Unit 6

• Continuous Improvement Methods:

Introduction to continuous improvement methods, the
approach of Poka-Yoke, Kanban, 5‘s, Lean manufacturing
methods: 3M‘s, 4M‘s, Kaizen, 5‘s, case studies on continuous
improvement methods.
Mistake Proofing or Poka
Yoke

2
What is Mistake Proofing?
• The use of process or design features to prevent errors or their
negative impact.
• Also known as Poka yoke, Japanese slang for “avoiding
inadvertent errors” which was formalized by Shigeo Shingo.
• Inexpensive.
• Very effective.
• Based on simplicity and ingenuity.

3
Everyday Examples
Which dial turns on the burner?

Stove A

Stove B
4
Everyday Examples
How would you operate these doors?

Push or pull? left side or right? How did you know?

A B C

5
Everyday Examples

3.5 inch diskettes cannot be inserted unless diskette

is oriented correctly. This is as far as a disk can be
inserted upside-down. The beveled corner of the
diskette along with the fact that the diskette is not
square, prohibit incorrect orientation.

Fueling area of car has three error-proofing devices:

1. insert keeps leaded-fuel nozzle from being inserted
2. tether does not allow loss of gas cap
3. gas cap has ratchet to signal proper tightness and
prevent overtightening.
New lawn mowers are required to have a
safety bar on the handle that must be pulled
back in order to start the engine. If you let go
of the safety bar, the mower blade stops in 3
seconds or less.
6
 Costs of Defects

Does it cost more to make processes better ?

NO
Making processes better leads to reduced
• Rework
• Scrap
• Warranty costs
• Inspection costs

© 2004 Superfactory™. All Rights Reserved. 7

 1-10-100 Rule

The 1-10-100 rule states that as a product or service moves

through the production system, the cost of correcting an error
multiplies by 10.

Activity Cost
Order entered correctly $1
Error detected in billing $ 10
Error detected by customer $ 100

Dissatisfied customer shares the experience with others…

© 2004 Superfactory™. All Rights Reserved. 8

 Where does mistake proofing fit?

• Non-Conformances come from many

sources including:
• Variation
• Culture
• Complexity
• Mistakes
Complexity Culture

Each Mistakes
Eachmust
mustbebemanaged
managed
to
toimprove
improve
quality
qualityand
andreliability.
reliability. Variation

© 2004 Superfactory™. All Rights Reserved. 9

“Be more careful” not effective
• “The old way of dealing with human error was to scold people, retrain
them, and tell them to be more careful … My view is that you can’t do
much to change human nature, and people are going to make
mistakes. If you can’t tolerate them ... you should remove the
opportunities for error.”
• “Training and motivation work best when the physical part of the
system is well-designed. If you train people to use poorly designed
systems, they’ll be OK for awhile. Eventually, they’ll go back to what
they’re used to or what’s easy, instead of what’s safe.”
• “You’re not going to become world class through just training, you
have to improve the system so that the easy way to do a job is also the
safe, right way. The potential for human error can be dramatically
reduced.”

Chappell, L. 1996. The Pokayoke Solution. Automotive News Insights, (August 5): 24i.
LaBar, G. 1996. Can Ergonomics Cure ‘Human Error’? Occupational Hazards 58(4): 48-51.

© 2004 Superfactory™. All Rights Reserved. 10

A New Attitude Toward Preventing Errors

“Think of an object’s user as attempting to do a task,

getting there by imperfect approximations. Don’t
think of the user as making errors; think of the actions
as approximations of what is desired.”*

*Source: Norman

© 2004 Superfactory™. All Rights Reserved. 11

A New Attitude Toward Preventing Errors

• Make wrong actions more difficult

• Make it possible to reverse actions —to “undo” them—or make it harder to do
what cannot be reversed.
• Make it easier to discover the errors that occur.
• Make incorrect actions correct.

© 2004 Superfactory™. All Rights Reserved. 12

 What Causes Defects?

1. Poor procedures or standards.

2. Machines.
3. Non-conforming material.
4. Worn tooling.
5. Human Mistakes.

Except for human mistakes these conditions can be

predicted and corrective action can be implemented to
eliminate the cause of defects

© 2004 Superfactory™. All Rights Reserved. 13

 What Causes Defects?

Human Mistakes

Simple errors- the most common cause of defects- occur

unpredictably.

The defect goal is zero! Make certain

that the required conditions are in
place and controlled to make
acceptable product 100% of the time.

