The 5S and Kanban Approach

Lean Management
1
Agenda:
1. Lean Introduction
2. Waste
3. The Lean Production House
4. What’s 5S Approach?
5. Why 5S?
6. How 5S?
7. What’s Standardization?
8. Why Standardization?
9. How Standardization?
10. What’s Kanban Approach?
11. Why Pull / Kanban?
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12. How Pull Kanban?
1- Lean Introduction
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What’s Lean?
• Lean = Thin, Slim, Size Zero.
• Lean: No waste.
4
What’s Lean Management?
• Lean management defines the value of a product or a service
from the customer’s point of view.
• What’s not adding a value to the customer / service / product is
considered as a waste.
• Lean Management: Elimination of the waste.
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Customer’s eye glasses in defining VALUE
• Customers will evaluate your product or the service by looking at
how well this is going to fulfill their requirements.
• Customers do not mind how hard you work or what is the
technology you used to create the product or service you are
selling to them.
• Customers do not need to pay for the quality defects you have
removed from your production lines due to re-work.
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The 4 Basics of lean Management
1. Value is defined from the customers point of view.
2. Waste is defined as anything that does not add value to the
end product.
3. Lean management talks about eliminating, not minimizing
waste.
4. The focus of Lean Management is on continual improvement
by finding and removal of the wastes.
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What does Lean stand for?
Lean Production System

A roadmap to guide your Continual Improvement
Process (CIP).
Waste
Plan, Do,
Check, Act
(PDCA)
Standardization
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The Old Approach
Production
Customer Sales Development Purchasing Logistics
The Lean Approach – Design for Manufacturing
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Lean supports a business from the Lean supports the entire supply
first customer idea to the final chain, from the customer to the
delivery of the product. supplier.
3. Suppliers,
Purchasing & SCM 2. Development
Pull, Kanban, … Standardization, …
4. Production
Leveling, Intralogistics,
Packaging, Delivery…
1. Customer
Product
Requirements, …
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Lean supports a business from the Lean supports the entire supply
first customer idea to the final chain, from the customer to the
delivery of the product. supplier.
3. Suppliers,
Purchasing & SCM 2. Development
Pull, Kanban, … Standardization, …
4. Production
Leveling, Intralogistics, Production Plant
Packaging, Delivery… Let’s have a look inside the factory!
1. Customer
Product
Requirements, …
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2- Waste
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The 8 Waste of healthcare (DOWN TIME)
D: Defect.
O: Overproduction.
W: Waiting.
N: Non-Value added activities.
T: Transportation.
I: Inventory.
M: Motion.
E: Employees underutilized.
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Examples of the 8 Wastes
1. Defects:
• Needle stick injury, missing patient information, wrong information communicated.
2. Overproduction:
• Excessive reporting, Unnecessary tests, Irrelevant information sent out.
3. Waiting:
• Inpatients waiting in ED, patients waiting for discharge, physicians waiting for test results.
4. Non-Value Added Activities:
• Re-Sticks, Multiple bed moves, re-testing, multiple assessments.
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Examples of the 8 Wastes…
5) Transportation:
• Moving patients to tests, patients having to attend different departments.
6) Inventory:
• Patients waiting for clinic, lab samples for testing, stocks on wards, dictation waiting for
typing, backlogs.
7) Motion:
• Working across multiple sites, storage of consumables in disparate places.
8) Employees Under-Utilized:
• Physicians transporting patients, not fully using skill mix of staff.
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Methods of Cost Reduction
Traditional Company Company implementing Lean- Management
• Reduce cost of materials / parts • Focus on eliminating the 7 wastes
used in production. (TIM WOOD):
• Reduce labor cost – wages, ➢Waste of Transportation.
expenses for welfare, etc. ➢Waste of Inventory.
• Reduce expenses on electricity, ➢Waste of Motion.
water, gas, insurance, ➢Waste of Waiting.
communication, etc.
➢Waste of Over processing itself.
➢Waste of Overproduction.
➢Waste of making Defects.
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4 steps to eliminate the waste
1. Identifying the fact that there are wastes to be removed.
2. Analyzing the wastes and finding the root causes for these
wastes.
3. Finding the solution for these root causes.
4. Application of these solutions and achieving the objective.
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4 steps to eliminate the waste
• When the 4 steps are done, go back to the step - 1 and continue
this loop over and over again.
• To become lean it is very necessary to understand the fact that
wastes are always there. You must be able to find out where
these wastes do exist.
• Wherever there is a waste, simply get rid of it.
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3- The Lean
Production House
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The toolbox for all lean activities
Elimination of all Waste

