LITTLE PRODUCTION SYSTEM
Standards and Visualization
Learn about the basics of standards and visualization in this article of our series “little production system”.
In this article we go into detail of standards and visualization
First things first - lets define our understanding of standards and visualization
Standardization and visual management is a management tool which serves to define and develop clear, binding process flows in the product creation chain and the entire organization of the company and to make them visible to all employees.
The targets:
A self-dynamic behavior of all employees involved in the processes with the aim of a permanent further development has been created
The immediate identification of deviations from standards and a direct control of success is ensured (target-performance comparison)
The processes and procedures are secured and further developed.
The productivity is increased
Continuous avoidance of waste is encouraged
The work processes are even and balanced
Flexible staff deployment is encouraged
Key elements for this are:
Visualization of:
Paths, parking spaces
Tools, operating resources
Relevant work steps for efficiency, quality, safety
Production flow and process sequence
Quantities and faults
Regular audits for continuous improvement
Standardized documentation:
Information areas in all areas
Visible, up-to-date data is used for goal-oriented improvements by teams
Uniform documentation
Connection between team goals / company goals
Levels of fulfillment according the standardization and visual mgt. - Procedures
Level 1
Floor and floor space markings, process visualization hardly existent, not up-to-date or not in use. The employees try to give "their best".
Level 2
Visualization (paths, places) according to a uniform standard. Specialists have developed methodical standards. The standards largely describe the what but not the how.
Level 3
Visualization of tools, equipment, etc. available. Standards are developed in the areas. Working steps for quality, safety and efficiency are clearly defined and recognizable everywhere.
Level 4
Production flow and process sequence are clearly visualized. All direct and indirect activities are subject to standards. No standard is older than 5 months. Corresponding qualification programs are continuously updated.
Level 5
Standards are available for all processes, clearly visualized and acted upon. Deviations can be detected immediately. Regular audits are carried out to check and improve.
Levels of fulfillment - Operating and Performance Data
Level 1
On-site information refers to points prescribed by law; hardly any operational information. No actualization, responsibility is not defined.
Level 2
Arbitrary, chaotic visualization on different levels. Selective representation of data, partly not updated. Little to no understanding of visualization.
Level 3
Visualization of performance data and partly of improvement activities. Visible correlation between measures at company and department level. Updating is carried out routinely. Information oriented to target groups. Current target/actual comparisons are visible. Visualized management systems (e.g. handling of errors, disturbances, deviations ...)
Level 4
Visualization of performance data and goals in 80% of all areas, up-to-date and adapted to individual requirements. Updating is standardized. Employees assume responsibility for the presentation and updating of certain information and data.
Level 5
In all areas there are information and planning centers. The visualization of current data supports goal-oriented planning and improvement activities. The company-wide standard formats are used. Information is personalized. The transparent factory.
5S of Organization
Learn about the basics of 5S. This article gives you a short overview of 5S, the systematic and some criteria to take an evaluation of your own organization.
5S and workplace organization. Everybody has an idea about it or at least heard once about it. We always try to keep it short so let’s start right away.
Definition
5S Workplace organization is a standardized approach to plan from scratch, maintain and improve ergonomic, standardized, clearly arranged and safe workstations and the surrounding. 5S workplace organization is the starting point and basis for the continuous improvement process (CIP) and the outcome as standards for the organization.
The targets:
The perception of waste and the resulting awareness of improvement possibilities is achieved
A fast development and implementation of improvement measures is guaranteed
Increase in productivity
Support quality targets
Key elements for this are:
Application of the 5S-modules
Ergonomics of the workstations
Compliance with occupational safety guidelines
Regular audits
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5S can be measured in 5 levels of fulfillment which we want to describe a little bit more in detail for the different areas where 5S applies.
Order and cleanliness at the work station
Level 1
Disorder, pollution. High search effort for Work equipment, material etc. Obstructed, not observable Tool cupboards/drawers. Soiled load carriers. Radios / Food at the workplace. Graffiti and pictures on the walls.
Level 2
Places for material and Work equipment defined, much still in the wrong place Place; the unnecessary is sorted out; employee has the responsibility for the cleanliness of his Workplace; Walls are clean, no pictures available.