© 2004 Superfactory™. All Rights Reserved. 14

Ten Types of Human Mistakes
 Forgetfulness
 Misunderstanding
 Wrong identification
 Lack of experience
 Willful (ignoring rules or procedure)
 Inadvertent or sloppiness
 Slowliness
 Lack of standardization
 Surprise (unexpected machine operation, etc.)
 Intentional (sabotage)
© 2004 Superfactory™. All Rights Reserved. 15
 Achieving Zero Defects

1. Point of Origin Inspection

2. 100 % Audit Checks
3. Immediate Feedback
4. Poka Yoke

© 2004 Superfactory™. All Rights Reserved. 16

Mistake Proof or Poka yoke the process!

Not noticing that an error is

made or a machine is not
functioning does not make a
person stupid or foolish.

© 2004 Superfactory™. All Rights Reserved. 17

Poka Yoke results in Quality of Processes

Quality the 1st time Cost Leadtime

Transformation = Quality production the 1st time

Inspection….eliminated ???
Transport
Dedicated lines
Storage

Delay/wait One piece flow

© 2004 Superfactory™. All Rights Reserved. 18

 Quick Feedback

Error correction as soon as possible

Differs from traditional inspection approaches that:
• Correct problems after the process
• Address the problem when errors are already
defects
• In some cases never identify an error has occurred

© 2004 Superfactory™. All Rights Reserved. 19

 Poka yoke

Mistake proofing systems

Does not rely on operators catching
mistakes
Inexpensive Point of Origin inspection
Quick feedback 100% of the time

© 2004 Superfactory™. All Rights Reserved. 20

 Seven Guidelines to Poka Yoke Attainment
1. Quality Processes - Design “Robust” quality processes to achieve zero
defects.
2. Utilize a Team Environment - leverage the teams knowledge,
experience to enhance the improvement efforts.
3. Elimination of Errors - Utilize a robust problem solving methodology to
drive defects towards zero.
4. Eliminate the “Root Cause” of The Errors - Use the 5 Why’s and 2 H’s
approach
5. Do It Right The First Time - Utilizing resources to perform functions
correctly the “first” time.
6. Eliminate Non-Value Added Decisions - Don’t make excuses-just do it !
7. Implement an Incremental Continual Improvement Approach-
implement improvement actions immediately and focus on
incremental improvements; efforts do not have to result in a 100%
improvement immediately.

© 2004 Superfactory™. All Rights Reserved. 21

 Poka yoke

Poke-yoke and Point of Origin Inspections( Proactive Approach):

A fully implemented zero defect system requires Poka yoke
usage at or before the inspection points during the process.

Poka yoke will catch the errors

before a defective part is
manufactured 100% of the time.

© 2004 Superfactory™. All Rights Reserved. 22

 Poka-yoke

Poka yoke and Informative Inspection( Reactive Approach):

• Check occurs immediately after the process.
• Can be an operator check at the process or successive check at
the next process.
• Not 100% effective, will not eliminate all defects.
• Effective in preventing defects from being passed to next
process.

Although not as effective as the

Source inspection approach, this
methodology is more effective than
statistical sampling and does
provide feedback in reducing
defects.

© 2004 Superfactory™. All Rights Reserved. 23

 Poka yoke Systems Govern the Process

Two Poka Yoke System approaches are utilized in manufacturing

which lead to successful zero defect systems:
1. Control Approach
Shuts down the process when an error
occurs.
Keeps the “suspect” part in place when an operation is
incomplete.
2. Warning Approach
Signals the operator to stop the process and correct the
problem.

© 2004 Superfactory™. All Rights Reserved. 24

 Control Approach

• Takes human element out of the equation;does not

depend on an operator or assembler.
• Has a high capability of achieving zero defects.
• Machine stops when an irregularity is detected.

© 2004 Superfactory™. All Rights Reserved. 25

 Warning Approach

• Sometimes an automatic shut off system is not an

option.
• A warning or alarm system can be used to get an
operators attention.
• Below left is an example of an alarm system using
dials, lights and sounds to bring attention to the
problem.
• Color coding is also an effective non automatic option.

© 2004 Superfactory™. All Rights Reserved. 26

Common Mistake proofing Devices
• Guide Pins
• Blinking lights and alarms
• Limit switches
• Proximity switches
• Counters
• Checklists

© 2004 Superfactory™. All Rights Reserved. 27

 Methods for Using Poka yoke

Poka yoke systems consist of three primary methods:

1. Contact
2. Counting
3. Motion-Sequence
Each method can be used in a control system or a
warning system.
Each method uses a different process prevention
approach for dealing with irregularities.

