Resource Management & 5S

Resource ManagementHi Tim, I hope you can travel to the Philippines April 15 to speak in the management training. You can prepare a two-three hour presentation on resource management. You can talk about the application of 5S in school setting, recycling and inventing in schools may also be included in the presentation. There are two events in the Phil that I will be hosting Apr 16-18 and Apr 25-26. You can take KL- CLark via Air asia. I'm near Clark. I can meet you there. Ng Khar Thoe and Dr. Chong are now here in the Phil. Target participants are school heads and teachers. Your plan to application of 5s in schools synergies recycling and innovation is appropriate. I expect around 500 (or more) each session. I pay my foreign consultants 1000us$. I shoulder travel expenses including plane tickets and hotel. I hope this will be ok with you..

Resource Management Managing all of a school's resources represents a considerable challenge. Demanding business acumen,(ability to make good judgments and quick decisions) financial awareness, planning ability, IT knowledge and excellent management skills. Scope:Overview of Lean Principals in a World Class Environment.5S as a Lean foundation used in Resource management.Application of 5S in a school setting- in exposing, identifying and elimination of Waste.Recycling in school setting using 5S methodology.

What is Resource Management? Resource Management is the efficient and effective deployment of an organization's resources in the most efficient way possible , maximizing the utilization of available resources to achieve organization goals. Such resources may includetangibleresources such asInformation Technology(IT)Facilities Financial resourcesIdeas..Equipment It can also includeideas, making sure that people are assigned to task that will add value and not have too muchunder utilization. These include FunctionalNon FunctionalTangible ResourcesLabor (Human Resource)

Resource Management within Schools Benchmark in a World Class requirement. A Lean approach to Resource Management development support 5S as a Foundation of Lean 5S as a means of exposing, identifying and elimination of Waste focusing in a school setting. Application of 5S in School setting

National Standards put forward by the Teacher Training Agency emphasizes the importance of good resource management within schools.

OutlineContinoues ImprovementWorld Class requirements - Creating value for customers -

Vision Statement , why? eg: To be the center of excellence, renown internationally for Educational Innovations exceeding expectations of National Standards put forward by the Teacher Training Agency

Successful schoolshave a clear sense of direction through Vision Statement. shared sense of direction derived through avisioning process involving all members of the school.Once affirmed, it needs to be able to be articulated by all.-when achieved everyone can then align their efforts behind thevisionand by a process of self-reference and professional development the school will reach.Translation into reality-by means of aTeaching Frameworkor belief system.

The question now isWhat is Lean Principles?

Lean is the revolutionary super-efficient production system pioneered by Toyota. The core focus of"Lean" is to vigorously eliminate Wastes. Lean Principles is a methodology, modeled from a Toyota manufacturing strategy that eliminates waste to reduce cost, improve qualityand delivery performance.

Lean PrinciplesContinuous Improvement without adding: Cost

Lean Principles is a methodology, modeled from a Lean manufacturing strategy that eliminates waste.Lean is NOT people working harder to produce more.Lean Methodology results in greater profit by reducing costs.Cost

Waste is anything other than the minimum resources required to add value. Value-Added Activities....transform raw materials and information into products or service.

Is it something the Customer is willing to pay for

without changing the form, fit or function.Non-Value-Added Activities are WASTE!!Activities that consume resources, but dont directly contribute to the product.

Cost Reduction by identifying, then eliminating WasteLean: The Relentless Elimination of Waste

Lean Organization focus on:

Layout (distance) Long setup time Departmental Structure

Poor maintenance practices Poorly documented work methods Lack of adherence to established work methods Historic supervisory roles Irrelevant performance measures Complex production planning and scheduling systems Lack of workplace organization Poor Supplier quality/reliability Lack of cross training

More.

Causes of Waste

What value is Added by:SortingCountingRed-LiningMovingExpeditingInspectingMeasuring/CheckingRepackagingScrapStorageInvoicesLoading / UnloadingPaperworkWalkingRework/RepairSandingNon-valued Added Activities

Teaching, coaching, disseminating right informationInspection, checking, follow up,reminding, proof reading, supervising ,recoachingOperations called out but no longer needed or options. (paint options or tires)Recounting, searching, long set-ups, additional inspection steps, additional paperwork Value AddedNecessaryValue AddedNot NecessaryNon Value AddedNecessaryNon Value AddedNot Necessary Value Added Necessary vs Unnecessary

Typical OrganizationTraditional ImprovementKaizen Waste ReductionOriginal Lead TimeMajor ImprovementTimeNVANVANVAVAVAVAMinor ImprovementTraditional Improvement vs Lean

YESTERDAYWhen we add value we also add costs. $$$$$$$$$$$$$$$$

Todays Approach to Cost Reduction

The challenge

Requires a new way of thinking.Training in new methods. Leadership and commitment at all levels.

