The Power of 5SMore Than Just Housekeeping

Matt Kramer, Corporate Continuous Improvement Director

Matalco, Inc.

Thursday, January 23rd, 2020

Meeting Agenda

• A Little Inspiration (From Some Wise Guys)

• Matalco – A Quick Overview of Aluminum Casting

• MPS – Matalco Production System Initial Focus

• Putting First Things First and Going for the WIN

• Perception is Reality…..or is it?

• The Golden Triangle and Fertile SOIL

• Breaking the 5S = Housekeeping Paradigm: A Few Case Studies

• Leveraging 5S To Improve a Process – Hands-on Activity

• Activity Wrap-up & Questions

Introduction

“I run 5K’s and I know things”

• Matt Kramer, Corporate Continuous Improvement Director – Matalco, Inc.

• In manufacturing for 20+ years – have made cars, cathode ray tubes, doors, and aluminum so far.

• Various roles in Continuous Improvement, Quality, Operations, Process Engineering, Engineering Management and CI Leadership.

• BSISE (Ohio State), MSE & MBA (Indiana Tech), CLSSMBB (Villanova)

• LBC Sensei, Purdue TAP – CSSBB, TQM – CLSSBB, ASQ - CMQ/OE, CQA, CQE, CQIA, CQPA, CQT, CSSYB, CSSGB, CSSBB, SafeStart Trainer

Sometimes Leading a CI Initiative Feels Like Trying to Sell Ice or Snow to an Eskimo…..

Some Inspiration To Get Started

“The journey of a thousand miles begins with one step.” – Lao Tzu

“Unless someone like you cares a whole awful lot, Nothing is going to get better. It's not.” - Theodor Seuss Geisel (Dr. Seuss)

“Nobody made a greater mistake than he who did nothing because he could do only a little” –Edmund Burke

“Continuous improvement is better than delayed perfection” – Mark Twain

“Without continual growth and progress, such words as improvement, achievement, and success have no meaning” - Benjamin Franklin

“Continuous Improvement is so hard due to the simplicity. We tend to overlook the power of the simple tools and the impact they can make, looking for the proverbial silver bullet to solve problems and drive improvement.” – Some Wise Guy (Matt Kramer)

Matalco – What We DoFrom Scrap to End Product

High Level Process - Scrap to Finished Goods

Some End Products

MPS – Matalco Production SystemThe Initial Focus

There Are Many Different Improvement Tools…..Some are Better Than Others.

What Tools Do You Use? Where Do I Start?

5S

In Case You Forgot…..

5S Text Book

5S for Operators – 5 PILLARS OF THE VISUAL WORKPLACE -Productivity Press

Matalco Production System & Al-CAST

Continuous Improvement Practitioner – Level 1

5S 8 WastesStandard

WorkProblem Solving

Putting First Things First – 50K Foot Level

It all boils down to:

• Making the right alloy every time (proper chemistry)• Making the right amount (adequate charge weights)• Making the right quality (surface defects, & proper length)• Properly homogenizing (proper heat, soak, & cooling)• Properly cutting, packaging, and labeling (properly identified)• Delivering on time (dates or date ranges)

Putting First Things First(W.I.N. – What’s Important Now?)

How do we execute on our core functions:

• In the safest way possible?• With the highest quality possible? • At the lowest cycle time possible? • At the lowest cost possible?• With the highest equipment uptime

possible? • With the highest OTD possible? • What else?

Perception is Reality…..Or is it?

Things Aren’t Always What They Seem…..

Sometimes It Is Not That Obvious

Let’s do an exercise…..

How Did I Miss That?

• Did you notice the changes occurring? Some? All?

• If not, you experienced what is known as perceptual or observational blindness.

• How could perceptual blindness hinder safety, continuous improvement, and problem solving processes?

• Does this type of thing happen on a regular basis?

Lean, The Golden Triangle, Fertile SOIL, And the Positive

Change EquationA Philosophical View of Continuous Improvement

Lean is more than what you visibly see….

Differentiates good and great companies.

What is Lean Manufacturing?

Material Flow

Information Flow

Material Flow

Information Flow

Material Flow

Information Flow

Lean

Lean

“Velocity” (Brevity)

“Visibility” (Clarity)

Continuous Improvement Roadmap

WE WILL START HERE, WITH 5S

5S

5S and The “Golden” Triangle – 3 Essential Components to Continuous Improvement

Standard Management

(Leadership & Metrics)

Visual Management

(Workplace Organization & 5S)

Standard Work(White & Green Sheets)

Root Cause Analysis – 3 Legged 5-Why

Therefore

1 Therefore

Process Specific

Why

Therefore

2Why

Therefore Therefore

Detection/Control Why

Therefore Therefore

Why Why

Therefore

Root CauseTherefore Therefore

Therefore

Why

Therefore

Why

1) Is/are the root cause(s) controllable and preventable?

2) If we correct or improve the root cause(s) will that ensure that the problem

will not reoccur.

3) Can the problem be turned on/off when the cause is reintroduced?

4) Is/are the identified root cause(s) applicable to more than one process or

area?

HELPFUL QUESTIONS: ARE YOU AT THE ROOT CAUSE?

Therefore

3Why

Systemic Why

Why

Root Cause

Root CauseTherefore

WhyTherefore

Why

Issue/Problem Description

4B 3-LEGGED 5-WHY ROOT CAUSE ANALYSIS & CORRECTIVE ACTION FORM

Back to

Main Page

Response Due Date:

4/2/2019

Customer Number:

Benteler

Tracking/8D Number:

1234-Bluffton

Process

Detection & Control

Systemic

Improvement Cycles – Standardize First

“It is not enough to do your best; you must know what to do, and then do your best.”

