5s培训教材(英文版)课件

LocalPlantSafetyProtocolLocalPlantSafetyProtocolWHYAREWEHERE?1.Tolearnhowtoidentifyandeliminatewaste2.Toimproveourworkenvironment-Safety-Quality -EfficiencyWHYAREWEHERE?1.TolearnhWORKSHOPNORMSMandatoryattendancefor3days.

Beontime!

Beanactiveparticipant.

Turnoffradiosandpagers.

Havefun!WORKSHOPNORMSMandatoryattend

FeedbackCommonProcessesandSystemsLeverageGlobalResourcesFastToMarket,TargetedProductsCompetitiveCost&QualityVehicleVehicleDevelopmentDevelopmentactoryactoryLeveltheLeveltheSystemSystemimingisimingisSacredSacredLean,Lean,FlexibleFlexibleOperationsOperationsWorldwideWorldwidePurchasingPurchasingProcessProcessDifferentiatedDifferentiatedBrandsBrandsOptimizeGMOptimizeGMStrongStrongDistributionDistributionChannelsChannelsShamreholderEnihtsuasGM-NAOPlantoWinWhy5S?FeedbackCommonProceLean,FlexibleOperationsCompetitiveManufacturingPlanningGuideGMGMConfidentialWhatis5S?GMUAWCompetitiveManufacturingPlanTHE5S'sSortStraightenSweepStandardize

SustainEliminateWaste

OPERATIONALDEFINITIONNo.21WorkplaceOrganizationOPERATIONALDEFINITIONNo.22VisualandAudioControlsCompetitiveManufacturingPlanningGuideGMGMConfidentialWorkplaceOrganizationandVisualControlsHow?6THE5S'sSortStraightenSweepStTHELEANORGANIZATIONINCLUDES:PLANTandOFFICETHELEANORGANIZATIONINCLUDES

5SWORKSHOPPurpose:Toteachpeoplehowtoidentifyandeliminatewaste.

Process:3full-daysessions

?3hoursclassroom

?Remainderoftimechanging

yourworkenvironment

5SWORKSHOPDay16:30 - 6:40 OpeningComments/Safety6:40 - 8:15 Orientation8:15 - 8:30 Break8:30 - 9:40 Orientation(Cont'd.)9:40 - 10:00 ProceedtoAssignedAreas(3)10:00 - 11:00 Sort(RedTaggingProcess)11:00 - 11:45 Lunch12:00 - 3:00 Sort(RedTaggingProcess-Cont'd.)3:15 - 4:00 PlantLeadershipReviewProcess

Day2

6:30 - 11:00 Straighten&Sweep11:00 - 11:45 Lunch12:00 - 3:00 Standardize&SustainActivity3:15 - 4:00 PlantLeadershipReviewProcess

Day3

6:30 - 11:00 Standardize&SustainActivity11:00 - 11:45 Lunch12:00 - 1:00 PlantLeadershipReviewProcess1:00 - 1:30 OpenItemsReview1:30 - 2:30 ContinuousImprovementWall2:30 - 4:00 Wrap-up(EntireGroup)5-SAGENDA

Day15-SAGENDA5S-PASTEXPERIENCETLOOffice,1992WhyOffice? 1.ImprovesourUnderstanding 2.$avings -FloorSpace-35%Reduction -Efficiency->50%Improvement -Supplies-44%$ReductionIdentifiedbyToyotaasCompetitiveAdvantageTeachingExperience5S-PASTEXPERIENCETLOOffiEXECUTIVEFEEDBACK

"Outstanding!WewillimplementleanofficeatNUMMI!G.Convis,VicePresident,Manufacturing&Engineering

"Outstanding!WouldyouteachourJapanese

coordinatorsfromNUMMI?"I.Itoh,CEOandPres.,NUMMI

"Excellent!NUMMIcanlearnmuchfromtheTLO.I

havebeeninplantsallovertheU.S.Thisisthebest

applicationoftheTPSIhaveseen.IwilltakewhatI

havelearnedandteachToyotawhenIreturnto

Japan."O.Kimura,CEOandPresident,NUMMI

utstanding!The5SprocessisthefoundationoftheToyotaProductionSystem.?A.Toyoda,V.P.ProductionControlandQualityAssurance,NUMMIEXECUTIVEFEEDBACK"Outstandin5STEACHINGS,1995-97NUMMI 21NAO\Warren 6MetalFabDivision(MFD) 5TruckGroup 3Delphi 3SmallCarGroup 2ServicePartsOrg.(SPO) 2Other 4TOTAL