© 2004 Superfactory™. All Rights Reserved. 28

 Contact Method

A contact method functions by detecting whether a sensing device

makes contact with a part or object within the process.

Cylinder present Missing cylinder;piston

fully extended alarm
An example of a physical contact sounds
method is limit switches that are
pressed when cylinders are driven into
a piston. The switches are connected to
pistons that hold the part in place. In
this example, a cylinder is missing and
the part is not released to the next
process. Cannot proceed
to next step.

Contact Method using limit

switches identifies missing
cylinder.

© 2004 Superfactory™. All Rights Reserved. 29

 Physical Contact Devices

Toggle Switches

Limit Switches

© 2004 Superfactory™. All Rights Reserved. 30

 Energy Contact Devices

Photoelectric switches can

Light be used with objects that
are translucent or
transparent depending
upon the need.
Transmission method:
two units, one to
Transmitter Receiver transmit light, the other
to receive.
Reflecting method:PE
sensor responds to light
reflected from object to
detect presence.
Object

If object breaks the transmission, the machine is signaled to shut down.

© 2004 Superfactory™. All Rights Reserved. 31

 Contact Device

An example of a
contact device
using a limit switch.
In this case the
switch makes
contact with a
metal barb sensing
it’s presence. If no
contact is made the
process will shut
down.

© 2004 Superfactory™. All Rights Reserved. 32

 Contact Methods

Do not have to be high tech!

Passive devices are sometimes the best method. These can be as
simple as guide pins or blocks that do not allow parts to be seated
in the wrong position prior to processing

Take advantage of parts designed with an uneven shape!

A work piece with a hole a bump or an uneven end is a perfect
candidate for a passive jig. This method signals to the operator
right away that the part is not in proper position.

© 2004 Superfactory™. All Rights Reserved. 33

 Counting Method

Used when a fixed number of operations are required within

a process, or when a product has a fixed number of parts
that are attached to it.
A sensor counts the number of times a part is used or a
process is completed and releases the part only when the
right count is reached.

© 2004 Superfactory™. All Rights Reserved. 34

 Counting Method

Another approach is to count the number of parts

or components required to complete an operation
in advance. If operators find parts leftover using
this method, they will know that something has
been omitted from the process.

© 2004 Superfactory™. All Rights Reserved. 35

•Case study or Examples of
Poka-yoke
 What is Kanban?
kan·ban
/
ˈkänbä
n/
noun
a Japanese manufacturing system in
which the supply of components is
regulated through the use of a card
displaying a sequence of specifications
and instructions, sent along the
production line.
– an instruction card used in a kanban
system.
– plural noun: kanbans

David Laribee OxfordDictionaries.c

om
 Kanban
Background
• From family of “pull”
systems
• Pull systems expose
bottlenecks
• Creates slack in non-
bottlenecks
• New work is “pulled” into
system
• Lean thinking
applied to software
development
 Kanban Call to Action
• Achieve sustainable pace of
work and work-life balance
• Reduce stress for team
members
“Prescriptively enforcing a software
• Improve software development process on a team didn’t
development process work.”
across teams - David J. Anderson, Author “Kanban, Successful
Evolutionary Change for Your Technology Business”

• Recognize team
uniqueness
• Implement process change
with minimum resistance
• Continuously improve
• Main reason to adopt is
Change Management
 Benefits
• Improve productivity
• Improve predictability
• Increase customer satisfaction
• Reduce delivery times

• Facilitates moving to a
continuously improving
organization
• Create more functional
working relationships across
organization
 When is Kanban a Good
Fit?
• Uneven flow of work
– Large batch transfers
– Unplanned, speculative, disruptive
requests
– Blocking issues

• Deferred commitment is desirable

– Priorities change frequently
– Constant re-planning
– High abandonment, discard, abort rates
– Delivered work, never used

• System or workers are overburdened

– Too much work-in-progress
– Stressed workers
– Poor quality
– Long/unpredictable lead times, Long wait
queues
 When to Consider Other
Options?
• Highly mature organization
– Demand never exceeds capacity,
flow is smooth and never
interrupted, no overburden

• Facing extinction
– No time to let Kanban work its
magic, need revolution vs.
evolution

