Lear Supplier Development 5S and Visual Management Implementation

1. Lear Supplier Development 5S and Visual Management Implementation

2. Introduction • Lear Supplier Development • Develop a relationship for flawless launch • My experience with 5S • Sourced Program Suppliers • New to Lear • 5S implementation at your facility • Familiarity with 5S

3. Why is 5S important to Lear? • Commitment within Lear’s own plants • Role out to supplier base • Another efficiency “tool” in the tool box • Open the lead to eliminating additional waste • Relatively easy to implement • Limited Lear resources • Commitment to developing “World Class” Suppliers

4. Overview of the 5S System • Abbreviated Japanese words • Seiri • Seiton • Seison • Seiketsu • Shituke • Philosophy or system that focuses on • Effectively organizing the work place • Standardizing work procedures • Eliminating waste

5. Poor Workplace Organization Means Waste • Unneeded inventory incurs extra inventory-related expenses • Extra manpower is needed to manage the growing inventory • Greater amounts of stocked items become obsolete due to design changes, limited shelf life, etc.

6. Poor Workplace Organization Means Waste • Quality defects result from unneeded in-process inventory and machine breakdowns • Unneeded equipment poses a daily obstacle to production activities • The presence of unneeded items makes designing factory/office layouts more difficult

7. Major Benefits of 5S • Tangible measurables • Case study examples • Reduces downtime • Improves efficiency and productivity • Improves delivery times and assists in reducing costs • Improves safety / Reduces accidents

8. Major Benefits of 5S • Intangible measurables • Enhances operational control of processes • Improves product quality • Creates a positive work environment • First impressions • Customers • Employees “You never get a second chance to create a first impression.”

9. First Impression: Plant Main Aisle

10. First Impression: Associate’s Workstation

11. Visual Management System • Create an environment in which anyone can walk into a workplace and visually know the current situation • Visually understand: • workplace organization • the work process • when there is an abnormality • ahead/behind/ on schedule • Without opening a book • Without opening a drawer • Without talking to anyone

12. Visual Management: Major Benefits • Controls inventory levels • Controls lot sizes • Reduces space by better organization / utilization • Reduces energy (manual or mechanical) • Promotes quality

13. 5S Workplace OrganizationThe Foundation of the Visual Workplace • Sort - Eliminate what is not needed • Straighten - A place for everything and everything in its place • Shine - Cleaning and looking for ways to keep it clean • Standardize - Maintain and monitor the first 3 S’s • Sustain- Stick to the rules

14. RED TAG Category 1. Raw material 6. Dies and jigs 2. In-process stock 7. Tools and supplies 3. Semi-finished goods 8. Measuring devices 4. Finished goods 9. Documents 5. Equipment 10. Other Item name and number Quantity Units $ Value Reason 1. Not needed 6. Other 2. Defective 3. Not needed soon 4. Scrap material 5. Use unknown Disposal by: Department/Business Unit/Product Center 1. Discard Disposal Disposal method: 2. Return complete 3. Move to red-tag storage site (signature ) 4. Move to separate storage site 5. Other Posting date: Disposal date: DIVIDE ITEMS INTO TWO CATEGORIES: NECESSARY UNNECESSARY RED TAG STRATEGY ATTACH TO ALL UNNECESSARY ITEMS SORT DISCARD UNNECESSARY ITEMS CATEGORIZE NECESSARY ITEMS: * RARELY USED * OCCASIONALLY USED * FREQUENTLY USED

15. IDENTIFICATION LINES DETERMINE LOCATION FOR NEEDED ITEMS 12HJF 12HJF 12HJF 12HJF 12HJF 12HJF POINT OF USE STORAGE VISUAL LOCATIONS PW2000 FIXTURES 2A4397 3A9674 CUTTER INSERTS 124GF 2HJF 12HJF 12HJF 12HJF 12HJF 12HJF 12HJF STRAIGHTEN 12HJF 2B4659

16. BUILD PRIDE IN WORK AREAS ELIMINATE DIRT SHINE SWEEP BUILD VALUE IN EQUIPMENT CLEANING AS A FORM OF INSPECTION CLEAN

17. NAME M T W T F S Su Ken Sonya Paul Ross Mell Cathy Jesse Roger Ken D. Douglas • PREVENTIVE: • SORTING • STRAIGHTENING • CLEANLINESS • ASK WHY ASSIGN “3S” RESPONSIBILITIES STANDARDIZE A State CHECK ON “3S” MAINTENANCE LEVEL INTEGRATE “3S” DUTIES INTO REGULAR WORK DUTIES 5 Minute 5S 5 Point Checklist 7:30 - 7:35 2 3 2 1 4 2.4 3 3 2 3 4 3.0 1. xxxxxxxxxx xxxxxxxxxxxxxx xxxxcx lsdfj sdlk dkdie ldslj sdlj f lsdflj sldkj f 2 x x xxxxxxxxxxxxxxxxx xxxx 3. xxx xx xxxx x x xxxx x xxxxxlsdf lsdkjei lsdkj sdlkj sdl ldf 4. xx xxxxxx x xxxx x xxxxxxxsdlfkj sdflkj sflkjsdflkj flk 5. xxxxx xxx x x xxx xxxx xxxxxsdf,j sdlfjk flsdf ljsd 1S organize 2S orderliness 3S cleanliness 4S standardize 5S discipline xxxxxxxxxxxxx xxx x x xxx x xx x xx x xxx x x xxxxx xxxx x x xxxx x xxxxxxxxxx xxxxxxxxxx xxxxxxx

18. MANAGERS COMMITTED TO 5S PROPER TRAINING “BUY-IN” FROM ALL WORKERS 5 S asdfsdfs sdf sdf dsfsdfsdfsfdsdfsdf SUSTAIN CORRECT PROCEDURES BECOME A HABIT

19. Displays history Gives people information management wants them to know Displays status Drives maintaining the status quo Can be interesting to look at Provides current, up to date information Gives people information they need to know to be successful Displays abnormalities to anyone clearly Drives improvement Can alert, prevent, and provide fail-safe processes Visual Controls vs. Visual Displays Visual Display Visual Control

20. Visual Controls Examples Operator Process Control (OPC) Board Examples

21. Implementation Key Points • Publicly announce the start of the program • Obtain top level support in the organization • Involve all levels of employees • Assign a champion(s) to lead 5S team • Not only quality

22. Implementation Key Points • Standardize formats, design and theme of visuals • Disseminate information on progress • Photograph or video tape current look • Include in current process • i.e., work order system, p.m. system