465STEACHINGS,1995-97NUMMI 5STEACHINGS,1998(throughDecember23,1998)NUMMI 46NAO/WarrenMI 5MetalFabDivision(MFD) 3Powertrain 3Delphi 2FlintComponents 1SmallCarGroup 1TOTAL

615STEACHINGS,1998(throughDecNUMMICOILYARDIMPROVEMENTSDUETO5S60%FloorspaceReduction80%InventoryReduction(227-70Coils)$2.25MillionInventorySavings$500,000CraneAvoidanceImprovedVisualControlsNUMMICOILYARDIMPROVEMENTSDDOMOREWITHLESS?ReducingSalariedStaffingdoesNOT

resultinincreasedproductivity.ReducingWASTEleadstoincreased productivity!DOMOREWITHLESS?ReducingSaOBJECTIVEEliminateWasteCosts=ProfitsOBJECTIVEEliminateWasteCostsWASTEWASTEIDENTIFICATION&ELIMINATION OFWASTEDifficulttorecognizewaste.Needtomakeobvioustoeverybodywhatwasteis.Wastemustalwaysappeardistinctlyandclearly.Thisisthefirststeptowardsattainingimprovement inefficiency.Mustre-examinethewaywethinkaboutwaste.(ObservationsmadebyOhno)IDENTIFICATION&ELIMINATION

SHIFTMINDSETCURRENTTHINKINGREQUIREDTHINKINGWASTENOTDEFINEDREACTTOLARGEEXAMPLESREACTIVEIMPROVEMENTWASTEIS"TANGIBLE"IDENTIFYMANYSMALLOPPORTUNITIES-LEADSTOLARGEOVERALLCHANGECONTINUOUSIMPROVEMENTCOMMWIPWASTETYPES

OFWASTECOMMWIPSHIFTMINDSETCURRENTREQUI

SHIFTMINDSETCURRENTTHINKINGREQUIREDTHINKINGWASTENOTDEFINEDREACTTOLARGEEXAMPLESREACTIVEIMPROVEMENTWASTEIS"TANGIBLE"IDENTIFYMANYSMALLOPPORTUNITIES-LEADSTOLARGEOVERALLCHANGECONTINUOUSIMPROVEMENTCOMMWIPWASTETYPES

OFWASTEOver-ProductionProcessingMaterialMovementWaitingInventoryCorrectionMotionSHIFTMINDSETCURRENTREQUIEFFECTSOFWASTEONPEOPLECausesphysicalfatigueCausesemotionalfatigueIncreasesfrustrationsIncreasesstressCausesyoutoblameothersStealsyourtimeEFFECTSOFWASTEONPEOPLECausEXERCISETOIDENTIFYWASTE1.Breakintoteams.2.Chooseateamrecorderandpresenter.3.Forthenext15minutes,reviewthedefinitionofthetypeofwaste.Listwhatthistypeofwastewouldlooklikeifyousawitinyourplant/workarea.4.Whatcausesthistypeofwaste?5.Shareyourfindingswiththewholegroupusingtheoverheadprovided(3minutes).

