Production is the flow of interrelated processes that create a product or service. The goal of Lean Manufacturing is for processes to create value for the customer as efficiently as possible. Excessive processes (losses) increase costs, affect quality and productivity. The 5C methodology integrates workspace and production processes across the organization. The task of the 5C system (5S) is to provide visual management: make losses and all deviations from the norm visible in order to eliminate them more easily and quickly. The 5C (5S) program performs actions designed to keep production in a manageable state, so the system is generally considered the basis for building Lean Manufacturing.
This is the method by which we prepare the workplace for high-performance and high-quality work. The implemented 5C (5S) system provides a standardization that makes all losses and deviations from normal conditions visible.
Watch an introductory video in which its author talks about the 5C (5S) system and its role in Lean manufacturing.
The purpose of this course – to help those who independently perform the implementation of the 5C system at your plant, warehouse or office. The course will serve as a detailed road map for building world-class production and provide expert methodological support. Course materials include tasks and detailed instructions for each stage of 5S implementation, examples of model documents and video lectures explaining the subtleties and pointing out common mistakes in the application of the method. This course program will keep the focus on the right things to do when implementing a 5S system in an enterprise. All the necessary recommendations are contained in the videos, to which, after the purchase of the course, we provide unlimited access for 6 months.
– Organizational preparation at the launch and the involvement of staff in the project;
– Formation and preparation of working teams in conjunction with the zones;
– Project implementation planning;
– Development of common criteria for the 5C standard for all work areas in the enterprise;
– Technical preparations for the start of the 5S deployment project.
THE ATTACHED DOCUMENT TEMPLATES:
1.1. Selecting the sorting area;
1.2. Garbage and waste removal;
1.3. Methodology for creating a quarantine zone;
1.4. Sorting items at each workstation;
1.5. How to properly apply the “red labels” tool to identify deviations at different stages of the 5C methodology;
1.6. “Zone Engineering.
2.1. Determining the best location for various items in the work area;
2.2. Determination of a rational arrangement of equipment and inventory storage locations, in which in-plant logistics are taken into account;
2.3. Preparing storage areas for items
2.4. Methods for visualizing storage locations for objects;
2.5. Identification of specific items located at a particular address;
2.6. Determining the number of items at a given address;
2.7. Create a workplace passport to cement order as a habit.
3.1. Identify methods and rules for cleaning;
3.2. Organization of general cleaning of the room and items on the site;
3.3. Provide training and go over standard daily cleaning procedures for areas and work surfaces on the site;
3.4. Collect, analyze, and take action on sources of permanent contamination and hard-to-clean areas;
3.5. Develop a method, train and implement a procedure for workers to self-check cleaning requirements;
3.6. Develop a method and implement a procedure to verify compliance with cleaning standards by the line manager and 5C managers;
3.7. Make preparations to implement regular equipment checks during cleaning;
3.8. As part of the Kaizen system, determine the readiness of individual work areas to transition from a “cleaning” procedure to a “clean/check/control/improve” action system;
3.9. Go to the standard procedures for checking and troubleshooting equipment problems;
3.10. Develop and implement a procedure for line managers to systematically check compliance with 5C standards for keeping work areas clean;
3.11. Inform plant personnel about the completion of step 3.
4.1. Control of turning 3C procedures into a habit;
4.2. Improve the conditions for turning 3C procedures into a habit;
4.3. Check compliance with the 3C’s rules;
4.4. Go to the prevention of 3C violations.
5.1. The formation of the Kaizen culture and the continuous improvement of the 5C system, which form the basis of the Lin philosophy;
5.2. Providing system change management in the 5C program;
5.3. Involvement of staff in the work on the development of 5C.
Created several unique training products on Lean Manufacturing and Lean Six Sigma, which over the past 10 years held in Ukraine and abroad. He teaches the course “Operations Management” of the MBA program of the Donetsk National University named after V.I. Vernadsky. В. Stus. He was the first in Ukraine and the former Soviet Union to hold trainings at the Shingo Institute as a certified trainer.
Access only to the video of the 9 lectures in the course.
Everything included in the Standard package, as well as 4 one-hour individual online consultations on your project with a coach: preparation, the first 3Cs, standardization, and improvement.
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