• Boss lacks patience for

incremental improvement to
take effect
 Lack of Roles is a
Strength!
• No prescribed roles in
Kanban!
• Roles remain same as today
• Build cross-functional skills
• Kanban Change Agent
– Kanban Lead
– Kanban Coach
– Leads Kanban Initiative
– Facilitates Kanban system
design
– Helps remove impediments
– Servant Leader
 Kanban Mindset
• Continuous
Improvement
• Process Evolution
• Making the
team
successful
• Empowered
team
• Openness and
Visibility
 Kanban Core
Practices
1. Visualize
2. Limit Work-in-Progress
3. Manage Flow
4. Make Policies Explicit
5. Implement Feedback Loops
6. Improve Collaboratively, Evolve
Experimentally
 1.
Visualize
• Visualize Workflow
– Make the invisible, visible
– Mechanism
– Interactions
– Handoffs
– Queues & Buffers
• Cards Walls
– View of system
– Visually track WIP
– Self-organize, live
collaboration
– Near real-time project
status
 Kanban
Foundations

Agree to Initially,
Encourage
Start with pursue respect
acts of
what you incremental, current roles,
leadership at
do now evolutionary
all levels
change responsibiliti
es, and job
titles
 2.
Process
• Define the typical flow for the Workflow
– Features, User Stories, Requirements, Work Packages,
Services, Incidents, etc.
• Map the sequence from request to delivery
• Define Input Point
• Define Exit Point
• Build Card Wall
• Example:
ASD 1.0 ASD 2.0 ASD 3.0 ASD 4.0 ASD 5.0 ASD 6.0
Envisioning Planning Developing Stabilizing Deploying Improving

Analyz Develo Accep

e p t
 3. Work Item
Types
• Define types of work that
can enter process as
input
• Agile Examples:
– BugUser Story Product Backlog
– Quality of Service
• Waterfall
Examples: User Stories
– Requirement Bugs
– Change Request
• Service
Management
Examples: Analyz Develo Accep
– Incident e p t
– Problem
– Service Request
 4. Card Walls/Kanban
Boards
• Visually depicts
flow of work
• Tailor to reflect
current process
• Changes with
improvements to
process
• Adopt how others
use boards
 Initial Board
Example
Analyze Develop Accept

Analyz Develo Accep

e p t
Kanban Board
Examples
 Board Options

agilebutpragmatic.com
Tracking Work Item
Examples

Blocked
❑ UI Design
Item
❑ Test Assigne
Cases
❑ Coded
e
❑ Unit Test SLA
Warning
 Personal
Kanban
• Kanban applied to one’s personal
workload
• Choose the right work at the right
time
– Visualize your work
– Limit your work-in-progress

Mike Burrows, Kanban from the

Inside
 Portfolio Kanban
• Kanban applied
to Project
Portfolios
• Think creatively
about organizational
problems
– Start with what you do Agilecoach.c
a
• Getting
now Started:
– Find ways to:
• Organize portfolio
visually (program,
team, customer…)
• Limit WIP
• Manage for
smoothness and
timeliness
• Evolve
decision
framework
• Collaborate
Successful Practice: Stop starting and start
 Large
• Projects
Kanban on Large Projects
– Lots of requirements
– Large team sizes
– Long periods of time between releases
• Start with what you do now
• Tips:
– Hierarchical Requirements: Only track top two levels
on board (not Tasks)
– Identify Release Goal on right side of board so it’s
visible and provides focus
– May need additional Work Item Types
– To manage flow, break requirements down to small
similar sizes, like user stories or functional specs (.5 to 4
days)
• Track large requirements with one color, breakdown
requirements in another color
• Limit WIP at both large and small requirement level
•Case study or Examples of
Kanban
Kaizen

© 2004 Superfactory™. All Rights Reserved. 61

What is Kaizen?
• Kaizen (Ky’zen)
• “Kai” means “change”
• “zen” means “good (for the better)”
• Gradual, orderly, and continuous improvement
• Ongoing improvement involving everyone

© 2004 Superfactory™. All Rights Reserved. 62

History
• Modern Kaizen is based on the principles of the Toyota Production
System (TPS).
• TPS is a system used in repetitive manufacturing, but the philosophy
can be applied to all operations.