EXERCISETOIDENTIFYWASTE1.WASTEOFPROCESSINGWhatdoesitlooklikeWhatcausesthistypeofwasteDefinitionDoingsomethingthecustomerdoesnotperceiveasaddinganyvalue.Forexample,aguidepininajigdoesnotfunctionproperlyandtheoperatorhastodosomethingxtra?byholdingthejigwithhislefthand.EngineeringchangeswithoutprocesschangesLackofcustomerinputconcerningrequirementsDecisionmakingatinappropriatelevelsIneffectivepoliciesandproceduresPoorjobatgettingbuildinfotooperatorsLackofpostedboundarysamplesUnclearcustomerspecificationsExcessiveprocessingofinformationbyoperatorsComplexprocessingofproductExtracopies/excessiveinformationRedundantapprovalsOperatordoingunnecessaryoperationorrepairWASTEOFPROCESSINGWhatdoesiWASTEOFCORRECTIONDoingsomethingoveriswaste.Itwillrequireadditionalmotion,additionalprocessingandwaiting.Itusesmoreinventoryanddrivesupcost.WhatdoesitlooklikeWhatcausesthistypeofwasteDefinitionWASTEOFCORRECTIONDoingsometWASTEOFOVERPRODUCTIONWhatdoesitlooklikeWhatcausesthistypeofwasteDefinitionGeneratingexcessparts,information,etc.toosoonortoofastinaprocessiswaste.Wasteofoverproductioncausesotherformsofwaste.Forexample,excesspartsrequirestacking,storing,etc.WASTEOFOVERPRODUCTIONWhatdoWASTEOFMOTIONWhatdoesitlooklikeWhatcausesthistypeofwasteDefinitionUnnecessaryworkmovementsareaformofwaste.Searchingformisplaceditemsiswasteofmotion.Intheidealstate,allmotionormovementshouldaddvaluetowhatyouareproducingforyourcustomer.WASTEOFMOTIONWhatdoesitloWASTEOFMATERIALMOVEMENTTransporting,storingorrearrangingitems(parts,equipment,people,etc.)unnecessarilyiswaste.Toeliminatewasteofmaterialmovement:(1)makethedistanceasshortaspossible,and(2)eliminatethetemporarylocationofitems.WhatdoesitlooklikeWhatcausesthistypeofwasteDefinitionWASTEOFMATERIALMOVEMENTTranWASTEOFWAITINGWhatdoesitlooklikeWhatcausesthistypeofwasteDefinitionWaitingwhileequipmentisautomaticallyprocessing,orwatchingamachinewhileitoperatesiswaste.Waitingforpeople,informationorormeetingstostartontimeiswaste.WASTEOFWAITINGWhatdoesitlWASTEOFINVENTORYWhatdoesitlooklikeWhatcausesthistypeofwasteDefinitionToomuchofanythingiswaste.Ittakesupspace,canleadtoobsolescence,impactssafety,causeswasteofmotionandwasteofmaterialmovement.Itmaycomefrompurchasingexcessivequantityofmaterials,equipmentortools.WASTEOFINVENTORYWhatdoesit

BreakBreak

THE5"S"PROCESS

THE5"S"PROCESS5s培训教材(英文版)课件

DISCIPLINEINPROCESSProcessrequiresongoinginspectionandenforcementtoensure"StandardizedWork"isbeingfollowed.Processdoesnotimproveautomatically-Followingstandardswillonlymaintain,notimprove,process.-Improvementfocusesonentireprocess.

.StabilizeIdentifyWasteImproveProblemSolveStandardsEnforceInspectStandardizeDISCIPLINEINPROCESSPro

BENCHMARKING

BENCHMARKINGTLOOFFICESEENOTESPAGETLOOFFICESEENOTESPAGETLOLOCATORBOARDSEENOTESPAGETLOLOCATORBOARDSEENOTESTLOSUPPLYCABINETSEENOTESPAGETLOSUPPLYCABINETSEENOTESTLOPULLCARDINSTRUCTIONSANDTPMCARDSEENOTESPAGETLOPULLCARDINSTRUCTIONSTLODESKSEENOTESPAGETLODESKSEENOTESPAGETLOPRINTERSEENOTESPAGETLOPRINTERSEENOTESPAGETLOTOOLTABLESEENOTESPAGETLOTOOLTABLESEENOTESPALORDSTOWNSTAMPINGBEFORESeenotespageLORDSTOWNSTAMPINGBEFORESeeLORDSTOWNSTAMPINGAFTERSeeNotesPageLORDSTOWNSTAMPINGAFTERSeePARMASTAMPINGBEFORESeeNotesPagePARMASTAMPINGBEFORESeeNotPARMASTAMPINGAFTERSeeNotesPagePARMASTAMPINGAFTERSeeNoteLANSINGPOWERTRAINSeeNotesPageLANSINGPOWERTRAINSeeNotesPLANSINGPOWERTRAINSeeNotesPageLANSINGPOWERTRAINSeeNotesPNUMMITRUCKFRAMESeeNotesPageNUMMITRUCKFRAMESeeNotesP