Implementation Just do it! Need to do more than talk. We learn by doing. Improvements dont have to be expensive. Meeting the Challenge

5S, the foundation for Lean System

Characteristics of World ClassCustomer-Value FocusedCost + Profit = PricePrice Profit = Target CostPeople Based SystemRadical Change KaikakuKaizen WorkshopsDaily Improvements Standard Work5S , foundation for Lean System- Visual Management

Lean System Lean Manufacturing System is the revolutionary super-efficient production system pioneered by Toyota Motor Company. The core focus of"Lean" is to vigorously eliminate Wastes.

Kaizen MethodologyRelentless removal of Waste

5S Definition5S is a method for organizing a workplace, especially a shared workplace (like a common floor or an office space), and keeping it organized. Its sometimes referred to as a housekeeping methodology, however this characterization can be misleading, as workplace organization goes beyond housekeeping.

5SSIMPLE HOUSEKEEPINGOutlines: 5S as a Foundation of Lean 5S Definition Seiri - Sort Seiton Simplify Seiso Sweep Seiketsu Standardise Shitsuke Self disciplineBenefits of 5S as a Visual tool for continuous improvement

5S Definition5S Represents 5 Japanese terminologies Seiri, Seiton, Seiso, Seiketsu & Shitsuke

5S is a philosophy and a way of organizing and managing the workplace towards an organized, clean, high-performance environment with the intent to improve efficiency by eliminatingwaste.

Benefits of a 5S Environment?

It gives Ability to understand the status of a area in 5 minutes or less by simple observation without use of computers or speaking to anyone. 5S 1st Seiri- Sort (Organize) 2nd Seiton- Simplify (Visibility) 3rd Seiso- Sweep (Cleanliness) 4th Seiketsu- Standardize (Adherence) 5th Shitsuke- Self-discipline (Sustain)

3rd Class Workplace Necessary & Unnecessary items are mixed together in the same workplace

2nd Class Workplace Necessary & Unnecessary items had been seperated within identified work area (including inventory)

1st Class Workplace Only Necessary supplies, tools and items are stored in the Work Environment.

Lets take a quick look Where are we today

Why do 5SWhat are the 5S ? (Activity) 1st S2nd S 3rd S4th S5th S 5S are 5 necessary disciplines for maintaining a visual workplace.

Benefits of 5S 5S makes workplace more pleasant5S helps in work efficiency5S and safety go hand-in-hand

5S leads to better quality environment and higher productivity

1st Seiri (Sort)To take out unnecessary items either sort , red tag or dispose them Necessary:Used for daily workUsed periodicallyI am the sourceUnnecessary:UnsafeDefectiveObselete or outdatedUnusedExtra or duplicate

1st Seiri (Sort)

5S Red Tag5S Red Tags are used to keep the process of change going throughout the 5S program while remaining organized in the process. These 5S Red Tags are used for visual management of a workspace, clearly marking items that need to be moved creating workplace organization. Red Tag Sample

2nd Seiton (Simplify) To arrange necessary items in a proper order so that they can be easily picked up for useConsider: Visual aids are encouraged in order to help understanding and minimize complexity. Labeling locations where necessary items are kept when not in use, especially moveable items. Labeling drawers and notebooks to identify their contents.

2nd Seiton (Simplify)Label & shadow board5S Map to decide location"Anyone should be able to easily understand proper arrangement and abnormalities."

3rd Seiso (Sweep)To clean your workplace completely so that there is no dust anywhere

3rd Seiso (Sweep)Tools:5s Assignment Map5s schedule

4th Seiketsu (Standardise)To maintain a high standard of housekeeping and workplace organization at all times Visual checks to maintain the process

S5th Shitsuke (Self Discipline)To train people to follow good housekeeping discipline independently

Why is 5's necessary and practiced in a World Class Facility?

Standards so management can evaluate performanceNecessary to enforce disciplineStandards for diagnosis, self-evaluation, a necessity to enforce discipline Buy in" With buy-in, discipline isnt necessary

10 Ways to Kill 5's

1. Make sure you drive transition from the bottom up 2. Assume 5's will take place itself without training and energy 3. Try to accomplish 5'S all at once 4. Try to accomplish 5'S implementation all by yourself 5. Wait until after you begin your 5'S training to establish metrics and measurement techniques 6. Look for magic bullet solution 7. Allow existing methodologies to be viewed as stand-alone 8. Assume that all leaders will understand and lead the transformation 9. Relegate responsibility for 5'S implementation to staff function 10.Study every 5'S issues exhaustively until you have the right solution. Let us do it together as a Team. Team- Together Everyone Achieves More!