Cost and Market Leadership
Lean Tools
Level 1 – Enabler Level 2 – Basics Level 3 – Experts Level 4 – Pro-Tools
Total
Obeyaka / Inbound Mizusumashi / Safety / Heijunka /
Standardization Lean Training Productive
Lean Layout Milkrun Tow Train Ergonomics Leveling
Maintenance
Takt Time / Operator-

One Piece Yamazumi / Mixed Model
5S Zero Buffer Process Supermarket
Lead Time Flow Line Balancing Line
Flexibility
3P /
Small-sized SMED 2-Box Jidoka /
Visualization Andon Pull / Kanban Design for
Packaging Changeover Principle Hanedashi
Manufacturing
Create a Vision
Lean Self-Assessment / Value-Stream-Design (VSD)
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(Examples)
SMED Changeover TPM Pull / Kanban

Internal and external preparation, e.g. 100 % equipment availability given Shortest lead time, e.g. in the fast-
in the Formula 1 for example in aviation food industry
Mizusumashi / Tow Train Jidoka / Hanedashi Standardization

Doctor-nurse interaction to feed Solve complex problems by finding Rules & routines as defined for
production lines simple solutions example in NASA space programs
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Introduction to the
Seven Types of Waste
Total
Maintenance

Flexibility
3P /
Manufacturing Introduction to the
Value Stream Design
Create a Vision
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4- What is 5S
Approach?
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Total
Maintenance

Flexibility
3P /
Manufacturing
Create a Vision
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5-S Techniques
Japanese Term English Translation Equivalent 'S' term
Seiri Organization Sort Out
Seiton Tidiness Set in order (Straighten)
Seiso Cleaning Shine (Sweep)
Seiketsu Standardization Standardize
Shitsuke Self -Discipline Sustain
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5S Coaching
1 – Definition
What is 5S? 5
▪ 5S are 5 defined steps to achieve a clean and safe
work environment in your organization 4
▪ It can be applied on the shop floor as in the office,
though the focus lies on shop floor environments
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2
Standardize
▪ Each of the 5 steps is sequenced. In order to reach
the next level, the first steps have to be achieved.
1
Sustain
▪ 5S is the foundation for all kind of sustaining
lean activities. Do not miss to apply 5S principles
Shine
Sort
before or during improving your processes
Set
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5S Coaching
1.1 – Sort
What is “Sort”?
▪ Separating the needed from the not-needed.
▪ All 5S activities start with sorting: Make sure, only tools

and material needed is located at the work place.
▪ Perform a workshop and place all tools, materials or

devices on a dedicated location. Move back to the
stations only those tools, materials and devices which
you need each takt
▪ Tools you need only each day or several times per week
move close to the station and remove all the rest which
you do not need. If within 4 weeks you do not touch the
removed items, remove them completely from the shop
floor
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5S Coaching
1.1 – Sort
▪ Work station filled with not required tools and ▪ Unneeded tools and devices removed from
equipment workstation
▪ Process not repeatable ▪ Process repeatable
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5S Coaching
1.1.1 – How to perform a Sorting Workshop?
4th Remove
3rd Red Tag it Keep all red tagged

items at an dedicated
location. Perform
2nd Needed?
Tag all the items
monthly 5S review
audits in which all
which are not
items with a red tag
1st Where? Question each item: Is
the item needed?
required (or in doubt).
Move all tagged
older than 4 weeks
will be removed from
How often is it items to a dedicated
Define an area or the shop floor
needed? Will 5S area in which you
working station you completely. Make
somebody miss the keep all the items
want to work on. sure to repeat the
item when its before they will be
Work in a team with whole process as
removed? If not, removed completely.
the operator of that often as possible.
remove it.
particular station.
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5S Coaching
1.1.2 – The Red Tag Label
Red Tag (Proposal) How to use the “Red Tag”?

