In Part 1, we talked about the “why” of quick change. In Part 2, we started the discussion of “how” to get to quick change. In particular, we talked about gathering some information about the current state of setups and changeovers, e.g., how long they take and how they’re carried out. In Part 3, we’re going to talk about what to do with that information.
In Part 1, we talked about the “why” of quick change. Now, let’s attend to the “how”.
Before you read this post, take a look at this video. It’s related to our topic and…it’s just really cool. (You can start at the 30 second point. Then, watch closely because it happens quickly.)
I just posted my newest YouTube video, “How to Implement 5S: A Quick Overview”. It’s just that…a quick overview. All the detail will be coming in further videos.
Here it is.
In a recent (excellent) article on the challenges of sustaining 5S, James Womack (author of “The Machine That Changed the World”) tells us:
“I frequently hear 5S advocated as some sort of “clean up, fix up” campaign, an “easy way to get started with lean”, raise morale, impress investors, impress customers, and, in general, create the appearance of a “world-class” company (whatever a “world class” company may be).”
In the last post, we recommended posting charts at each work station to gather information about production and performance that would be used to identify and solve problems. Remember, the purpose of these charts isn’t simply to gather data that will be used later by your resident black belt (though it certainly could be). The purpose is to identify and address problems in real time, in other words, lean problem solving. So we’re interested in gathering as little information as possible in as “user-friendly” a way as we can and still get good problem solving accomplished.
Lean efforts will be successful to the degree to which we have operational excellence in the shop. Inventories and costs will decrease to the extent that we can reduce downtime, scrap, delays, scheduling problems, die problems, and equipment problems. There’s no value in a value stream mapping and no good in pushing a pull system unless we also address those problems that will keep them from being effective. Supervisors and operators need to be actively involved in problem solving.
I’ve updated a video I posted to YouTube some time ago. (Actually, what I did was delete the old video and replace it.) The video is a quick overview that answers the question, “What is 5S?”. I hope you’ll take a look at it.
Over the years, I’ve helped a number of clients with process mapping exercises. Now, process mapping is one of those things you can read about and look up on the interweb and still not get much help when it comes to actually doing it with a team. (That said, a good book on the topic is “Improving Performance: How to Manage the White Space on the Organization Chart” by Geary Rummler. ) I’ve learned some things that can help you.
In our last post, I said we’d look at a few more VSM’s and talk about the data on them by way of analysis.
Here’s a quick one.