Phase 1: Planning and preparationSTEP 1: Select areaSTEP 2: Identify problemsEliminate wasteEliminate bottleneckImplement 5sImplement Cell Design, Line Balancing or KanbanSTEP 3: Select leaderSTEP 4: Select TeamTrain the teamSTEP 5: Walk and document the processSTEP 6: Prepare the area Advanced production Required material, equipment & Support people

Resource Leveling (Haibun)

Must NotMustGo to theShop FloorThink of atleast 7 ways to do better Kaizen yourStandard WorkHave a visionObserve the process Find the WasteProvide the right toolsSet goalsCommunicate directionHide in the officeCreate smoke screensGrovelBe cluelessThrow fitsGive upBlame the workerBlame the MeasureTamper with the MeasureCover upStress outThrow People at Problems FlexMusclesShow BoatEmpower the TeamCelebrate SuccessLead by ExampleIntimidateQuality of a GOOD Leader

BEFORE KAIZENSelect the team membersGather information necessary for the event Event objectives Layout, flow charts, process sheet Cycle time vs takt time charts TargetPrepare the area for the eventMaterials, Equipment & Support people

DURING KAIZEN EVENTKeep update on what everyone is doingChart takt time and cycles time during time studiesCoordinate for final presentation

AFTER KAIZENCompile hard copyComplete follow up checklist (Kaizen Newspaper)

Team leader checklist

Team membersTeam work and support KaizenTrain the team on Lean methodologies 5s, quick changeover, mistake-proofing, cell design and kanban.Arguments that need to be addressedGood on paper BUT.We understand better than anybody..That lousy ideas, we already tried! Everything is going just fine. Why change?Kaizen wont do any good!We can not lower without lowering qualityIt sound good but we still do not want to do it

Following Slides will discuss full Implementation of 5S.

How to champion a 5S Kaizen

Step1,Training: What is 5S, and why do we want to do it? Step2, Define target:Define the schedule for performing the 5S project.

Step3, Implementation:Hold meeting prior to each days activities to planand schedule what will be done (daily).Take pictures: "Before" 5S on a day before KaizenUse appropriate Check list to documents results.Conduct wrap-up meeting to review what was accomplished (daily). Review and document results (at conclusion of 5S project) Celebrate conclusion of 5-s effort and results!

5S LEVEL

by Level

StatusDate

Level 1SortingNecessary and unnecessary items are mixed together in the work area

SimplifyingTools, supplies and materials are randomly located

Sweepingfactory or office equipment is in poor repair. The work area is disorganized, unsafe and inefficient

StandardizingWork area and processes are not documented and work is completed as individuals not teams

Self-Disciplineminimal attention is spent on the work environment in organization, cleanliness and neatness. There is no 5S awareness

Level 2SortingNecessary and unnecessary items have been separated within the identified work area (including excess inventory)

SimplifyingA designated location has been established and agreed to for items found necessary from sorting

SweepingPhysical and visual sweeping is being implemented to maintain and improve work area organization, cleanliness and neatness

StandardizingSorting, simplifying, and sweeping documentation has begun and is readily available and visible to area users

Self-DisciplineArea users understand the basic 5S principles and are attempting to follow and implement 5S. Teamwork has begun.

Level 3SortingOnly necessary supplies, tools and equipments are stored in the work environment

SimplifyingVisual controls are in place to keep the necessary organized. Work processes are being simplified for competently skilled employees

SweepingWork/break areas are physically and visually cleaned and inspected on a regular basis to ensure area safety, equipment functionality, supplies and work place organization is in a ready to use state

StandardizingThe work environment is standardized to an organizational level. Sorting, simplifying and sweeping activities have been documented and are visual and easily understood. Work processes are discussed, standard work is being implemented and improved upon.

Self-DisciplineAll 5S agreements and practices are part of daily management. Area users clearly keep the work environment neat & organized. Teamwork is evident.

Level 4SortingA dependable, documented method has been established to maintain the work area free of unnecessary items and stocked with what is necessary. Shop environments have established Lean Manufacturing Technology.

SimplifyingA dependable, documented method has been established to maintain a visual control of all necessary items and processes

SweepingA dependable, documented method has been established for area users to follow, fix and review work, tools, equipment and the environment.