Name ________________Tagged by ____________ ▪ The red tag helps you to identify unneeded items
Location ______________
Category ▪ Apply the red tag on all items not necessarily needed
□ Equipment □ Tools □ Finished Good during the 5S workshop or activity
□ Instrument □ Inventory □ Machine Parts
□ Raw Material □ WIP □ Others _______________
▪ If the item will not be needed within 4 weeks, remove
Reason for Red Tag the red tagged item completely
□ Not required □ Aged /Obsolent □ Defect
□ Scrap □ Others ___________
Action to Take
□ Return to _________ □ Discard □ Move to Red Tag sorting station
□ Move to Storage site □ Others ___________
Additional Comments
_____________________________________________________________________
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5S Coaching
1.2 – Set in Order (Straighten)
What is “Set in Order”?

▪ PEEP: Place for Everything and Everything in its Place.
▪ The second step of 5S is set in order: After sorting,

you set all needed items back in order.
▪ Define fix locations for each tool and prepare holders

and brackets for them to be located in
▪ Set in Order will eliminate a high level of waste as you

have the chance, to work on a green-field working
station for that moment.
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5S Coaching
1.2 – Set in Order (Straighten)
Without With
Set in Set in
order order
▪ All tools have dedicated locations

▪ No dedicated location for all items
▪ The operator moves all used items back to the
▪ The operator has to search for the item each cycle as dedicated location
the location changes
▪ Searching time will be eliminated completely
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5S Coaching
1.3 – Shine (Sweep)
What is “Shine”?
▪ Cleaning for inspection.
▪ Shine means to clean the work station and its

environment.
▪ Shine has to become a daily routine, i. e. at the

beginning or end of each shift. Clean on a daily basis.
Define and respect cleaning routines and instructions.
▪ Make sure to get the people aware of that procedure

and the necessity of it. Working in a clean
environment means creating and maintaining quality
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5S Coaching
1.3 – Shine (Sweep)
Without With
Shine Shine
▪ A clean surrounding makes sure you detect faults

easier
▪ Working in a not cleaned environment means to
decrease quality as faults can happen easier ▪ Define areas with markings according to the
frequency they have to be checked (i. e. daily, weekly,
monthly)
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5S Coaching
1.4 – Standardization
What means to
“Standardize”?
▪ Developing common methods for consistency.
▪ Standardization is one of the key elements of

maintaining any process as it is defined.
▪ To not fall back to old behaviors, 5S routines and

definitions have to be standardized. Use the audit and
standardization sheet to help you with this matter
▪ Force things to happen as they should. Cover or hide

certain areas where operators should not be allowed
to put their hands or tools on
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5S Coaching
1.4.1 – 5S Audit Sheet
5S Audit Checklist
Date:
Station:
Qty of
Define which tools are needed Remarks Score
issues
Unneded tools, equipment and furnitures are at the work station
Organize
Sort /
Needed tools are not at the work station

(1)
Unnedded items, check boards or lists are at the work station

Any unneeded items are at the gangways or hidden behind corners or shelves
Unneeded inventory or materials are at the work station
Safety risks exists at the work station (water, oil, chemicals)
Dedicated locations for each item and all items are in place - -
Missing locations for items / tools / materials
Set in Order /
Orderliness
Defined locations not close enough to operator / no ergonomical position

Missing labels for items / tools/ materials
(2)
Tools or items not located in dedicated locations

Work station, material boxes and devices not at dedicated and marked location
Tools and items remain at random location before beeing stored at dedicated location
Defined quantities are not respected
▪ Use the audit sheet per production line to evaluate the level of 5S
▪ Implement weekly or monthly 5S audits to evaluate the improvement and push the staff to care about 5S
▪ Make sure to place the 5S result somewhere all employees can review, e. g. close to the entrance of the plant or shop
floor. Communicate the monthly result to your management
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5S Coaching
1.4.2 – Standardization Work Sheet
▪ Use the standardization work sheet to define routines and processes, to make them measurable for all employees
▪ Just after defining the routines, you can push the staff to follow those rules and processes
▪ Make sure all definitions and instructions are easy to read and easy to understand. Place the instructions somewhere
close to the station to make sure the operators read them
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5S Coaching
1.5 – Sustain
What means to “Sustain”?

