5 S System

What is the 5S System?

The 5S System is designed to improve workplace organization and standardization.

The S's include:

SORT through all items and remove unneeded items

SET in order remaining items, set limits, create temporary location indicators

SHINE or clean everything and use cleaning as inspection

STANDARDIZE the first three S’s by implementing visual displays and controls

SUSTAIN the gains through self-discipline, training, communication and total employee involvement.

Value Stream Mapping

STOP SEARCHING FOR THE WRONG PROBLEM.

LEARN TO SEE WHERE VALUE TRULY IS!

What is a Value Stream Mapping?

Value Stream Mapping (VSM) is a tool used to create a material and information flow map of a product or process. This powerful tool allows companies to map the flow of products and information from order to cash as well as throughout the supply chain. Mapping the value stream, you begin the journey with the current state map which shows you where you are. Then, you plan your lean journey with a future state map showing you where you’re going and how you’re going to get there. Based on your value stream map, you can streamline work processes, thereby cutting lead times and reducing operating costs.

Lean establishes a systematic approach to eliminating these wastes and creating flow throughout the whole company. It also helps you develop and implement a long-term plan to streamline your operations for success.

Cycle Time Reduction

All too often in organizations, less than 3% of the elapsed time performing a process has anything to do with real work!

Most managers and supervisors spend less than 25% of their day doing what they were hired to do! Most of their time is spent putting out fires. With cycle time reduction, they can do more real, value added work!

Time is money and the shorter the cycle time, the greater the ability to produce. Cycle time reduction is also applicable to the principles of quality management systems in the area of continuous improvement.

HVTDC works with companies to “change the culture” about cycle time reduction. Management must see people getting results as a valuable resource!

The company must adopt “proactive” rather than “reactive” management philosophies and create an atmosphere of trust where people are empowered to and involved in reducing cycle time.

HVTDC’s Cycle Time Reduction program addresses:

• Why the results may seem like “magic”
• What CTR is and is not
• Should CTR be part of your Strategic Plan?
• Key elements for success
• Why CTR is a critical measurement for all processes
• Benefits from improving cycle time
• Application of CTR for non-manufacturing environments

• Why services and support functions should improve cycle time
• Impact on customers when cycle time is reduced
• Deployment principles
• Establishing priorities
• Team Charters
• Training requirements
• Implementation teams

Lean Six Sigma

Six Sigma is the Continuous Improvement of the Quality and Reliability of Processes and Services = 6σ.

Many times numerous ideas are generated through brain storming, however the real heavy lifting of the team is identifying root causes and the solutions.

The HVTDC structured approach to 6σ achieves dramatic results because the teams begin differently and utilize Lean and Six Sigma tools much more effectively to screen the factors in an operation and determine if they are critical (related to root cause) or non-critical. In any problem there is a major cause of the variation of its output.

The HVTDC Six Sigma training and consulting services help to quickly identify Major critical root cause factors and determines which ones need to be improved.

HVTDC also employs Six-Sigma directly with the quality and reliability of processes and services when designing for manufacturability (DFM). Expect to eliminate wasteful variation and shorter cycle times in both process and administrative.

Focus areas addressed:

• Define measure, analyze, improve and control (DMAIC) process to wring out key root cause factors.
• Prioritize opportunities for improvement with ROI and impact assessments for key changes.
• Selecting the appropriate team to address the problem.
• Describe the total Process.
• Perform measurement system analysis.
• Identify and describe the potential critical process/product and isolate and verify the critical processes.

• Perform measurement system and process capability studies. Adjust equipment, process and product design, or take management action as appropriate.
• Implement optimum operation conditions and control methodology. Specify target/tolerances, Process Controls, Preventive Action Procedures, and Corrective Action Procedures.
• Monitor processes over time, and implement continuous improvement.
• Reduce common cause variation toward achieving Six Sigma. Continue process and improve as appropriate.

Kaizen

INVOLVE YOUR WORKFORCE IN THE PURSUIT OF ELIMINATING WASTE!

What is Kaizen?

Kaizen is an intensive and focused approach to Process Improvement. Kaizen means “continuous improvement.” This continuous improvement methodology combines lean manufacturing tools such as the 5S’s of Workplace Organization and Standardization, Cells, Pull/Kanban, Setup Reduction and Line Balancing. Each tool incorporates team empowerment, brainstorming and problem solving to rapidly make improvements to a specific product or portions of your processes.

Why Do Kaizen?

The Kaizen methodology has been used extensively for improving the organization of work in factories and actual methods used to manufacture products. The results are real-time with implementation occurring within one week. Not only will you see immediate improvements to your process – you will also develop a list of other improvement opportunities which your staff can investigate and implement after the Kaizen. Kaizen will provide your company with immediate tangible results, motivation and ongoing continuous improvement within your company.

Benefits:

• Immediate Results
• Involvement of the Workforce
• Visual, Action Orientation
• Can use Ongoing, Once-Learned Concepts
• Fosters Communication
• Creative vs. Capital Investments
• People Think from a “Business” Perspective
• Implementation Smooth due to TEAM Concept