StandardizingWork processes and work environments have been documented for peak efficiency. Improvements are shared with others as they occur.

Self-DisciplineThe area users understand and follow all 5S documentation. The team is striving to improve the work environment and processes.

Level 5SortingEmployees continually review the work environment to seek and improve what is necessary or unnecessary

SimplifyingEmployees continually review the work environment to seek and improve visual understanding and simplifying of processes

SweepingEmployees continually review the work environment to seek and improve ways to prevent cleaning and maintenance

StandardizingEmployees continually review the work environment to seek and improve workplace organization and standard work processes

Self-DisciplineAll 5S practices are followed by 100% of area users. All area users understand and continually seek to update and improve upon all 5S activities. Teaming is an inherent part of the work culture.

By S

StatusDate

Level 1SortingNecessary and unnecessary items are mixed together in the work area

Level 2SortingNecessary and unnecessary items have been separated within the identified work area (including excess inventory)

Level 3SortingOnly necessary supplies, tools and equipments are stored in the work environment

Level 4SortingA dependable, documented method has been established to maintain the work area free of unnecessary items and stocked with what is necessary. Shop environments have established Lean Manufacturing Technology.

Level 5SortingEmployees continually review the work environment to seek and improve what is necessary or unnecessary

Level 1SimplifyingTools, supplies and materials are randomly located

Level 2SimplifyingA designated location has been established and agreed to for items found necessary from sorting

Level 3SimplifyingVisual controls are in place to keep the necessary organized. Work processes are being simplified for competently skilled employees

Level 4SimplifyingA dependable, documented method has been established to maintain a visual control of all necessary items and processes

Level 5SimplifyingEmployees continually review the work environment to seek and improve visual understanding and simplifying of processes

Level 1Sweepingfactory or office equipment is in poor repair. The work area is disorganized, unsafe and inefficient

Level 2SweepingPhysical and visual sweeping is being implemented to maintain and improve work area organization, cleanliness and neatness

Level 3SweepingWork/break areas are physically and visually cleaned and inspected on a regular basis to ensure area safety, equipment functionality, supplies and work place organization is in a ready to use state

Level 4SweepingA dependable, documented method has been established for area users to follow, fix and review work, tools, equipment and the environment.

Level 5SweepingEmployees continually review the work environment to seek and improve ways to prevent cleaning and maintenance

Level 1StandardizingWork area and processes are not documented and work is completed as individuals not teams

Level 2StandardizingSorting, simplifying, and sweeping documentation has begun and is readily available and visible to area users

Level 3StandardizingThe work environment is standardized to an organizational level. Sorting, simplifying and sweeping activities have been documented and are visual and easily understood. Work processes are discussed, standard work is being implemented and improved upon.

Level 4StandardizingWork processes and work environments have been documented for peak efficiency. Improvements are shared with others as they occur.

Level 5StandardizingEmployees continually review the work environment to seek and improve workplace organization and standard work processes

Level 1Self-Disciplineminimal attention is spent on the work environment in organization, cleanliness and neatness. There is no 5S awareness

Level 2Self-DisciplineArea users understand the basic 5S principles and are attempting to follow and implement 5S. Teamwork has begun.

Level 3Self-DisciplineAll 5S agreements and practices are part of daily management. Area users clearly keep the work environment neat & organized. Teamwork is evident.

Level 4Self-DisciplineThe area users understand and follow all 5S documentation. The team is striving to improve the work environment and processes.

Level 5Self-DisciplineAll 5S practices are followed by 100% of area users. All area users understand and continually seek to update and improve upon all 5S activities. Teaming is an inherent part of the work culture.

Sheet3

5S Sample Clean Up Checklist

by Level

StatusDate

Level 1SortingNecessary and unnecessary items are mixed together in the work area

SimplifyingTools, supplies and materials are randomly located

Sweepingfactory or office equipment is in poor repair. The work area is disorganized, unsafe and inefficient

StandardizingWork area and processes are not documented and work is completed as individuals not teams

Self-Disciplineminimal attention is spent on the work environment in organization, cleanliness and neatness. There is no 5S awareness

Level 2SortingNecessary and unnecessary items have been separated within the identified work area (including excess inventory)

SimplifyingA designated location has been established and agreed to for items found necessary from sorting

SweepingPhysical and visual sweeping is being implemented to maintain and improve work area organization, cleanliness and neatness

StandardizingSorting, simplifying, and sweeping documentation has begun and is readily available and visible to area users

Self-DisciplineArea users understand the basic 5S principles and are attempting to follow and implement 5S. Teamwork has begun.