© 2004 Superfactory™. All Rights Reserved. 63

How to Kaizen
• Identify the customer
• Deming Cycle
• Plan – identify what to change and how to do it
• Current state
• Future state
• Implementation plan
• Do – execute the improvement
• Check – ensure the improvement works
• Act – future and ongoing improvements
• Repeat

© 2004 Superfactory™. All Rights Reserved. 64

Deming Cycle

© 2004 Superfactory™. All Rights Reserved. 65

Identify the Customer
• Value added is always determined from the customer’s perspective.
• Who is the customer?
• Every process should be focused on adding value to the customer.
• Anything that does not add value is waste.
• Some non-valued added activity is necessary waste (“NVA-R”)
• Regulatory
• Legal

© 2004 Superfactory™. All Rights Reserved. 66

Types of Waste
• Overproduction
• Excess inventory
• Defects
• Non-value added processing
• Waiting
• Underutilized people
• Excess motion
• Transportation

© 2004 Superfactory™. All Rights Reserved. 67

Identify the Current State
• Crucial first step in process improvement
• Deep understanding of the existing processes and dependencies
• Identify all the activities currently involved in developing a new
product
• Observe the process first hand
• Identify Value Added (VA), Non-Value Added Required (NVA-R), and
Non-Value Added (NVA)
• Generally creates more questions than answers

© 2004 Superfactory™. All Rights Reserved. 68

Identify the Current State

© 2004 Superfactory™. All Rights Reserved. 69

Identify VA, NVA-R, and NVA

© 2004 Superfactory™. All Rights Reserved. 70

Tools
•Flow Charts
•Cause and Effect Diagrams
•Check Sheets
•Histograms
•Pareto Charts
•Scatter Diagram
•Control Charts

© 2004 Superfactory™. All Rights Reserved. 71

Cause and Effect Diagram
(CED)
• Ishikawa or Fishbone diagram
• Relates causes to effects
• Benefits?
• Disadvantages?
• How?
• Start with effect and work back to possible causes
Brainstorm and Analyze
• Kaizen team brainstorming to develop new process
• Post improvement ideas on map or by category
• Workflow
• Technology
• People / Organization
• Procedures
• Develop detailed future state map
• New workflow
• Value Add and Non-Value Add
• Cycle times
• Identify Kaizen “bursts” (immediate radical change)
© 2004 Superfactory™. All Rights Reserved. 73
Develop the Future State

© 2004 Superfactory™. All Rights Reserved. 74

Implementation Plan
• Think global / systems optimization
• Maximum impact to process
• Speed of implementation – create small victories
• Cost-benefit analysis

© 2004 Superfactory™. All Rights Reserved. 75

Implementation Plan
• Will new skill sets be required, and how to achieve them?
• Is the current organization structure sufficient?
• Are there cultural issues?
• Is there potential for “push back”?
• Any implications for suppliers?
• Implications for customers?
• Implications for team members?
• Do current technologies support the new process? Are they available and cost
justifiable?
• Technology is an enabler, not a solution.
• Does the reward system support the new process?
© 2004 Superfactory™. All Rights Reserved. 76
Execute
• Develop a concise, achievable milestone plan
• Communicate the plan to everyone
• Suppliers
• Team members
• Customers
• Track activities in public
• Celebrate small victories and publicly analyze failures

© 2004 Superfactory™. All Rights Reserved. 77

Check and Sustain
• Meet regularly (weekly?) to review status of open implementation
items
• Re-evaluate Future State regularly (quarterly?) for additional
improvement
• Track results on a public Kaizen Board

© 2004 Superfactory™. All Rights Reserved. 78

Typical Results
• 40 – 60% reduction of lean time
• 10 – 15% productivity improvement
• 10 – 20% reduction in rework
• Improved communication between functions and departments
• Clearly defined customer needs throughout the value stream
• Improved customer satisfaction

© 2004 Superfactory™. All Rights Reserved. 79

Kaizen Blitz
• Total focus on a defined process to create radical improvement in a
short period of time
• Dramatic improvements in productivity, quality, delivery, lead-time,
set-up time, space utilization, work in process, workplace organization
• Typically five days (one week) long

© 2004 Superfactory™. All Rights Reserved. 80

Steps of Kaizen Implementation
• Day 1: Setting the scene
• Meet the team, training
• Day 2: Observe the current process
• Flowchart, identify waste, identify root causes
• Day 3: Develop the future state process
• Brainstorm and flowchart (typically the longest day!)
• Day 4: Implement the new process
• Plan, communicate, implement, modify
• Day 5: Report and analyze
• Performance vs expectations
© 2004 Superfactory™. All Rights Reserved. 81
Kaizen Blitz Rules
• Be open to change
• Stay positive
• Speak out if you disagree
• See waste as an opportunity
• No blame environment
• Treat others as you want to be treated
• Ask the silly questions, challenge the givens
• Creativity before capital
• Understand the data and principles
• Just do it!
© 2004 Superfactory™. All Rights Reserved. 82
•Case study or Examples of
Kaizen
What is 5S
principle?
Aren’t you frustrated in your
workplace?
Oh, this position
makes me tired ! I cannot remember
what/how to next…

Where is that
Why I am making
document ?
mistakes again and
I cannot find
again
it !