▪ Holding the gains and improving.
▪ By standardizing a process, it becomes defined and

frozen for that particular moment. As kaizen is about
improving continuously and bring it to the next level
the procedure of 5S has to be sustained and driven
forward.
▪ Form a culture of maintaining the 5S procedure and

link it to lean principles
▪ Make sure your staff commits on keeping everything

sorted and set in order. Make sure to never fall back
to old behaviors in your organization. Sustain is the
very last step of forming a 5S culture
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5S Coaching
1.5 – Sustain
How to sustain 5S?
Recognize and reward good 5S

efforts of your employees
Make sure all 5S steps have

enough time to breathe. Also
daily 5S activities need time,
which all employees must be
Top management aware of
support is mandatory for
a successful 5S
implementation
Create awareness and
understanding of 5S across all
levels of employees
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5S SAMPLE (BEFORE & AFTER)
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2- INSTRUMENT STERILE STORAGE
ROOM
BEFORE 5S STERILE INSTRUMENT ROOM
Needs more space and shelves to sort and categorize Identify and label each section of instrument
each type of instrument sets
Arrange the items as “First IN First OUT” rule
Sort and re-arrange the instruments set and individual
pack items
BEFORE 5S STERILE INSTRUMENT ROOM
AFTER 5S STERILE INSTRUMENT ROOM
5- Why 5S ?
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5S Coaching
2. 5S Benefits
Sort
• Removing unnecessary items gives us
Sort & Set in Order more working space resulting in the
“reduction of waste”.
• Setting in order increases the efficiency
• Mandatory for efficient work stations of finding the items therefore allowing
Set in Order • Foundation for repeatable processes (Cycles)

us to save time and energy, again,
resulting in the “reduction of waste.”
• Indicates a quality
Shine Shine & Standardization product and process
• Prevent overstocking
hence “reducing the
• Foundation for any lean and kaizen activity waste”.
Standardize • Brings quality to a new level
Sustain Sustain the level of 5S in your organization
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5S
5S refers to the implementation
approach which is sequenced in
five steps. The goal of which is to
structure and organize a workplace.
It is the foundation for all lean
activities as it stands for discipline,
sustainability and reliability. Keep
workstations clean and according
to standards to increase efficiency.
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The Fire Truck
Fire fighters have to react as quickly as
possible to prevent further damage in case of
a fire. For this reason, each action has to be
as precise and fast as possible.
When watching a fire truck very carefully you
will recognize how accurate each device and
tool is placed according to its probability to
be needed. Just as we have to do inside our
work area.
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5S
Why do you have to implement 5S?
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5S
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5S
Visualization
Visualization means gaining control about Quality
your quality. 5S has a significant effect on
process visualization
Discipline
Improve your work culture and mindset Motivation
of your organization.
Standardization Reduction of Operating

Once you standardize a process you
can measure it and point out all Costs
deviations from that standard
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5S
Precondition for all lean

activities
5S is the precondition of all lean
activities. If your organization does
not participate in that process it
becomes hard for you as the lean
expert in your organization to
stabilize further lean activities.
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Enabler for:

Total
Maintenance

Flexibility
3P /
Manufacturing
Create a Vision
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6- How 5S ?
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5S
3. How do you implement 5S?
May 2018 May 2018 May 2018 May 2018 June 2018 June 2018
W1 W2 W3 W4 W1 W2
01 Sort
Separating the needed from the not-needed.
Detect all obsolete / unused / broken / expired items and get rid of them.
Decide what you need: go station by station and take all supplies / tools from that station and discuss
each item with the team (nurses, store keeper, doctors, …).
Give the staff red tags and ask them to go through every item. If items are not necessarily needed for the
regular process, mark them with red tag and place them on a holding area (Red tag area). 4 weeks later all
items will be discussed again.
Items which have not been used during that time and been marked before anyway have to be removed.
PRIORITY FREQUENCY OF USE ACTION