Level 3SortingOnly necessary supplies, tools and equipments are stored in the work environment

SimplifyingVisual controls are in place to keep the necessary organized. Work processes are being simplified for competently skilled employees

SweepingWork/break areas are physically and visually cleaned and inspected on a regular basis to ensure area safety, equipment functionality, supplies and work place organization is in a ready to use state

StandardizingThe work environment is standardized to an organizational level. Sorting, simplifying and sweeping activities have been documented and are visual and easily understood. Work processes are discussed, standard work is being implemented and improved upon.

Self-DisciplineAll 5S agreements and practices are part of daily management. Area users clearly keep the work environment neat & organized. Teamwork is evident.

Level 4SortingA dependable, documented method has been established to maintain the work area free of unnecessary items and stocked with what is necessary. Shop environments have established Lean Manufacturing Technology.

SimplifyingA dependable, documented method has been established to maintain a visual control of all necessary items and processes

SweepingA dependable, documented method has been established for area users to follow, fix and review work, tools, equipment and the environment.

StandardizingWork processes and work environments have been documented for peak efficiency. Improvements are shared with others as they occur.

Self-DisciplineThe area users understand and follow all 5S documentation. The team is striving to improve the work environment and processes.

Level 5SortingEmployees continually review the work environment to seek and improve what is necessary or unnecessary

SimplifyingEmployees continually review the work environment to seek and improve visual understanding and simplifying of processes

SweepingEmployees continually review the work environment to seek and improve ways to prevent cleaning and maintenance

StandardizingEmployees continually review the work environment to seek and improve workplace organization and standard work processes

Self-DisciplineAll 5S practices are followed by 100% of area users. All area users understand and continually seek to update and improve upon all 5S activities. Teaming is an inherent part of the work culture.

Sheet1

5S - 5-Point "Cleaned-Up Checklist"

Area:Page of

Date:Entered by:

NoProcess and CheckpointSortSimplifySweepTotalPrevious Total% (+ / - )

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Rev 1.0 - Nov, 2002

AC ctrl room

5S - 5-Point "Cleaned-Up Checklist"

Area: Autoclave control roomPage of

Date: 10 December 2002Entered by: Mohd Hazli

NoProcess and CheckpointSortSimplifySweepTotalPrevious Total% (+ / - )

1Computer table13132666.67%

2Steel cabinet and locker1321580.00%

3Working table for TC wire131366.67%

4Control room floor131366.67%

5Overall arrangement1313133966.67%

6Safety protection gear121250.00%

7Documents121250.00%

8Information board12122450.00%

Rev 1.0 - Nov, 2002

MBD00087BBF.doc

MBD00210165.doc

What is Kaizen?KAIZEN = CONTINOUS IMPROVEMENTIMPROVEMENT WITHOUT ENDINGIn JapaneseKAIChangeZENGoodKAI ZEN = Change for betterThe small, gradual, incremental changes applied over a long period can be add up for a major impact on business in the future.

Question to ponder Question. Why do a lot of schools use a system of ringing bells to stop or start. Is it to ensure order? Or is it to prepare the children for a profession which requires clocking in and out? Is it, in actuality, an acclimatization tool? Was its original purpose to provide them with a means of knowing when to be somewhere when watches were a thing for the middle-classes and affluent adults? Surely we need change to move with the times by looking at the building blocks of the system and addressing each one analytically. We are not suggesting that there is a need for a change to complete removal of systems. We believe that children need structure in order to learn. We need to change for the better to adapt to meeting current demanding needs at the same time not compromising the future to meet their needs.

KAIZEN at School Schools are inundated by initiative after initiative in education, each seemingly polarized and disconnected- yet expected to somehow marry a system designed for industrial revolution in a digital renaissance.

Change, when it occurs, needs to be managed.Teachers, are products of a previous education system, mostly before the Digital Revolution was introduced. We need to think of how we prepare our children to become lifelong learners in these fast pave technological change era. Change needs to happen continually in small evolutionary steps. Surely, too, there is need for it in education.

By implementing the Kaizen philosophy we can attempt to bridge the educational dichotomy and link the importance of structure with the need for creativity.