Why we cannot
Oh time is not enough communicate
to complete this work! properly?
 Are you
positive thinker or negative thinker?

8
6
Thinking negatively in inside box
and give-up?

8
7
Work together and do something
with big positive attitude?

8
8
 Even you are positive thinker,
you still need something to make your ideas
realistic
You need tools !

8
9
There are useful
tools

5S
approaches

9
0
 What is
5S ?
• 5S is a philosophy and a way of organizing
and managing the workspace and work
flow with the intent to improve efficiency
by eliminating waste, improving flow and
reducing process unreasonableness.

It is for improvement of
working environment
9
1
 What is
5S ?
• 5S activities are to create good
working environment through
reduction of
“Muri”, “Mura”, and “Muda”
• It help to have a basis of strong
management of workplace
• What is “Muri”, “Mura”, and “Muda”?
– Muri : overburden, unreasonableness or
absurdity
– Mura : unevenness or inconsistency,
primarily with physical matter and the
human spiritual condition
– Muda : activity which is wasteful or
Source: http://blog.5stoday.com/category/muri-mura-muda/
doesn’t add value
5S in
Japanese/English/Swahili
5S is literally five abbreviations of Japanese terms with 5
initials of S.
Japanese English Ki-Swahili
S-1 Seiri Sort Sasambua

S-2 Seiton Set Seti

S-3 Seiso Shine Safisha

S-4 Seiketsu Standardize Sanifisha

S-5 Sitsuke Sustain Shikilia

1
0
 Background on 5S
activities
• The word “5S(five S)” was
generalized in 1980’s in
manufacturing sector in Japan, as
Toyota Production System (TPS)
became famous in the sector and
“5S activities” were set as one of
the bases of TPS
• Service industry started to used
“5S” in 1990’s
What 5S can
do?

9
5
Team work improvement
through everyone’s
participation

9
6
Identify
Abnormalities

9
7
Identify wastes and reduce the
wastes

9
8
 The 7
wastes
Overproduction
Over processing
Inventory

Rework Waiting

Transportation Motion
17
Mr. Taiichi Ohno, Former President of Toyota
Improve
productivities
Improve
safety
 If no 5S
activities….

Hesitate what to
do Looking for
necessary items

Remember
what / how to Making
do mistake
Details of 5S
approach
5S: Sort-Set-Shine-Standardize-
Sustain

S1:
Sort

S5: S2:
Sustain Set

S4: S3:
Standardize Shine
 S1:
Sort
• Focuses on eliminating
unnecessary items from S1:
the workplace
• Categorize equipment, Sort
furniture, tool in S5: S2
:
Sustai
your working n Se
t
place into the
following 3
1. Necessary
categories
2. Unnecessary S4: S3:
Standardiz Shin
3. May not e e
• necessary
This step will also help
with the “just in case”
Back to main
 S1: Sorting activities
Equipment, material, tools files, furniture etc. can be
categorized based on the frequency of use!

Equipment,
materials May need it
tools etc. in your
work place

Items only used occasionally

are in this category

Not need it

Need it
Items not used in current work
process are in this category

Items often use are in this category

 Examples of
“Sorting”
• Place “Red tag” for categorization of
items to identify unnecessary items
• Move unnecessary items( broken tools,
obsolete jigs and fixtures, scrap and
excess raw material etc.) to central stored
area
• Free up valuable floor space (Space
utilization)
• Finding abnormality of equipment and
tools (Out of order, missing parts etc.)
25
2
6
 S2:
Set
• “Set” is based
on finding S1:
Sor
efficient and t

effective
necessarystorage
items
• of
Apply “Can see,
S5:
Sustai S2:Set
n
Can take out, and
Can return”
philosophy S4: S3:

• This will save time Standardiz

e
Shin
e

and energy to look

for something
27
Back to main
 S2: Setting activities
Think not only “beatification.
Need to consider workflow and
arrange items

• Needed items
• Items often use
(with current
work process)