“If you can’t describe what you are doing as a process, you don’t know what you’re doing.”

– W. Edwards Deming

Variation Reduction

Eliminationof Waste

Committed & Involved Leadership

Employee Involvement

World Class (Profitability), What Does It Take?

Pc ≤ Psq + Per

Where:

• The Pain of Change (Pc) must be less than or equal to the Pain of the Status Quo (Psq) + the Pain of the Effort Required to Change (Per).

• Low Pc will yield positive change. • High Pc will yield no change and

the efforts will fail.

World Class

(Profit)

ASQ – The Monthly Quality Management Forum – October 2019Pg. 17, Coaches Corner : Deployment Strategies. J.R. McGee

Remember…..5S Is Everyone’s Job

Safety

Maintenance

Quality

Continuous Improvement

ProductionMaterials & Purchasing

op·por·tu·ni·ty/ˌäpərˈt(y)o͞onədē/

noun1.a set of circumstances that

makes it possible to do

something.

The Wedge

• Standardize and Sustain prevents setbacks in the first three pillars (Sort, Set in Order, Shine)

• They make implementing them a daily habit, and to make sure they are maintained in their fully implemented state.

5S Will Improve SafetyA Quick Case Study

Visual Factory at Cummins Diesel Engines

5S Will Reduce Downtime A Quick Case Study

Where’s My Sledge Hammer?

Approx. 150’

• 30 minutes to find the sledge hammer.• Hundreds of feet walked.• Eventually found the sledge hammer in

the first location.

5S Will Improve Quality and Production

A Quick Case Study

5S Impact on Cut Quality

The Power of Shine: A Practical Example• Weights were fluctuating and resulting in a high level of scrap and

drastically slowed the process down.

• The saw was shut down, equipment and sensors were thoroughly cleaned and the weight fluctuations were drastically reduced by 90%+!

Before Sensor Cleaning: 5% Rejects

After Sensor Cleaning: .5% Rejects (1/2 of a percent)

5S Will Improve Customer Experience & Service

A Quick Case Study

5S at Mission BBQ

A Practical 5S Exercise

Matalco Production System

Ground Rules and Safety

• Designate one builder, one timer, one documenter, one spokesperson

• Do not help or give guidance to the builder; OBSERVE!!!

• Time starts on “Go!”

• Time ends as soon as the builder says they are finished

• MUST USE TOOLS except for the one item where excused

Safety

• PPE - Builders must wear safety glasses

• Do not use fingers to tighten fasteners!

Round 1 - Part to Build

Observations

• How long did it take to build your part?

• How was your quality?

• What issues did you have or observe?

• What is one thing that could make the process better?

Sort

• Identify required tools• 5/8 Wrench• 9/16 Wrench• 3/16 Allen Wrench• Flat Head Screwdriver• Phillips Screwdriver

• Identify required hardware• 5/8” Square Nut• 9/16” Bolt• 3/16” Allen Bolt• Small Pan Head Screw• Phillips Screw

• Red-tag unnecessary items

Sort

Before Sort After Sort

Round 2 - Part to Build

Observations

• How long did it take to build your part?

• How was your quality?

• What issues did you have or observe?

• What is one thing that could make the process better?

Set In Order

• Identify a better location for the tools

• Organize the tools if it makes sense to do so

• Identify a better location for hardware

• Organize the hardware if it makes sense to do so

Set In Order

Before Set in Order

After Set in Order

Round 3 - Part to Build

Observations

• How long did it take to build your part?

• How was your quality?

• What issues did you have or observe?

• What is one thing that could make the process better?

Shine

• Make sure work area is clean and tidy

• Ensure tools are in the correct location• Shadow Board – tool used to define a location for required tools. Gives quick

visual if a tool is missing or out of place, or if an extra tool is in the area.

• Ensure hardware is in the correct location• Dedicated parts bins located in an easy to reach location and set up in an

order based on the process

• Shine is more than just cleaning, it can help identify failures, improve safety, and increase productivity

Shine – Create a Shadow Board

Empty Shadow Board Full Shadow Board

***Make Shadow Board in same order as pictures above

Shine – New Workstation Layout

Standardize

• We now have a standardized workstation layout, but what else?

• Have you been trained on building the part?

• How do you know how to do the work?

• Is each group doing the same work the same way?• Standard Work, Work Instructions, Standard Operating Procedures

• Helps ensure the defined best and most efficient known way to do the work is followed every time. These are living documents and can be changed if a better way is found.

• Train to the work instruction!

Round 4 - Part to Build

Observations

• How long did it take to build your part?

• How was your quality?

• What issues did you have or observe?

• What is one thing that could make the process better?

Sustain

• The work isn’t over once the work is standardized…

• How do you make sure that the first 4 S’s are being utilized?

• Audits• Gives a high level picture of the state of work areas

• Help ensure that the processes defined are being followed, the work station conditions are meeting defined expectations

• Make a commitment to follow and maintain the defined procedures

Activity Results:How Did We Do?

Matalco Production System

Scorecard Review & Questions

• Did we see process improvements?

• What else could we do to improve the process?

• What suggestions do you have to improve this activity and incorporate in more topics?

• Additional Questions?

Contact: mkramer@alexinllc.com, (260) 273-6342