Why Kaizen?To continuously eliminate waste without removing the value added activities in the processMUDADefectsOver ProductionInventory

How to KaizenGradual, unending improvement, doing little things better every day, setting and achieving ever higher standardsFocus on doing

The spirit of KaizenThrow all your concrete head10 peoples ideas is better than 1Kaizen with LESS COST or NO COSTThink how it would work NOT wontDont seek for perfectionCorrect the mistake the moment you foundImprovement has NO limitsDont accept excusesAsk WHY 5 timesProblem gives your brain a chance to work

Recycling Kaizen using 5S Start recycling

Get the whole school involved

Keep it going

Activity lesson plans

1.Start Recycling Recycling at school is an easy step you can take to help the environment in three main ways: Reuse and Recycle- Less waste in landfill sites Turning waste into new products! Less rubbish- fewer landfill sites, free up more land.Save energy and raw materials Recycling uses less energy than making items from scratch, eg- aluminum can saves 95% energy needed to make new.Help tackle climate change Reducing Carbon dioxide is released into the atmosphere -cuts amounts of methane, a greenhouse gas given off by biodegradable materials as they rot under pressure

How much does your school waste?

Waste Audit to determine - where certain types of waste are produced -enable you to position your recycling points effectively. - its not just classrooms, all indoor/outdoor areas e.g.,-,- to ensure the scheme is most effective.How much waste does your school produce? - hard to visualize how much and the sources of it. The average secondary- 22kg/pupil each academic year. Primary schools higher - at 45kg/pupil. What types of waste are produced? - by weight just two categories: Paper and card Food waste Knowing how much of each material your school produces will help you to prioritize -which materials to recycle -what size bins your school will need.Information gain from the waste audit will help you work out which recycling collection most effective for your school.

1st Seiri- Sort (Organize) to find out how much waste is produced

Get your recycling collected

Local council - about recycling services for schools in your area. Many local authorities offer their own recycling services to schools.Find out what your local authority offers.Those that dont recycling services should be able to put you in touch with organizationswho willcollect recycling from schools in your area.Further recycling services Some local organizations offer recycling services collection, such as printer cartridge, old mobile phone or aluminum can recycling. These may offer money saving opportunities or even generate a small income. Things to consider Access restrictions in terms of timings and access to your school site? Frequency ? recycling collection Storage ? where to store materials for recycling Health and safety issues with your schools health and safety representative. Budget considerations Recycling service cost? offset against savings in Waste Collection? 2nd Seiton- Simplify (Visibility)

Set up recycling points once you have sufficient information on when, where and how Waste can be collected. Bin locations - as close to the source of waste as possible e.g. a paper recycling bin next to photo copier/printer. -Recycling points and rubbish bins side by side.Types of recycling points -use the data from yourwaste auditto help you decide what type, size and quantity of recycling bins to suit best. Consider who will empty materials internally into external facilities, how they will do it, what equipment they will need and how often it will be done.Labeling recycling points -label recycling points clearly, so that everyone knows where they are and what should go in them. You can use the easily recognisable Recycle materialsto support your schools recycling scheme, including awareness posters and recycling point signage. Visit other schoolsto see examples of how they manage their recycling systems. To make recycling as easy as possible: How to set your Recycling bins

2nd Seiton- Simplify (Visibility)

2Get the Whole school involved Involve everyone to contribute to make recycling a success. -For success implementation, Involve pupils and staff across your school in setting up and running your recycling scheme. - If the school community has ownership of various tasks and responsibilities, participation is likely to be higher and contamination (throwing unsuitable materials into recycling bins) is likely to be lower. Whole school involvement also ensures recycling continues even if enthusiastic staff and pupils move on.All pupils, Recycling monitorsSchool Council, Eco Committee or Environment TeamDesignated Teacher or Recycling Co-ordinatorTeachers and Teaching AssistantsSenior Management team, Head Teacher,Cleaning Staff, Kitchen and Catering StaffSite Manager / CaretakerOffice/Administration StaffBursar, School GovernorsParents / Parents associations

3rd Seiso- Sweep (Cleanliness)

3Keep it going Designate Staff responsible for your recycling scheme to keep the momentum going. Role - monitor and improve the scheme, with the help of an eco group - oversee people and activities across the rest of the school. Have a dedicated team and try to add something new each year - like printer cartridge or mobile phone recycling. Show other schools around what can be done, makes everyone in your school more keen to recycle more! -Liaise with the recycling monitors, cleaners and site manager/caretaker to monitor frequency of collection. Understand how much your school recycles and whether it is increasing or dropping.4th Seiketsu- Standardize (Adherence)

4Activity Lesson Plans This activity can be used to help set up a new recycling scheme, or to identify ways to improve an existing one. A follow up activity to the waste audit, pupils get to analyse real data from the waste audit, identify waste 'hot spots' in the school and brain/trystorm solutions to reduce the most common types of waste at school. They will produce an action plan, identifying tasks, responsibilities and time scales.4th Seiketsu- Standardize (Adherence)