TIMETOGOTOWORK

TIMEDevelopRedTagStandardsAssignMaintenance&InspectionResponsibilitySummary/Wrap-upREDTAGRedTaggingProcessBuy-in/ImprovementReviewStraighten&Sweep(WasteEliminationBuy-in/ImprovementReviewStandardize&MakeVisualBuy-in/ImprovementReviewAssignRemainingOpenItemsCreateContinuousImprovementWall5SPROCESSFLOWCLEARINGStandardizeStandardizedSustainSweepStraightenSortDevelopRedTagStandardsAssigDEFINEPURPOSEDiscuss:hatisthePURPOSEoftheareawewill5S?Sort(RedTag)Standard-Isaniteminthislocationnecessarytofulfillthispurpose?ArethereitemsnecessarytofulfillthispurposewhichareNOTcurrentlyhere?DEFINEPURPOSEDiscuss:hatPURPOSEEXAMPLEThepurposeofthemeetingroominstampingistoprovideafacilityandnecessaryequipmentandtoolstoconduct:-Adailyproductionmeetingfor8to16people.-Amonthlydepartmentmanagermeetingforupto80people.PURPOSEEXAMPLEThepurposeof

SORTING:THERED-TAGGING PROCESSGotoassignedarea-assignkeeperofMasterLists.Photographareacompletely.Markphotosefore?anddatethem.Discusseachitemanddecidewhethertheitem shouldbeed-tagged.Use50%rule--beredtagdemons!Beforeanyitemisdisassembled,managermust approve.Takered-taggeditemstomarshallingarea.Managerhasfinalapprovalonallactions.Documentchangesonformprovided.SORTING:THERED-TASORTING-CLEARINGUP

WhatWillBeedTagged?Stock-Rawmaterials,parts,assemblies,etc.Machinery-Trucks,presses,drills,hoists,etc.Tools&Equipment-Motors,wrenches,pumps,phones,etc.Facilities-Worktables,chairs,desks,etc.Documents-Files,notices,awards,memos,folders,etc.Stationary-Pencils,staplers,erasers,paper,whiteout,etc. Fittings-Nuts,bolts,wire,hooks,etc.Locations-Rooms,bays,floors,shelves,etc.Others-Catalogs,radios,magazines,books,etc.

edTagAnythingButPeople

SORTING-CLEARINGUPMASTERLISTFORSORTING____________________ItemReasonDatetoAct

MASTERLISTFORSORTINGItem

Teamsreviewred-taggeditemsin

assignedareaswithotherteams.-Getbuy-inforitemsred-tagged.-Arethereanyitemswhich

shouldhavebeenredtagged

thatweren't?

SORTING(RED-TAGGING)BUY-INANDIMPROVEMENTTeamsreviewred-ta

Day1LeadershipReviewItemstoDiscussIntroduceallteammembersIdentify5SboundariesReviewpurposeoftheareaReviewred-taggeditemsDay1LeadershipReviewInDAY2DAY2Namethe7typesofwasteGiveexamplesof7typesofwasteWhatis5S?REVIEWNamethe7typesofwasteREVIDevelopRedTagStandardsAssignMaintenance&InspectionResponsibilitySummary/Wrap-upREDTAGRedTaggingProcessBuy-in/ImprovementReviewStraighten&Sweep(WasteEliminationBuy-in/ImprovementReviewStandardize&MakeVisualBuy-in/ImprovementReviewAssignRemainingOpenItemsCreateContinuousImprovementWall5SPROCESSFLOWORGANIZINGStandardizeStandardizedSustainSweepStraightenSortDevelopRedTagStandardsAssigWhydowestraighten?Whydowesweep?-Boostsmoralebyimprovingthework environment.STRAIGHTENANDSWEEP-Easytosee,easytoget,easytoreturn.-Enablessharingoftoolsandsupplies.-Identifiesexcessinventory.-Improvessafety.-Cleaningisinspecting.Whydowestraighten?Whydowe

STRAIGHTENANDSWEEP

Visuallyinspectentirearea,andask:

-Whyareitemslocatedwheretheyare?-Whereshouldeachitembe?-Aretoolsandequipmenteasytosee,easy toget,easytoreplace?-Isthereclosedstoragewhereopenwouldbe appropriate?Organize/cleanasyougo.Frequently-useditemsshouldbeeasierto get.Arrangeitemsfororderlyappearance.STRAIGHTENANDSWEEPartsStorageA123ToolStoragehyisitallmessedup?

