Introduction to 5S – Super Organiser
The 5 steps of 5S – Super Organiser are as explained below:
This process identifies the items that are required to perform work in the work areas. Clear (sort out) all other items from the work area. It has following benefits:
- Efficient use of work space
- Improved safety
- Improved productivity
- Improved utilization of materials, supplies, and resource
- More visible work flow
- Improved employee satisfaction
- Improved quality
Set In Order:
Aplace for everything & every person at its place. This supports in ease for retrieval. It has following benefits:
- Elimination of 7 wastes and ease effort needed to search for or retrieve tools and supplies.
- Easy identification of any missing tools
- Improved safety through an organized workplace
- Increased productivity
Proactive/preventive housekeeping to keep work areas, work surfaces, and equipment clean and free from dirt, debris, oil, etc. Benefits:
- Cleaner and more satisfying place to work
- Improved Quality standards
- Maintenance issues exposed faster (planned downtime vs. unplanned downtime)
- Improved safety (fewer accidents)
- Improved work culture
Do things in a consistent and standard way. Formulate standardize procedures for activities, instruction, schedules, checklist for helping keep the workplace clean and organized. Standardize work area layouts and storage techniques wherever possible. Visual Management implementation for ease of maintaining standardisation.
Integrate 5S principles into the organization’s objectives in order to sustain new standards and continually improve the workplace.
Time is a precious & scarce resource. Every person has 24 hours in a day, 365 days in a year. How effectively & efficiently, a person manage to use the limited time resource, differentiate s successful person from others.
We have too many jobs floating in our head. we try to hit one, other starts giving worry. The right way is to prepare a To-Do list. This will help in easy management of multiple jobs. There is a structured yet, simple way for time management tool.
Write all the task at hand.
Whether, I should do it? Leave non essential & non value added tasks.
Break all the larger tasks into smaller activities.
Group together activities, which can performed together.
Prioritize the activities with Johari window
Finish task as per priority assigned.
Benefits by To-Do list:
Carry out all necessary tasks.
Tackle the most important jobs first, and don’t waste time on trivial tasks.
Don’t get stressed by a large number of unimportant jobs
All jobs are written, thus no job is lost.
More job can be done in same time.
Effective Management, helps in relieving stress level.
you would also like to have a beautiful poster designed on time management in your office.
Case Study – Frequent maintenance in Stack Analyser (Banish MUDA)
This is a beautiful case study resembling positive approach of the team towards finding solution.
A stack analyser was having very high frequency of maintenance. Being mounted in stack of incineration plant, the probe was exposed to dust & acidic gases, which were the main cause of probe failure. Main Issues with the Analyser is:
- High Frequency of Cell and heater failure.
- Frequent chocking of cell assembly.
- High time required for cleaning and cell replacement.
- High cost of maintenance
The team took up the challenge to come out of the issue. The study done was a good example of usage of various reliability tools like RCA, Fishbone diagram, Brainstorming, etc. ,there is another angle to it, ie. Lean Management. The main objective of the study was to reduce the quantity of jobs performed on the analyser.
The team has recently gone through “7 Wastes-Mr. TIMWOOD “. They decided to identify the wastes in the activities on the analyser. All the activities were identified & written.
Each activity was studied and type wastes were identified.
Analysis of the identified waste is as under:
- Transportation of probe to the repair location: Can the probe be repaired at the installed location?
- Motion of the workmen for steaming, hammering & temporarily electrical connections: Why Steaming, Hammering is required? Why temporarily connections are required?
- Defect during leak checking: What is the procedure for ensuring correct assembly?
- Inventory: How to reduce inventory required supporting the frequent maintenance?
- Waiting: Why can’t the warm up done at location?
- Over Processing: Why calibration & response check is required two times?
The next step was to find answer to these questions. The maximum time was consumed by removal of Cell & seal assembly. RCA tool, Why Why analysis was used to drill down to accumulation of the acidic dust at the cell as the root cause. A ceramic diffuser was prepared with OEM, to put in place of mesh, which is more capable of filtering dust. This small change after value engineering has resulted in substantial improvement in terms of time, cost, inventory, maintenance frequency, reliability & availability of the instrument.
Cost of Modification: Rs. 25000
- Total time of job was reduced from 8.8 hours to 4.3 hours.
- No. of jobs reduced from 10/year to 4/year.
- Material cost reduced from Rs. 1.8 Lakh to Zero.
Experience of industries has been concentrated in different quality, Reliability & Lean tools. Correct knowledge & implementation of these tools is necessary for best results.
Case Study- Frequent maintenance in Stack Analyser (Lean Tools)
Sound crazy!!! Isn’t it.
Go through an amazing piece of case study of root cause analysis, how a Pontiac car owner surfaced an interesting issue which is hard to believe.
A complaint was received by the Pontiac Division of General Motors:
‘This is the second time I have written to you, and I don’t blame you for not answering me, because I sounded crazy, but it is a fact that we have a tradition in our family of Ice-Cream for dessert after dinner each night, but the kind of ice cream varies so, every night, after we’ve eaten, the whole family votes on which kind of ice cream we should have and I drive down to the store to get it. It’s also a fact that I recently purchased a new Pontiac and since then my trips to the store have created a problem….
You see, every time I buy a vanilla ice-cream, when I start back from the store my car won’t start. If I get any other kind of ice cream, the car starts just fine. I want you to know I’m serious about this question, no matter how silly it sounds “What is there about a Pontiac that makes it not start when I get vanilla ice cream, and easy to start whenever I get any other kind?” The Pontiac President was understandably sceptical about the letter, but sent an Engineer to check it out anyway.
The latter was surprised to be greeted by a successful, obviously well-educated man in a fine neighbourhood. He had arranged to meet the man just after dinner time, so the two hopped into the car and drove to the ice cream store. It was vanilla ice cream that night and, sure enough, after they came back to the car, it wouldn’t start.
The Engineer returned for three more nights. The first night, they got chocolate. The car started. The second night, he got strawberry. The car started. The third night he ordered vanilla. The car failed to start.
Now the engineer, being a logical man, refused to believe that this man’s car was allergic to vanilla ice cream. He arranged, therefore, to continue his visits for as long as it took to solve the problem. And toward this end he began to take notes: He jotted down all sorts of data: time of day, type of gas uses, time to drive back and forth etc.
In a short time, he had a clue: the man took less time to buy vanilla than any other flavor. Why? The answer was in the layout of the store. Vanilla, being the most popular flavor, was in a separate case at the front of the store for quick pick up. All the other flavors were kept in the back of the store at a different counter where it took considerably longer to check out the flavor.
Now, the question for the Engineer was why the car wouldn’t start when it took less time. Eureka – Time was now the problem – not the vanilla ice cream!!!! The engineer quickly came up with the answer: “vapor lock”.
It was happening every night; but the extra time taken to get the other flavors allowed the engine to cool down sufficiently to start. When the man got vanilla, the engine was still too hot for the vapor lock to dissipate.
The problems may sound crazy sometime. There is always a systematic approach for geting to the root cause. The engineer first off all, did believe that there is some technical reason behind the Pontiac getting stopped every time vanilla is bought. He collected every data. He tried to find pattern & found one. He then related the pattern with probable technical issue & reached root cause.
We in daily life, are facing such issues & had become use to it. Improvement start, if we do not accept these issues & work dedicatedly and systematically for digging out the root cause. After years of experience, numerous RCA (Root Cause Analysis) & reliability tools have been developed and are available openly.
We aim to provide expert solution for helping out our business partners for long term solution.
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