Lean manufacturing is getting your production to run as efficiently and effectively as possible. In order to do so, it is vital that all materials and employees have a place that is clean and organized. This is where the next lean terminology and methodology comes into play: The Five S’s (5S) of Lean .The 5S philosophy believes that when a workplace is clean, organized and safe, waste will be reduced and productivity will be optimized.
The Five S’s of Lean
Naturally, The Five S’s all start with the letter “S” and they all derive from Japanese terminology. The Five S’s may seem straightforward and simple, but when implemented correctly they deliver massive value.
When you begin the 5S of lean process the first step is sorting and organizing to determine what is actually needed vs what is not. Many times what you find in this process is not what you expected. This can apply to any materials or instructions that your organization is currently using.
Set In Order
Set in order, also known as orderliness, means that everything has a place. This means optimizing part and tool use and when they should be stored after use. When everything has an order, parts and tools can be identified more quickly for the next use.
Shine, aka cleanliness, involves the enhancing of cleaning equipment and materials. This value of a more sanitary work area cannot be overvalued. Employee productivity and morale are directly impacted by identifying areas for improvement in this area.
Standardize and Sustain
These last two parts of the 5S of lean process are standardize and sustain. We group them together because they both represent the continuing actions and the culture change and mentality needed to implement and benefit fully from the 5S process. Building the “5S way of life” takes time and effort but can truly build a more productive and innovative environment for your company.
Getting this five-step process implemented correctly is a challenge worth taking for any company who wants to grow and increase output while actually decreasing costs. Our team at CIFT has the resources and expertise to apply lean manufacturing to your production, big or small. Read more about our continuous improvement services here.
This article is a part of our ongoing series to help manufacturers in Northwest Ohio grow and innovate. Did you miss Lean Benefit #1? Read the article here.
The heart of lean is eliminating wastes in all aspects of manufacturing. In lean, waste is defined as anything that does not add value to your customers. When you dig into what waste actually is, you’ll find a common term used is the Seven Deadly Wastes.
Seven Deadly Wastes
The Seven Deadly Wastes are areas of your manufacturing process that can be explored to find opportunities for improvement. These seven areas may be costing your company unnecessary fees and might be worth looking into.
Overproduction means you are making something before it is actually needed. This can lead to some serious problems with inventory and issues with knowing your true supply and demand needs. Manufacturing overproduction typically happens when a ‘push production system’ is implemented rather than a ‘Just In Time’ philosophy. If you’re overproducing, you’re losing money in the end.
Countermeasures for Overproduction:
‘Takt Time’ — Paces production so the rate of manufacturing matches the rate of customer demand
‘Kanban’ — Pull system to control how much product is manufactured
Reduce setup times which will allow for small batches to be produced
Waiting refers to how much time is being held up getting to the next step in production. When your production has a high wait time, value is lost and business is not running as efficiently as possible. Waiting can be anything from waiting for materials to arrive to having equipment with insufficient capacity.
Countermeasures for Waiting:
Continuous Flow — Design process that has minimal buffers or downtime between production steps
Standardized Operating Procedures — Set of instructions for processes which ensures consistent work and consistent time
Waste in transport, or transportation, is when there is excessive movement of materials or people, this can include the movement of tools, equipment, etc. When this type of waste occurs, the likelihood of product damage increases. When this happens with employees, their time is not being used to its full potential.
Countermeasures for Transport:
Value Stream Mapping — Design a production line that allows flow between processes
Waste in motion includes unnecessary or repetitive movement in people, equipment or machinery. This includes walking, lifting, reaching, ect. Lean suggests that these tasks should be redesigned to enhance work and increase health and safety of employees. When a repetitive movement happens, no value is being added.
Countermeasures for Motion:
Create an environment that is organized and as efficient as possible for employees
When there is more work or effort being done than needed for processing, overprocessing is happening. Overprocessing can come in many forms. It can be having too high of technology for machines, running too many tests, having more functionalities than needed…just to name a few.
Countermeasures for Overprocessing:
Kaizen — Always have the customer in mind and compare their needs to the manufacturing process, while looking for ways to simplify
Inventory is usually looked at as a positive, but having more inventory than what is needed to sustain a steady workflow can be detrimental. When there is too much inventory, product defects can occur, money allocation gets uneven, and hidden problems can arise which will ultimately slow down production.
Countermeasures for Inventory:
‘Just In Time’ — Purchasing raw materials only when needed
Continuous Flow — Decrease buffers between production steps
When a product is not up to standards, it is considered a defect and needs additional attention to be reworked or needs scrapped completely. Both the rework and scrapping are wastes. Rework requires additional resources from both equipment and employees. Scrapping the product as a whole is a waste in product and time.
Countermeasures for Defects:
‘Poka-Yoke’ — Error proofing the design process which decreases the likelihood of defects
‘Jidoka’ — Design equipment to detect defects and stop production
Go back and look at defects and get to the root cause, then implement changes accordingly
There are many resources when it comes to eliminating wastes, which can become overwhelming on where to start. Our team can be your starting point to get you off in the right direction. Read more about our continuous improvement services here.
Did you miss our last lean blog overview? Read the 3 Benefits of Implementing Lean into Your Manufacturing Production: A Blog Series.