Throw away
LOW ≤ once per year
Store away from the workplace
AVERAGE Once per week - month Store together but offline
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HIGH Once Per day Locate at the workplace
5S
W1 W2 W3 W4 W1 W2
02 Set in Order
PEEP: place for everything and everything in its place.
Organizing the necessary consumables based on the frequency of use and rate of
consumption. Make related items near together.
Determine location for each item according to frequency of use. Make them easy to
grab and orientated in the right way for the operation.
Make sure all items have a dedicated position on the shelf / work bench. Outline
locations and zones.
Label items (preferably with photo)
Document layout
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5S
W1 W2 W3 W4 W1 W2
03 Shine
Cleaning for inspection
Cleaning means checking! Make sure your operators are aware of that.
Arrange a cleaning schedule to achieve regular cleaning of supplies, equipments and tools.
Ensure the cleanliness of the area and the consumables.
Identify and eliminate causes of dirt. Focus on “removing” the need to clean.
Sweep, remove dust, polish and paint
Divide areas into zones to define responsibilities for cleaning
Tools and equipment must be owned by an individual to clean and inspect
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5S
W1 W2 W3 W4 W1 W2
04 Standardize
Developing Common Methods for Consistency.
Standardization is a certain kind of visual management. Once you standardized a process you are aware of
any deviations happening in your process.
For that reason, make sure to standardize your arranged process afterwards.
Generate a maintenance system for the first three S
Develop procedures, schedules and practices
Continue to assess the use and disposal of items
Regularly audit using checklists and measures of housekeeping
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5S
W1 W2 W3 W4 W1 W2
05 Sustain
Holding the gains and improving
Make sure the arranged process is not just set and

standardized but will sustain.
Perform routine audit checks and 30 seconds test.
Analyze results of routine checks and determine 5S

level of achievement
That is part of the Kaizen: plan for continuous

improvement and make sure the team contributes in
achieving that goal.
Make 5S a way of life – MAKE IT A HABIT

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Action Plan
SN Step / Task
1 Assemble a 5S Lead team.
2 Define the work area 5S boundaries*.
3 Assign work group members to their 5S areas*.
4 Install a 5S communication board*.
5 Take work area photos (Pre-5S). Communicate on the board.
6 Determine 5S targets, activities, and schedule. Communicate on the board.
7 Decide on 5S color-coding and signage standards. Communicate on the board.
8 Finalize plans with work group and site leadership.
9 Implement 5S in order.
10 Take work area photos (Post-5S). Communicate on the board.
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11 Evaluate current 5S level of Achievement*
5S BOUNDARIES
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5S COMMUNICATION BOARD
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Level of achievement
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7- What’s
Standardization?
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Total
Maintenance

Flexibility
3P /
Manufacturing
Create a Vision
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Standard Work
• Each step in a process needs be defined and must be performed repeatedly in the same
manner. This is necessary to ensure consistency in output of the process.
• Standardization is useful for:
• Doing routine / repetitive work in the best known way.
• Ensuring that quality of work is consistent.
• Providing a basis for daily management of the work.
• For planning the training of new employees.
• Improvements cannot and must not be made to a process unless it is stable.
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Standardization
Standardization drives your
organization and processes to work
day by day in a common and
defined way. When not doing that,
you risk quality issues and face the
issue not to be able to perform
kaizen activities and loose capacity
at the production line. Make sure
to standardize processes once you
improved them.
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The Morning Routine
Each morning when waking up you follow a
common routine. You even do not have to think
anymore. Your body will perform the routine with
the same outcome day by day.
To reach the same level in a repeating production
environment, you have to define a standard of a
process before you can get your operators to follow
that routine.
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8- Why
Standardization?
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Standardization
Why do you have to implement Standards?
Visualization Improve Quality

Standardizing a process makes it Standardization is one of the first steps
measurable. From then on you can point out to improve your quality.
any deviation from the standard approach.
Discipline Motivation
Standards help operators to work according When not defining standards your staff
to an instruction. It will become far easier face issues to work according to your
for them to follow a defined cycle. expectations.
The Counterpart of Kaizen Improve your Lean Level on