ACCIDENTSTENDTOHAPPENLESSWHENTHEWORKPLACEISCLEANANDWELLORGANIZEDSAFETYToolBoxPartsStorageA123ToolStorage

OFFICEGUIDELINESConferenceRooms:1.Furnitureandmaterialssufficientformeetingneed.Supply:

1.Findsomethingin30seconds.2.3-daysupplyofconsumableitems.Wallarea:1.Mustproviderecognitionofpeople'sideas.2.Continuousimprovementswillbeshowninorganizedfashion, identifyingwasteand17initiatives;3.Visualdisplayoncontinuousimprovementandlearning.Locator/MailArea:1.Mustbevisual(seewithin2secondsifthereismail).Library:

1.Usercanfindinformationwithoutaskingfordirections.

OFFICEGUIDELINESConferenNUMMISTAMPINGGUIDELINESSupplies:1.Finditemwithin30seconds2.Centralsupplyforcommonuseitems3.Centralsupplyforcommonuseinformationandannouncements4.OpenstorageforcommonusetoolsanditemsDeskTops:1.Standardizeddesktopmanagement:stapler,rolodex,calendar, G/Lbumpcapandin-trayWalls1.Recognitionofteammembers2.SectionGoalsandObjectives3.Feedback/MonthlyProgress4.Clearviewoutofwindows:NoObstructions

NUMMISTAMPINGGUIDELINESSuppl

Teamsreviewareaswithotherteams:

-Istheareaorganizedtoeliminatewaste?-Canimprovementsbeidentified?

STRAIGHTENANDSWEEPBUY-INANDIMPROVEMENTTeamsreviewareas

Day2LeadershipReviewItemstoDiscussAnyadditionalitemsaddedtotheredtagareaKeyitemsstraightened(organized)Keyitems/areasswept(cleaned)Day2LeadershipReviewAnDevelopRedTagStandardsAssignMaintenance&InspectionResponsibilitySummary/Wrap-upREDTAGRedTaggingProcessBuy-in/ImprovementReviewStraighten&Sweep(WasteEliminationBuy-in/ImprovementReviewStandardize&MakeVisualBuy-in/ImprovementReviewAssignRemainingOpenItemsCreateContinuousImprovementWall5SPROCESSFLOWStandardize(StandardizedSustainSweepStraightenSortAssignMaintenance&InspectionResponsibilityDevelopRedTagStandardsAssig

STANDARDIZEANDMAKEVISUAL

Whydowemakevisual?-Promotesadherencetostandards.-Abnormalitiesbecomeobvious.-Everybodycanbeinspectors!Whydowestandardize?-Definesaplaceforeverything.-Establishesabaseline.-Essentialforcontinuousimprovement.STANDARDIZEANDMAKEVISUAMakeplacementofequipmentandtoolsvisual-Labels-Yellowtapeonfloorforitemsthatmove-Greentapeonwalls,desks,tables-Storageareasmarked-SupplyshelveslabeledPinksignsforinstructionsGreensignsforlocationsPullcardsforsupplies-ReorderProcess?-ReorderPoint?

STANDARDIZEANDMAKEVISUALMakeplacementofequipmenta

STANDARDSFORSIGNSANDLABELSGMTECHNICALLIAISONOFFICEColorSchemeDescriptionBlackonBrightGreenBlackonWhiteRedonWhiteBlackonYellow/GoldRedonBlueBlackonFluorescentPinkLocations(rooms,directions,area

identification,etc.)TemporaryPersonnel(nametags,

locatorboard,STAcenter,etc.)WallPostings(TPM,Standardized

Workandothermiscellaneousposted

information.)Informational(Storagelocations,

othermiscellaneousinformation,etc.)TLOPersonnel(nametags,locator

board,etc.)SafetyItems(firstaidkit,etc.)Instructional(5"S"checklist,

recyclingreminder,etc.)STANDARDSFORSIGNSOFFICESTANDARDSGMTECHNICALLIAISONOFFICEIndividualWorkAreas:Supplies(indesk)-OneuseperweekEquipment-Outlinen-box,?messagepad,telephoneandanyotheritemswhichmaybeusedweeklybyothersAllOffice:SuppliesTarget:3-daySupplyAbletofindwithin30secondsLineage:

Size:Floorlines=.75in.widthDesk/TableTop=.25in.widthColor:Floorlines=YellowDesk/TableTop=GreensolidUsage:Locationsshouldbeidentifiedwithlineswhentheitems:1)Arefrequentlymovedfromhomepositionforuseorserviceoraccidentallymoved2)havecriticallocationsforsafety,visualorganizationortimesavingspurposesSignsandLabels:SeeseparatesheetTime:Abletofindanareaoritemwithin30secondsOFFICESTANDARDSIndividualWorPLANTSTANDARDS1.FloorLocation: 3/4?Yellow2.WallOutlines: 1/4?Blue3.Desk/TableTopOutline: 1/4?Green

ManufacturingFloor:1.Safety/Caution Blackwith3?YellowHash 2.Walkway(Pedestrian) 3?Green 3.ExitStripe 6?OrangewithWhite4.OutlineLocation 4?YellowwithBlackLabel5.ProductiveArea ClearGlossConcrete6.ProductiveSlipHazard Non-SkidGray7.BreakAreas HighGlossLightGray8.Aisleways 4?Yellow(DashCorners)9.DirectionalArrows Black10.CheckpointLocations YellowFootprint

WallandFloorOutlines:PLANTSTANDARDS1.FloorLocatiDAY3DAY3REVIEWWhatarethe7typesofwaste?Giveanexampleofthewasteofprocessing.REVIEWWhatarethe7typesofWhydowesustain?

-Promotesasafeworkenvironment. -Maintainstheplanttothestandard. -Promotesgoodhabitsanddiscipline.earewhatwerepeatedlydo.Excellence,then,isnotanactbutahabit.

-ARISTOTLESUSTAINSUSTAIN

StandardizedWorkSheetdeveloped,documentedandposted.TotalProductiveMaintenance(TPM)isassignedandposted.VerificationisperformedbyManagement.SUSTAIN(MAINTENANCEANDINSPECTION)StandardizedWorkSheetd5s培训教材(英文版)课件5s培训教材(英文版)课件TOTALPRODUCTIVEMAINTENANCECARDArea:_______________________________________________________________________________Performedby:__________________________________________________________Ext.________Verifiedby:_____________________________________________________________Ext.________DatePerformedVerifiedDatePerformedVerifiedDatePerformedVerifiedTOTALPRODUCTIVEMAINTENANCECSTANDARDIZEANDSUSTAINBUY-INANDIMPROVEMENT

Teamsreviewallworkperformedwithotherteams. -Isareavisual? -AreSWSappropriate? -Buy-inforTPMassignment -Pullsysteminplace?Takefter?pictures,date,andpostonwallwithefore?pictures.STANDARDIZEANDSUSTAINTeams

CONTINUOUSIMPROVEMENTYourleanworkenvironmentwilleitherimprovefromtoday'sstandardordeteriorate.Itdefinitelywon'tstaythesame.Whatwillhelpyouimproveyourworkenvironment?Whatwillkeepitfromimproving?CONTINUOUSIMPROVEMENTYourCONTINUOUSIMPROVEMENTPROCESSATTLO

WeeklyMondayplanningmeetingbeginswithcontinuousimprovementidea--safetyfirst,thenallothers.

Ideasareapprovedordeniedusingthe50%rule.

IdeasarerelatedtoatleastonetypeofwasteandoneQualityNetworkdefinition.

Improvementsareimplementedbysuggestors.

Improvementsarerecordedandpostedonthecontinuous

improvementwall.

Individualandteamgoalsarepostedandtracked.

Contributorsarerecognizedwhengoalsarereached.

CONTINUOUSIMPROVEMENTPROCESS5s培训教材(英文版)课件TLOCONTINUOUSIMPROVEMENTWALLTLOCONTINUOUSIMPROVEMENTOPENITEMSFOLLOW-UPOpenitemsfrom:-Sorting-TheSortingProcessForms-StraightenandSweepProcess-StandardizeandSustainProcessManagerassignsresponsibilitiesonattachedsheet.(Manageralsogetsassignments.)OPENITEMSFOLLOW-UPOpenite5?TODOLIST

ITEM____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________RESPONSIBILITYDUE

COMPLETEDisposeofRedTaggedItemsProcess/DevelopContinuousImprovementWallManagerManagerDATE5?TODOLIST ITEM________