Waste Audit

Carry out a follow-up audit to help monitor the progress of your schools recycling efforts.Involves pupils working together to sort, measure and document the different types of waste produced in different areas. Use Data to create an action plan. If recycling participation is dropping, try to focus onraising awareness:Hold meetings and training sessions for staff.Organize recycling events, or make recycling a key part of other school events.Incorporate recycling into lessons why not try theactivity lesson plansfor inspiration.Reward and praise recycling champions.Join national awards and competitions. This promotes recycling nationally and keeps up motivation within your school.Liaise with the local press to share your success.Incorporating recycling into the school policy is also an important way to maintain progress

5th Shitsuke- Self-discipline (Sustain)

Benefits of Kaizento the Organization

Eliminates hidden cost 11 wastesImprove value added Quality, Cost & Deliveryto YOUImproved work place eliminate unnecessary movement & delay with Visual ManagementImprove the best methods

YOU HELP the ORGANISATION to meet QCD

Key roles for a Successful Kaizen eventUpper ManagementThe initiation MUST come from Upper Management

Build the culture of continuous improvement

Kaizen is not about eliminating people but eliminate waste for better work place

Principal Consultant for Lean Management. Certified Kaizen Specialist & hands on TPM Facilitator with 30 over years working experience.

Provides Technical Consulting Services on Lean Equipment Fabrication, TPM, Kaizen & Moonshine set up.

Mechanical background & DIY handyman who loves Green Living & Outdoor activities. Builds most of his stuff by Recycling idle resources to eliminate waste and promote Green. Develops Tims Waterfuel, an alternative fuel supplement using HHO Generator that adds power reducing Co2 emission. An NGO Community worker for Prison, Drug Rehab and leader of CREST North Malaysia, an organization that respond to Crisis & Flood.Timothy WooiAdd: 20C, Taman Bahagia, 06000, Jitra, KedahEmail: [email protected] Office: 04 9171476H/p: 019 4514007 (Malaysia)

ACM Kaizen Leader Certification CourseMay 6-10, 2002*The questions what is this new way of thinking? What are the new methods? What IS Lean? . Why has Boeing chosen Lean as its manufacturing system?ACM Kaizen Leader Certification CourseMay 6-10, 2002*Lean manufacturing is really about doing more with less. Half the space, half the human effort, half the equipment, inventory, Half the engineering hours, half the the design time, etc

Lean Manufacturing also means continuous improvement without adding large machines, extra inventory, more people, space or spending more money. Low Cost, No Cost is the improvement imperative.

ACM Kaizen Leader Certification CourseMay 6-10, 2002*At the core of all lean concepts is the relentless elimination of waste. To identify waste we must first distinguish between activities that add value and those that do not. Non-value added activities are waste to be eliminated. ACM Kaizen Leader Certification CourseMay 6-10, 2002*Nearly all source of waste in a factory are a result of poor management decisions.Poor Layout: Traditional factory layouts often group similar equipment or processes in a production department for economies of scale in training and manpower utilization. The belief is that grouping similar equipment reduces training and maintenance cost but results in wasteful transportation of part batches from area to area with a mountain of inventory between areas.Long setup time: Traditionally large batch runs were seen as necessity to improve machine yield when setup times are long. The results are often too many of the wrong part produced while the urgent part waited, or a costly tear-down and setup to run the hot part. Departmental Structure: Traditional organizational silos inhibit the flow of information and create Us versus Them mentality. This is often the case between Quality Assurance and Operations departments, or Operations and Engineering. Delays in the flow of information result in higher defect rates and idle inventory.Poor maintenance practices results in more frequent machine breakdowns. The longer the breakdown, the more inventory must exist at downstream processes to maintain production. Poorly documented work methods and lack of adherence to those methods is the number one source of quality problems. Work methods in a traditional mass production factory are written by manufacturing engineers located in an office far from the work area. Often too technical and not visual, these work methods remained un-changed and often ignored by the mechanic who incorporates work-around to build a good part. These un-documented work-arounds become the tribal knowledge of the work force which is often lost or not communicated well to new employee, resulting in un-predictable quality.Irrelevant performance measures like equipment yield, focus on efficiency of one process in the production flow but ignore overall measures of flow. A piece of equipment with a high utilization is only producing more inventory that sits idle waiting for the next process. Complex production planning and scheduling systems like ERP or MRP II systems are designed to manage a complex manufacturing environment with high levels of work-in-process. The constant re-scheduling of order priorities from these systems require constant searching and sorting for which part to do next, and require an army of support personnel to feed updated schedules and inventory levels into the computer.Lack of workplace organzation results in time wasted searching for tools and materials. A poorly organized work area will typically include broken tools, expired materials,or tools not appropriate for the process. Besides the time lost searching for tools and materials, there is a high probability of producing a defect in a poorly organized workplace.Poor supplier quality in terms of product quality or delivery reliability often required high levels of Just-in-Case inventory or safetly stock and its associated costs.Lack of Cross-training can results in delays when key individuals are absent. Perhaps more serious is the in-ability to move idle operators to bottleneck processes because of lack of cross-training. Often this problem is hidden by mountains of inventory in front of each process so it appears as if everyone is always busy.