Whenever you improve a process you
have to freeze that status. Without the Shop Floor
standardization you would not be able to.
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Enabler for:

Total
Maintenance

Flexibility
3P /
Manufacturing
Create a Vision
82
9- How
Standardization?
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Standardization
How do you implement Standards?
Get aware of the Process you want to Define the Standard

• Once you identified the ideal process sketch it!
Standardize
• Make sure to simulate the process before handing it over to
• Sketch the process using the Standardization Work Sheet the operators or group leader
• How should the process look like you want to standardize? • Whenever the process changes, update the Standardization
• Get rid of any waste like double handling or walking distances Work Sheet accordingly
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10- What’s the
Kanban Approach?
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KANBAN
• A system of continuous supply of components, parts and supplies, such that workers
have:
• what they need,
• where they need it,
• when they need it.
• In Japanese:
✓ Kan = “Visual”
✓ Ban = “Cards”
• So Kanban refers to "visual cards".
• What is a visual card? It is a visual aid that triggers action.
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Kanban Coaching
1- Definition
What is a Kanban? Elimination of all Waste

▪ Kanban is an approach to plan your production Level 1 – Enabler Level 2 – Basics Level 3 – Experts Level 4 – Pro-Tools
processes
Obeyaka / Lean Mizusumashi / Safety / Heijunka / Total Productive
▪ Kanban is based on a pull process, hence it is Layout
Inbound Milkrun Standardization
Tow Train
Lean Training
Ergonomics Leveling Maintenance
oriented on real-time consumption of production

material
Takt Time / Operator-Process Yamazumi / Line Mixed Model
5S One Piece Flow Zero Buffer Supermarket
Lead Time Flexibility Balancing Line
▪ That consumption-based approach reduces waste in

terms of overproduction and inventory
3P /
Small-sized SMED Jidoka /
2-Box Principle Visualization Andon Pull / Kanban Design for
It is highly focused on actual customer demand and
Packaging Changeover Hanedashi
▪ Manufacturing
leads to a decrease of your internal lead and

throughput time Create a Vision
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Kanban Coaching
1- Definition
What is Kanban? (2)

▪ Kanban improves your information flow and
communication between two (or more) processes
▪ Its origin comes from Kanban Cards as the carrier of

all relevant information like quantities and product
details
▪ Whenever your production process empties a box of

supplier parts, a Kanban Card is forwarded to an
upstream process or supplier to refill that particular
box
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Kanban Coaching
1.1 – Kanban Card
The Kanban Card Kanban Loop
▪ The Kanban loop contains the Kanban Cards, full

boxes and empty boxes
▪ Each Card belongs to 1 box of parts. The more

Cards you put inside the loop, the more boxes of Kanban Cards
Upstream Downstream
parts you will have Process Process
▪ If the downstream process stops its production, no

further Kanban Cards will be passed to the
upstream process
WIP Parts
▪ As each Kanban Card acts as a production order, the
upstream process will stop its production as well
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Kanban Coaching
1.1 – Kanban Card
The Kanban Card

▪ The Kanban loop contains the Kanban Cards, full
boxes and empty boxes
▪ Each Card belongs to 1 box of parts. The more

Cards you put inside the loop, the more boxes of
parts you will have
▪ If the downstream process stops its production, no

further Kanban Cards will be passed to the
upstream process
▪ As each Kanban Card acts as a production order, the

upstream process will stop its production as well
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Kanban Coaching
1.2 – Heijunka Box
6:00 7:00 8:00 9:00 10:00 11:00 12:00 1:00 2:00 3:00 The Heijunka Box
Monday ▪ The Heijunka Box is a board to keep all production
orders for 1 week visible on the shop floor
Tuesday
▪ Inside each box, the production order for 1 hour is