When you look up the definition of lean manufacturing, you’ll get a lot of results, but in summary the focus is on minimizing waste in order to maximize productivity. Now, more than ever, companies are in dire need to get the most bang out of their buck and run as efficiently as possible. With COVID-19, many companies are unfortunately struggling with employee shortages and are searching for a better way to run their production with fewer employees. By implementing a lean production, areas of waste can be diminished, allowing for better quality of work to get done, even while the worker shortage is upon us all.
Here’s an introduction of the three reasons why you should consider taking a deeper dive into the possibility of going lean.
What is waste? Identifying it correctly is the key to eliminating it effectively. Waste is anything that does not add value to your customers. Our team will look for what we call the seven deadly types of waste: Overproduction, waiting, transport, motion, overprocessing, inventory and defects. By looking in the correct places we can highlight opportunities that can deliver bottom line impact. This includes optimizing your employee output by utilizing them in the most beneficial positions.
In order to run as efficiently and effectively as possible with the employees you have, everything needs to have a place that is clean and ready. This is where 5S comes into play with lean manufacturing. 5S stands for: Sort, set in order, shine, standardize and sustain. When you begin the 5S process, you first sort, or organize, and determine between what is actually needed and what is not. Set in order, or orderliness, means everything has a place and should be put away directly after use. Next, shine, or cleanliness, is keeping up with cleaning your equipment or materials. Finally, the last two, standardize and sustain, are the ongoing actions and mentality to continue doing the process and stick to the rules. When this five-step process is implemented correctly, it can improve the overall business by organizing, cleaning, developing and sustaining a productive work environment.
It’s clear to see that safety would also be an added benefit to lean manufacturing. When you’ve eliminated waste, put everything in order and used correctly, it is easier to understand all the processes and be safer as a whole. Kaizen is a lean idea that focuses on continuous improvement and empowering employees to make and suggest changes. Implementing kaizen mindsets and incentives in the workplace will lead to added safety measures for your business.
Lean can deliver these outcomes and many more when implemented with the correct procedures. Ohio MEP can provide the lean training to these concepts, delivering for you across all levels of your business. Read how CIFT helped Verhoff Machine and Welding get lean.
In the next coming weeks, we’ll be expanding on each of the three benefits.
Rowmark is a leading manufacturer of engravable sheet plastic for the awards, engraving and signage markets and carries a complete line of products for sublimation and digital printing. Rowmark’s products are made in the United States and sold in more than 80 countries around the world. In order to grow the company and increase efficiencies, Rowmark wanted to assess and understand the product flow, material movement and volume profiles at their Findlay and Columbus, Ohio locations, while also understanding how those facilities interfaced with other facilities in the network and implementing a continuous improvement mindset throughout the company. To do so, Rowmark paired up with Ohio MEP.
Ohio MEP helped Rowmark by coordinating with St. Onge Company, a supply chain engineering and logistics-consulting firm. St. Onge Company provided Rowmark with a closer look at their supply chain and internal interfacing network. St. Onge Company also compiled a data review and a design principles document for assistance with continuous improvement.
The data and information gained from this project transformed Rowmark’s processes. The information fed Rowmark’s supply chain Kaizen event, operation reviews and discussions and enlistings of improvement opportunity scenarios. St. Onge Company then facilitated the Kaizen event which fosters continuous improvement and Lean principles for the company.
From this partnership and the supply chain knowledge gained, Rowmark saved over $1 Million, increased their investment by $1.2 Million and created five new jobs.
Every plant manager wonders how they can bring down costs. Energy is one way that is always being looked at, but without some help, a lot of hidden costs and savings can be missed. Having spent many years working with and managing plants, as well as partnering with some of the best energy auditors in the business, I thought I’d share some of the most hidden energy costs that are driving up energy bills in manufacturing.
This one is one of the most overlooked ones I’ve ever found. The reason is that it is easy to miss and can be difficult to understand. Basically there are two types of billing; kilowatts (kW) and kilo-volt-amps (kVA). Most folks pay attention to the kilowatts as that is the easiest to understand. But inefficiency can lead to a a lopsided ratio between the two and add a lot to your energy bills.
We all have used compressed air for a variety of tasks. It can be used quickly for cleaning, saving us a bit of time. But what a lot of people don’t realize is how it is used and maintained can have a big impact on your energy bill. A few simple changes in behavior and maintenance can deliver a lot of savings.
You may think this one isn’t so “hidden.” Just change your lighting to more energy efficient bulbs and you are finished, right? This helps, but it isn’t the end of the story. Lighting placement as well as timing and scheduling can have big impacts on your energy bottom line too.
Not all of us have to deal with issues of refrigeration, but for those of us who do, it can have a big impact on our monthly energy bills. Under utilizing the latest in what available in refrigeration tech can lead to an increase of anywhere between 15 and 30 percent on what you are paying for keeping those things cold. An update can pay for itself.
We have to pay to get water in our plant and we have to pay to get that same water out when we are done. This too can have a big influence on what we are paying in monthly energy costs. Because water costs are often assumed to just be “baked into the cake” many times efficiency improvements are overlooked. But in reality, making some basic changes can have an impact of anywhere 10 to 50 percent cost reductions in this area.
The truth is we often need to get some expert help to find out these areas where we can save on energy. I love connecting plant managers with people who help them find these savings. I also occasionally am able to help with funding to help conduct these audits.
The bottom line, though is almost all plants can find enough savings to justify at least taking a look at how they are using energy. I encourage you all to do so. Hope this helps you all get more efficient and save on your bottom line.
Director of Manufacturing, Ohio Manufacturing Extension Partnership