ACM Kaizen Leader Certification CourseMay 6-10, 2002*Value added activities are those actions that change the form, fit or function of the product. Essentially waste is anything the customer is not willing to pay for. For example, in the production of our products, the customer is willing to pay for, among other things, the lay-up of fabric on the mold, the cure of a completed lay-up and the painting of tool-side surface. However the customer does not want to pay for the carts used to store parts while they sit in queue between processes, or transportation in these carts back and forth from area to area. Yet these activities have a cost reflected in the price to our customer.

Would you as a customer be willing to pay for these activities? Rework or Repair a part. Review and fixing paperwork. Non-destructive testing. Inspection of edge-band thickness and periphery.Remove of backing film from pre-preg materials.Storage and transporting of raw materials to/from freezer.Operator stamping of paperworkApplication of fillers and sanding for paint.

All these activities consumer resources (labor, materials equipment) but dont directly contribute to the product. A lean manufacturing strategy focuses on identifying and eliminating waste.

Think about your everyday activities, how many actually add-value?ACM Kaizen Leader Certification CourseMay 6-10, 2002*ACM Kaizen Leader Certification CourseMay 6-10, 2002*Over 90% of manufacturing lead time consists of non-value added activity with the majority of that time spent waiting in queue for the next process. If this surprises you, think about how long it takes a local tire store to new tires in your car.30-45 minutes? Now think about how long it takes to put on new tires in a Formula-1 Race.10 seconds!! Your local tire store is a perfect example of mass manufacturing and all of its wastes; the F-1 pit crew is an example of how efficient and lean a process can become.

Most traditional companies attack lead-time reduction by focusing on the manufacturing processes and by automating manual processes with faster machines or specialized materials. The results are a large investment for a small reduction in lead-time because the value-added activities constitute a small portion of lead-time.

Lean manufacturing focuses on the non-value added activities that make up 90% of typical lead-times. As a result large reductions in lead-time can be achieved for little or no cost while simultaneously improving productivity. Less time spent of non-value added activities represents capacity for more value-added production. More output for the same about of labor.ACM Kaizen Leader Certification CourseMay 6-10, 2002*The challenge is to add value faster than we add costs. If we add costs faster than we add value, thenwe may have to lower our price for our products to compete in the marketplace, orwe end up losing money no matter what we do.

So the first question to ask is

Where are the costs?

The costs are hidden in our normal way of doing business. For example,Inefficiencies in how we do the workThe cost of expediting orders to get them to the customer when theyre supposed to be thereProducing the wrong thing or producing the right thing at the wrong timeOr producing too many or not enough

OK. Now lets go back to our question of Why is Boeing Creating a Lean Enterprise? ACM Kaizen Leader Certification CourseMay 6-10, 2002*Show left hand side first, 1. Determine Price customer is willing to pay 2. Subtract the Cost to produce an item 3. This leaves your profit Under this system if you want to increase your profit, how do you do it? ---->>> Lower Cost. How do you suppose you lower Cost?? Elimination of Non-Value Added Activity. Elimination of Waste !!ACM Kaizen Leader Certification CourseMay 6-10, 2002*Key Points:In todays competitive environment, price and lead time can no longer be dictated to the market.

The market demands shorter lead times AND lower prices.

The market demands ever improving quality.AND the market DEMANDS higher variety!

These things are being done every day.

The question is HOW, not IF, it can be done.ACM Kaizen Leader Certification CourseMay 6-10, 2002*Key PointsTo meet the challenge requires:Changing how we think - and being open to new concepts.Learning about how to get it done.Commitment to DO IT.Getting it done.*Kaizen event is as much as important as other activities because it is the builiding block of all LEAN Prod. Methology.Lean production is founded on the idea of KAIZEN or Continous Improvement**Kaizen event is as much as important as other activities because it is the builiding block of all LEAN Prod. Methology.Lean production is founded on the idea of KAIZEN or Continous Improvement*