Wednesday
stored. If your takt time is 2 min, your quantity per
Thursday
box will be 30 parts
Friday
▪ Once the production order has been produced, the
material handler or shift leader will forward the next
Saturday Heijunka or Kanban Card from the box to the line
Sunday ▪ The time span (1 hour) can be adjusted and aligned

to your needs (e. g. 30 min, 15 min)
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Kanban Coaching
6:00 7:00 8:00 9:00 10:00 11:00 12:00 1:00 2:00 3:00 Production Leveling
Monday ▪ Make sure to level your production schedule
Tuesday ▪ Produce most of the parts each day
Wednesday ▪ Keep batch sizes as small as possible and improve
your changeover time
Thursday
▪ Each color represents the production order for 1

Friday
particular product
Saturday
▪ If your customer packaging contains e. g. 10 parts,
Sunday
each card can be a production order of 10 parts of
that particular product
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Kanban Coaching
Tuesday, 9:44 am
6:00 7:00 8:00 9:00 10:00 11:00 12:00 1:00 2:00 3:00
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
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Kanban Coaching
6:00 7:00 8:00 9:00 10:00 11:00 12:00 1:00 2:00 3:00
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
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Kanban Coaching
2 – Functionality of Kanban
How to establish a Kanban Loop? Kanban Loop

▪ Each box in between two processes contains an
Kanban Card (e. g. 2 boxes = 2 Kanban Cards)
▪ The quantity of parts per box has to be fix and

strictly respected Kanban Cards
Upstream Downstream
▪ If the box contains 10 parts, the Kanban Card has to Process Process
include a quantity of 10 parts
▪ Whenever a box is empty, the Kanban Card will be WIP Parts

forwarded to the upstream process
Depending on the time it takes to replenish an empty box
▪ The upstream process just produces the quantities and to forward the Kanban Card, more or less boxes and
mentioned on the Kanban Card Cards have to be included inside that loop
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11- Why Pull /
Kanban?
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Total
Maintenance

Flexibility
3P /
Manufacturing
Create a Vision
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Pull / Kanban
The pull process is an approach of
replenish your production and
assembly lines just when
something has been consumed.
That principle goes along with the
idea of a Just-in-Time delivery. Just
bring those parts to the line you
really need, at that point in time
they are needed. Kanban itself is a
process to control a pull process.
99
The Kanban Card
One of the key elements of a pull process is the
Kanban Card. Like in the example of clean towels the
cards indicate and trigger further actions like “Check
washing powder” or “Wash towels”.
Once a minimum level of towels is met, the actions
“Check washing powder” and “Wash towels” have to
be triggered. This happens with the Kanban Card
located at that spot.
Same applies to your production. Once a box is
empty it has to be replenished. At that point in time
the Kanban Card comes into action, triggering the
replenishment process.
100
Pull / Kanban
Why do you have to implement a Pull Process?
Space First-In-First-Out
In many cases a FIFO cannot be achieved. Pull will
By reducing buffer between stations, you
help you to force a FIFO approach in your
also reduce the blocked floor space.
production.
Consumption-based Supply Forces a One Piece Flow

The Kanban Card forces your organization to
Do not replenish parts before the
follow a one piece flow approach. The upstream
downstream process consumed the
process will produce according to the pace of the
previous parts.
downstream process.
Eliminate Waste Transparency

Pull will have a major influence on waste
like inventory, transportation and By implementing a pull you visualize your process.
overproduction. Faults and waste can be detected immediately.
101
Enabler for:

Total
Maintenance

Flexibility
3P /
Manufacturing
Create a Vision
102
12- How Pull /
Kanban?
103
Kanban
 Using the visual aid as a

Kanban signal to trigger an
action.
Kaizen  Continual improvement

by Reducing the waste.
Standardized Work
 One best way to perform

each operation has been
identified and agreed upon
through general consensus.
Visual Controls  Design Visual aids to guide the

process
 Sorting (clear up), Straightening

5S Workplace Organization (organizing), Shining (cleaning),
104 Standardizing, Sustaining (training &
discipline) .
105
Visual Aid
Picture
35
Item Description:
Slow
Syringe 50/60ml Catheter Tip. Moving
Current Location
Lead Time (Days) Average Demand Per Day
Divider Level Bin
7 Days 24 1 A-2 5.00