Arrange them properly based on

Have consensus among Use 5S tools for proper
“Can see, Can take-out, Can
co-workers on where and Organization of items
return” Philosophy
how to organize necessary such as
items • Labeling
• Color coding
• Numbering
• Zoning
etc.
 Example of “Setting”
activities
• Labeling , numbering, zoning for
clear identification of storage
areas to keep necessary items
• Set necessary items matching
with workflow to minimize
unnecessary movement and
transportation time

2
9
 BASELINE ADMINISTRATION
PHOTOGRAPHS
AUGUST SEPTEMBER
2008 PROCESS 2008

Before MID. After

5S YEAR 5S
3
0
 S3:
Shine
• Cleaning up
S1
one’s workplace :
Sor
daily so that t

there is no dust S5:

Sustai
S2
:

on floors, n Se
t

machines or
equipment. S4:
S3:
• It will create Standardi
ze Shin
ownership and
build pride in the
e
workers Back to
3
1
 S3: Shining activities

• Clean floor, windows and walls.

• Clean and Maintain office
automation machines, medical
equipment and tools, office
furniture
• Develop and follow regular
cleaning and Maintenance
schedule
 Example of “Shining”
activities
• Daily sweeping and mopping of
floor, bathroom, corridor etc.
• Regular cleaning and
maintenance of equipment and
tools
• Periodical check for changes in
equipment and the service area
such as: leaks, vibration,
misalignment, breakage etc.
• IPC activities such as hand hygiene,
waste segregation are also part of 3
3
 S4:
Standardize
• Maintain an
• manner throughout the organization S1
environment where :
•
S1 Give opportunities
to S3 are to employees to take
Soractive part in the
development of
implemented in the these standards.
S5:
t
S2
:
same Sustai
n Se
t

S4: S3:
Shin
Standardi e
ze

3
Back to
5
 S4: Standardizing
activities
S1

S2

S3

Develop mechanism to standardize Standardization will leads equalization of activities

S1-S3 implementation for continuation = “Production leveling and smoothing”

Standardization is useful for;

• Easy implementation of S1 to S3 activities
• Equalization process output
• Everyone’s participation
 Example of “Standardize”
activities
• Work instructions, Standard
Operating Procedures (SOPs)
• Checklist development and regular
usage for SOPs
• Mechanism and format
development for ordering
supplies, reporting etc
• Color coding for waste segregation
• Standardized common symbols
3
7
3
8
 S5 :
Sustain
• Maintain S1-S4
through S1
:
discipline, Sor
t
empowerme
commitment S5: S2
and
nt :

• It focuses on Sustai Se
t

defining a n
new S4:
Standardi
S3:
Shin
mindset and ze e

a standard
in Back to
3
9
 S5: Sustainability
activities
People get bored if no changes.
Need to develop a mechanism to
make staff exited and motivated

Further
Improvement

Prevent
fallback

Improveme
nt

Measure improvement with proper

periodical monitoring
 Example of “Sustain”
activities
• Regular progress reporting
• Refresher training
• Periodical evaluation of 5S
activities with proper advices for
continuation and further
improvements
• Appreciation, recognition and
awarding on good 5S activities
• Reminder using 5S corner, new
letters, good practice sheet etc.
4
1
5S Conceptual
Framework

SORT

SUSTAI STANDARDIZE SET

N

SHINE
 5S is becoming popular
for seven solid
reasons
1. Visible results enhance the generation of
more and new ideas
2. The workplace gets cleaned up and
better organized
3. Hospital and office operations become
easier and safer
4. Results are visible to everyone -
insiders and outsiders
5. People are naturally disciplined
6. People take pride in their clean and
organized workplace
7. As a result the company’s good image
generates more better
 Target of
5S
Targets of Five-S include:

 Zero changeovers leading to product/

service diversification
 Zero defects leading to higher quality
 Zero waste leading to lower cost
 Zero delays leading to on time delivery
 Zero injuries promoting safety
 Zero breakdowns bringing
better maintenance
•Case study or Examples of
5’S
 Example of 5S
activities
Before 5S (2009) After 5S (2010)
Disorganized items in the store. Use labeling and organize items
Took long time to searching lead to minimize time for
items needed searching items, easy to control
stocks
 Example of 5S
activities
Before 5S
Disorganized cabinet in a
After 5S
ward at Usangi DH
 Using color coding for Visual control of ampules in a ward at MNH
Green means Yellow means giving warning on Red means giving warning on
“enough stock” “stock is getting less” “close to stock out and refill ”
4 M Analysis
• 4 M Analysis is a troubleshooting method of problem-solving and risk management. This type
of approach is very common in manufacturing and allows you to identify and classify the
causes of a problem that impact a specific theme: Material, Method, Machine, Man.
4 M - Man
• Skills/competencies

