but must be kept) Place items so that agronomical conditions are addressed and can be handled easily Separate Exclusive from common Arrange the work place to cater flow Flow when you can, Pull when you cant
Challenge3 Shine Seiso Objective:- Cleaning\Continuous Inspection with a Meaning(ENGAGE) Question:- How to Shine? Actions: Cross check OPLs, continue creating the OPLs Establish Standards for CLIT Train team members on using the 5 Senses
Provide specific tools for specified cleanings Establish cleaning schedules Address points of contamination Error proofing Enable hard to access areas Fuguai Tagging system Slowly build in The JH Pillar of TPM TPM Story Board PM:AM ratio Lay the foundation for KK Pillar PDCA Dont Clean Keep it Clean Culture I run, I Maintain attitude Start training team members according to the skill matrix Seiton Preventions, kaizens
Challenge4 Standardize Seiketsu Objective:- Consolidate Efforts, Set platform for Raising Kaizens(ENGAGE) Question:- What should be the standard? Actions: Establish the agreed upon best method Auditing & training to meet standard work Establish SOPs Establish revised KPIs, targets for those who achieved Start job rotation to pre-condition team members mindset, multi skilling kick off E&T Pillar aggressively Standards to reduce cost I run I maintain attitude to We run We maintain Turn most visual displays to visual management Platform to Error proof, innovate Establish Early Management System to prevent shine Never, ever walk by an Unsafe Act Establish the Lean Org Structure to support VA layer Challenge5 Sustain Shitsuke Objective:- INSPIRE Actions: Establish the human system model for the plant Servant Leadership Aggressive catch ball on the Hoshin Bottom up Elements of coaching and Job Instruction training for new employees to shorten the mindset change One system, one voice, one company, one vision
s say, he also starts from 5S. Please read the article. If you like the article, tell the world by clicking on the LIKE button below.
below characteristics.
eads to disciplined thoughts which leads to Disciplined Actions Action which improves Productivity, Quality, Cost, Delivery, Safety, Mora
of the whole journey which gives real time feedback on the plant culture and kick off of 5S help you to keep this straight
usiness excellence. . If you setup and maintain a cellular concept flow will be created.
T Pillar aggressively
mindset change