Stock Code Last Update Re-ordering Qty
MEDS-00001586 19-Jul-16 36
106
1 2 3
107
Pull / Kanban
How do you implement a Pull Process?
Description
One Piece Flow
▪ The One Piece Flow works according to a pull and consumption-based principle
▪ A part can just be forwarded to the next station when the next station is empty
▪ There is no buffer in between two stations as it would be when following the push principle
▪ Whenever you have a pre-assembly station and a following downstream process, the best way of combining
both is to bring them close and implement a one piece flow. No matter what other options exist
▪ The Kanban Card is a process supporting a consumption-based principle by forwarding production orders to
upstream processes
Kanban Card
▪ Once the downstream process finished a box of pre-assembled parts, he forwards 1 Kanban Card back to the
upstream process. The upstream process then produces 1 box of that particular pre-assembly part
▪ As the downstream process emptied the box and must not wait until the pre-assembled parts are refilled, each
part number is present with two boxes at the line
▪ Same can be applied using the e-Kanban approach. Instead of a physical card the information will be
forwarded with an IT solution
Forced FIFO
▪ Similar to the effect of a one piece flow, you can force your material flow to follow a pull principle
▪ Two separate stations or process steps can be connected by limiting the available space between both stations
▪ The limitation has to be in that way that only a defined number of WIP parts can be stored on that space. If the
space is full, the upstream process stops producing that particular part
108

The 5S and Kanban Approach

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Lean Management

Lean Production System

The Old Approach

The Lean Approach – Design for Manufacturing

Elimination of all Waste

Level 1 – Enabler Level 2 – Basics Level 3 – Experts Level 4 – Pro-Tools

Takt Time / Operator-

SMED Changeover TPM Pull / Kanban

Mizusumashi / Tow Train Jidoka / Hanedashi Standardization

Level 1 – Enabler Level 2 – Basics Level 3 – Experts Level 4 – Pro-Tools

Takt Time / Operator-

Elimination of all Waste

Level 1 – Enabler Level 2 – Basics Level 3 – Experts Level 4 – Pro-Tools

Takt Time / Operator-

Japanese Term English Translation Equivalent 'S' term

Seiri Organization Sort Out

Seiton Tidiness Set in order (Straighten)

Seiso Cleaning Shine (Sweep)

Seiketsu Standardization Standardize

Shitsuke Self -Discipline Sustain

▪ All 5S activities start with sorting: Make sure, only tools

▪ Perform a workshop and place all tools, materials or

▪ Process not repeatable ▪ Process repeatable

3rd Red Tag it Keep all red tagged

Red Tag (Proposal) How to use the “Red Tag”?

What is “Set in Order”?

▪ The second step of 5S is set in order: After sorting,

▪ Define fix locations for each tool and prepare holders

▪ Set in Order will eliminate a high level of waste as you

▪ All tools have dedicated locations

▪ Shine means to clean the work station and its

▪ Shine has to become a daily routine, i. e. at the

▪ Make sure to get the people aware of that procedure

▪ A clean surrounding makes sure you detect faults

▪ Standardization is one of the key elements of

▪ To not fall back to old behaviors, 5S routines and

▪ Force things to happen as they should. Cover or hide

Needed tools are not at the work station

Unnedded items, check boards or lists are at the work station

Defined locations not close enough to operator / no ergonomical position

Tools or items not located in dedicated locations

What means to “Sustain”?

▪ By standardizing a process, it becomes defined and

▪ Form a culture of maintaining the 5S procedure and

▪ Make sure your staff commits on keeping everything

Recognize and reward good 5S

Make sure all 5S steps have

Set in Order • Foundation for repeatable processes (Cycles)

Standardize • Brings quality to a new level

Sustain Sustain the level of 5S in your organization

Standardization Reduction of Operating

Precondition for all lean

Elimination of all Waste

Level 1 – Enabler Level 2 – Basics Level 3 – Experts Level 4 – Pro-Tools

Takt Time / Operator-

PRIORITY FREQUENCY OF USE ACTION

Label items (preferably with photo)

Ensure the cleanliness of the area and the consumables.

Sweep, remove dust, polish and paint