• Technology

• Resources

• Communication

• Cost effective

• Measurement system analysis (Monitor operator competencies)

4 M - Machine
• Setup/installation

• Supplier

• Design of the machine

• Approved machine

• Process cost, productivity, quality, process capability

• Statistical Process control (SPC) study

4 M - Material
• Material grade and make

• Metallographic properties

• Storage condition

• Material handling techniques

4 M - Method
• Assembly procedures
Fool proofing method
• Process sequencing
(Poka Yoke technique)
• Routing and planning

1.Elimination (“don’t do it anymore”) is to eliminate the possibility of error by redesigning the product or process so that the
task or part is no longer necessary.
2.Prevention (“make sure it can never be done wrong”) is to design and engineer the product or process so that it is impossible
to make a mistake at all.
3.Replacement (“use something better”) is to substitute a more reliable process to improve consistency.
4.Facilitation (“make tasks easier to perform”) is to employ techniques and to combine steps to make work easier to perform.
5.Detection (“notice what is going wrong and stop it”) is to identify an error before further processing occurs so that the user
can quickly correct the problem.
6.Mitigation (“don’t let the situation get too bad”) is to seek to minimize the effects of errors.
4 M - Approach

1. Video recording: method for recording the activities performed by operator to complete the
specific task.
• This step is performed to understand the time involved within each activities involved to complete a specific
job.
4 M - Approach
2. Assembly task analysis: method for analysing the first step of operations performed by
operator.

Classification of activities:
4 M - Approach

3. Identification of criticalities:
• Thresholds are set by experts

• Identification of activities exceeding the threshold time

4. 4 M Method application:
• Propose a structured map for “re-design” of product or “re-layout” of workstation.
4 M – Case study

Electric spindle motor

4 M Analysis
• Man (Skill, Technology, Organization, Resources)

• Do our associates have the skill (and the will) to do what is expected of them safely, consistently and
effectively?

• Machine (Equipment)

• Are our machines capable of safe and reliable output at the desired quality and rate? Do breakdowns,
defects or unplanned stoppages inhibit their ability to meet that goal?

• Method (Process, Schedule, Procedure)

• Do we have standard work methods in place which ensure and support consistent, safe production?

• Material (Information, Raw Materials, Consumables, Quality)

• Do they meet the required specifications – are there no defects and shortages? Is excess handling or
4 M Checklist
What is the 3M (Muda, Mura Muri)
Concept?
• These are essentially three Japanese words. Muda means
wastefulness, Mura means uneven and Muri stands for overburden.
• These are three types if enemies (so to speak) that were identified by
Toyota to make its production more efficient. Muda, Mura, Muri
concept implies countering waste, unevenness and overburdening, to
improve profitability and productivity.
History of Muda, Mura Muri

• Muda, Mura, Muri is a part of the Toyota Production System (TPS). It

is a socio-technical system which was developed by Toyota between
1948-1975. The system includes organizing logistics and
manufacturing to remove waste (Muda), inconsistency (Mura) and
overburden (Muri). The concept embodies what is best known as The
Toyota Way, which is the production system and managerial approach
of Toyota Motor Corporation. Muda, Mura, Muri is also called the
Toyota 3M model.
• Muda
This includes reducing waste and to create a process flow that can help
eliminate the seven types of waste. Reducing waste also helps in eliminating
waste through continuous improvement (Kaizen). The seven types of waste
include; overproduction, waiting time, unnecessary transport, motion,
defects, over or incorrect processing and extra inventory.
• Mura
Mura implies unevenness; inconsistency, irregularity or inequality. Mura used
in business/process improvement is countered through Just-In-Time systems.
This enables the company to keep little or no inventory to avoid waste. In
order to avoid Mura, there is a need to anticipate and cater for consumer
demand, with consistent processes that can be simple enough to cater for
demand and work in a regular flow.
• Muri
Muri means unreasonable, impossible or overburdening. By using
standardized work, Muri can be avoided. Standard process allows each
individual to know their work, it reduces costs and improves efficiency.
A good example of this is specialization and division of labour which
was introduced by Henry Ford in car manufacturing. As each assembly
line worker had a specific task, the production process was improved
and so was output. For production to work smoothly, each station has
to perform a standard task; since the next station is only equipped to
work in a standard manner to perform their part of the manufacturing
task.