Page 82 - How To Implement Lean Manufacturing

Lean Manufacturing Simplified 63

Transparency Transparency is the concept that the performance of the process or the
entire line is able to be “seen” simply by being on the floor. It is not generally a set of
charts that will allow this—to the contrary, it is a set of visual controls such as andons,
heijunka boards, and space markings that make the process performance “transparent.”
Where transparency is implemented properly, a manager can determine within one or
two minutes if his process is performing as designed—and if the process is deficient,
the manager can quickly discern the problem areas. For more on transparency, see
Chap. 10.

5S 5S is a set of techniques, all beginning with the letter “S.” They are used to improve
workplace practices that facilitate visual control and Lean implementation. The 5Ss in
Japanese and English are:

• Seiri. . . . . .Separate
• Seiton. . . . .Set to order
• Seiso. . . . . .Shine
• Seiketsu. . .Standardize
• Shitsuke. . .Sustain

TPM TPM are the initials for Total Productive (not preventive) Maintenance. It is a
revolutionary approach to the management of machinery. It consists of activities that
are designed to prevent breakdowns, minimize equipment adjustments which cause
lost production, and make the machinery safer, more easily operated, and run in a
cost-effective manner. In most plants, wishing to implement a Lean Initiative, we find
that equipment availability is a large source of the process losses. Frequently, the
largest of the three losses in the OEE metric. TPM is therefore a powerful tool to
improve overall performance of the plant. It is generally defined as having five pil-
lars, which are:
• Improvement activities, designed to reduce the six equipment-related losses of:
• Breakdown losses
• Setup and adjustment losses
• Minor stoppage losses
• Speed losses
• Quality defects and rework
• Startup yield losses
• Autonomous maintenance, which is an effort to have many routine activities
performed by the operator rather than the maintenance department.
• A planned maintenance system, which is based on failure history. This is not timed
maintenance. Instead, it is based on historical evidence.
• Training of operators and maintenance personnel to improve operations and
maintenance skills.
• A system for early equipment maintenance to avoid the loss that occurs upon new
equipment startup.