Day3LeadershipReviewItemstoDiscussReviewefore?picturesAllitemsvisuallyidentifiedPullsystemsputinplaceStandardizedWorkTPMcard/responsibilitiesoDo?listDay3LeadershipReviewReDevelopRedTagStandardsAssignMaintenance&InspectionResponsibilitySummary/Wrap-upREDTAGRedTaggingProcessBuy-in/ImprovementReviewStraighten&Sweep(WasteElimination)Buy-in/ImprovementReviewStandardize&MakeVisualBuy-in/ImprovementReviewAssignRemainingOpenItemsCreateContinuousImprovementWall5SPROCESSFLOWStandardizeStandardizedSustainSweepStraightenSortSummaryandWrapupDevelopRedTagStandardsAssig

WRAP-UPWhatdidyoulearnthisweek?Whyiswhatyoudidthisweek important?WRAP-UPWhatdidyoulea

Giveusoneideato

improvethe5-STeachingProcessGiveusoneideato

impro20212021LocalPlantSafetyProtocolLocalPlantSafetyProtocolWHYAREWEHERE?1.Tolearnhowtoidentifyandeliminatewaste2.Toimproveourworkenvironment-Safety-Quality -EfficiencyWHYAREWEHERE?1.TolearnhWORKSHOPNORMSMandatoryattendancefor3days.

Beontime!

Beanactiveparticipant.

Turnoffradiosandpagers.

Havefun!WORKSHOPNORMSMandatoryattend

FeedbackCommonProcessesandSystemsLeverageGlobalResourcesFastToMarket,TargetedProductsCompetitiveCost&QualityVehicleVehicleDevelopmentDevelopmentactoryactoryLeveltheLeveltheSystemSystemimingisimingisSacredSacredLean,Lean,FlexibleFlexibleOperationsOperationsWorldwideWorldwidePurchasingPurchasingProcessProcessDifferentiatedDifferentiatedBrandsBrandsOptimizeGMOptimizeGMStrongStrongDistributionDistributionChannelsChannelsShamreholderEnihtsuasGM-NAOPlantoWinWhy5S?FeedbackCommonProceLean,FlexibleOperationsCompetitiveManufacturingPlanningGuideGMGMConfidentialWhatis5S?GMUAWCompetitiveManufacturingPlanTHE5S'sSortStraightenSweepStandardize

SustainEliminateWaste

OPERATIONALDEFINITIONNo.21WorkplaceOrganizationOPERATIONALDEFINITIONNo.22VisualandAudioControlsCompetitiveManufacturingPlanningGuideGMGMConfidentialWorkplaceOrganizationandVisualControlsHow?6THE5S'sSortStraightenSweepStTHELEANORGANIZATIONINCLUDES:PLANTandOFFICETHELEANORGANIZATIONINCLUDES

5SWORKSHOPPurpose:Toteachpeoplehowtoidentifyandeliminatewaste.

Process:3full-daysessions

?3hoursclassroom

?Remainderoftimechanging

yourworkenvironment

5SWORKSHOPDay16:30 - 6:40 OpeningComments/Safety6:40 - 8:15 Orientation8:15 - 8:30 Break8:30 - 9:40 Orientation(Cont'd.)9:40 - 10:00 ProceedtoAssignedAreas(3)10:00 - 11:00 Sort(RedTaggingProcess)11:00 - 11:45 Lunch12:00 - 3:00 Sort(RedTaggingProcess-Cont'd.)3:15 - 4:00 PlantLeadershipReviewProcess

Day2

6:30 - 11:00 Straighten&Sweep11:00 - 11:45 Lunch12:00 - 3:00 Standardize&SustainActivity3:15 - 4:00 PlantLeadershipReviewProcess

Day3

6:30 - 11:00 Standardize&SustainActivity11:00 - 11:45 Lunch12:00 - 1:00 PlantLeadershipReviewProcess1:00 - 1:30 OpenItemsReview1:30 - 2:30 ContinuousImprovementWall2:30 - 4:00 Wrap-up(EntireGroup)5-SAGENDA

Day15-SAGENDA5S-PASTEXPERIENCETLOOffice,1992WhyOffice? 1.ImprovesourUnderstanding 2.$avings -FloorSpace-35%Reduction -Efficiency->50%Improvement -Supplies-44%$ReductionIdentifiedbyToyotaasCompetitiveAdvantageTeachingExperience5S-PASTEXPERIENCETLOOffiEXECUTIVEFEEDBACK

"Outstanding!WewillimplementleanofficeatNUMMI!G.Convis,Vi