Level 3
Everything is obvious, freely accessible and in a defined quantity on marked place. Necessary things are sorted, color-coded and sensibly arranged. Tools and devices are the workplace assigned.
Level 4
Product, process and information flow are consistent and clear for everyone recognizable. Employees maintain and improve the condition with simultaneous Reduction of the Effort.
Level 5
Everything is top condition
Order and cleanliness at the surrounding
Level 1
Soiled, untidy factory halls, hygiene rooms etc.; Soiled working clothes; Private utensils at the workplace; Soiled disposal areas, no waste separation
Level 2
Roads and footpaths are free, clean and can be used without hindrance; hygiene rooms are clean; employees use facilities for storing personal belongings; disposal areas are clean; no waste separation
Level 3
Driveways and footpaths, parking spaces etc. are marked and clearly visible. Waste is collected and disposed of separately.
Level 4
Employees wear uniform clean work clothing. Working areas are free from unused machines and equipment. Waste avoidance programs have been introduced and are lived out.
Level 5
Your plant is a showcase
Discipline and Standards
Level 1
No awareness of the need for cleaning. Desired discipline is not exemplified. No constant standard. Existing standards are partly not observed (e.g. smoking and eating at the workplace)
Level 2
Cleaning schedules are available, are only partially adhered to and not checked. Strong differences in individual areas. There is a clear management position on topics such as "smoking and eating at work".
Level 3
Standards include friction and test points for 5S. They are structured in a uniform manner throughout the factory. The existing standards are adhered to as far as possible. The initiative for maintenance is taken by managers and "key persons”.
Level 4
The employees are obviously proud of their workplace. Everyone adheres to the existing standards. Cleaning and testing activities are carried out routinely.
Level 5
All employees have internalized the 5S principles. 5S is a basic element of your corporate culture. The adherence to and improvement of standards is a matter of course - "everyone" is a role model.
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Safety and work safety
Level 1
Legally required notices; protective equipment in poor condition, partially overridden or bypassed.
Level 2
Legal requirements are fulfilled. Safety inspections by authorized representatives. Safety devices and equipment are described and clearly marked. Protective clothing is provided. Requirements are visualized.
Level 3
The requirements are known to everyone. Compliance with the standards is consistently demanded. Sources of danger are identified and eliminated. Regular audits of managers and specialists.
Level 4
Potential sources of danger are consistently eliminated. Offensive, target-oriented adjustment for safety. Handling of devices, tools ... is optimized. Environmental aspects (noise, air, light, temperature ...) are taken into account.
Level 5
There are safety standards for all workplaces. Accidents and “almost” accidents are systematically reported and analysed. Regular communication of accident statistics. Audits are carried out by staff-teams. Legal requirements are exceeded.
Safety and ergonomics
Level 1
No ergonomic workplace design available (lighting, lifting equipment)
Level 2
Employees are instructed in lifting and carrying loads.
Level 3
Ergonomic aspects are reflected in the workplace design.
Level 4
Job rotation avoids constant repetition of strenuous activities. Load lifting regulations are implemented across the board.
Level 5
All workplaces and processes are designed according to ergonomic criteria. Low-cost automation reduces heavy, dirty, stressful activities
Methods of Improvement
Level 1
Cleaning actions only on "special occasions”.
Level 2
Cleaning and clean-up operations are carried out at irregular intervals.
Level 3
Selective improvement activities instead of sustainable improvement.
Level 4
CIP is "lived" by all employees.
Level 5
Standards are goal-oriented, structured and consistently developed further. Teams of employees regularly carry out self-assessments.
As you can see the methodology of 5S can be implemented everywhere. And can only be considered as done if you can answer the following questions with yes:
Are all employees in the production, logistics and in administration educated about the goals and methods of the 5S?
Are the principles of 5S applied in everyday work and being further developed?
Is the continuance of 5S controlled within the framework of regular audits?
Is the 5S audit system is in place and regularly used by persons responsible for audits?
Is the cycle connected with problem solving methods and responsible persons actively observe the defined measures?
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