Slide - Day 4 Lean_Draft 1_IOI Palm Wood.pptx

Introduction
Lean training is a systematic approach designed to enhance organizational efficiency by minimizing waste while maximizing value. Originating from the Toyota Production System (TPS), lean principles have transcended manufacturing to influence various sectors, including healthcare, construction, and service industries. This essay explores the fundamental principles of lean training, its methodologies, tools, and the impact of its implementation on organizational performance.
Understanding Lean Principles
Lean principles are centered around the concept of value creation for customers. The core idea is that any activity that does not add value to the end product is considered waste and should be eliminated. The five foundational principles of lean management are:
Value: Define value from the customer’s perspective. Understanding what customers perceive as valuable is crucial for effective lean implementation.
Value Stream: Identify all the steps in the value stream for each product or service, eliminating those that do not create value.
Flow: Ensure that the remaining steps flow smoothly without interruptions or delays.
Pull: Implement a pull system where production is based on customer demand rather than forecasts.
Perfection: Strive for continuous improvement through regular evaluation of processes and outcomes.
These principles guide organizations in creating more efficient processes that meet customer needs while minimizing resource expenditure.
Lean Training Techniques
1. Value Stream Mapping (VSM)
Value Stream Mapping is a visual tool used to analyze and design the flow of materials and information required to bring a product or service to a consumer. It helps identify waste and areas for improvement by mapping out each step in the process.
Benefits:
Provides a clear picture of current processes.
Highlights inefficiencies and bottlenecks.
Facilitates communication among team members.
2. Kaizen
Kaizen is a Japanese term meaning "continuous improvement." It involves all employees at all levels working together proactively to achieve regular, incremental improvements to the manufacturing process.
Benefits:
Encourages employee involvement and ownership.
Fosters a culture of continuous improvement.
Leads to sustainable changes over time.
3. Just-In-Time (JIT)
Just-In-Time is an inventory management strategy that aligns raw-material orders with production schedules. The goal is to reduce inventory costs and improve cash flow.
Benefits:
Minimizes waste by reducing excess inventory.
Improves cash flow by decreasing storage costs.
Enhances responsiveness to customer demand.
4. 5S Methodology
The 5S methodology focuses on organizing and managing the workspace efficiently and effectively. The five steps are Sort, Set in order, Shine, Standardize, and Sustain.
Benefits:
Creates a clean and organized work environment.
Reduces time spent searching for tools and materials.
Enhances safety and productivity.
Implementing Lean Training
Successful im

1. DAY 4 LEAN 5-S, REORGANISE WORK FLOW & BASIC KANBAN 1

2. 2 Meningkatkan kemahiran amalan Pengeluaran LEAN dan kaitannya dengan Nilai Aliran Kerja , LEAN 5-S dan faedah-faedah yang bakal akan membantu mengenalpasti pembaziran dan peningkatkan produktiviti . 2. Aplikasi teknik-teknik pengasingan , penyusunan (layout), pergerakan & , penyimpanan stok , pemeriksaan , amalan penyenggaraan dan ‘standard kerja ’ untuk melancarkan operasi kerja harian ketahap yang optimum . 3. Meningkatkan pengetahuan dan amalan asas Sistem Kanban, Pull Sistem dan kesannya terhadap operasi kilang . Objektik Kursus

3. Lean Production Doing more with less inventory, efficient and skillful workforce, smooth flow of operations from one station to another , effective space and movement of material managemnt . Smooth flow of material to arrive just as it is needed Identify any type of waste or obstacles to create value products & service 3

4. Konsep & Maksud Produktiviti Tiada kecacatan pada keluaran & perkhidmatan (right at the first time) Pembaziran dapat dikurangkan Tiada ulangan proses Masa memproses dapat dipendekkan Suasana tempat kerja ke arah pencegahan Pergerakan atau operasi produk yang lancar Barangan dan perkhidmatan memenuni spek pelanggan Kawalan stok yang cekap Pengaliran maklumat yang berkesan 4

5. 5 Value Stream Mapping Definition Value Stream Mapping (VSM): Special type of ‘flow chart’ that uses symbols known as "the language of Lean" to depict and improve the flow of inventory and information .

6. Planning tool to optimize results and to eliminate waste 6 What Is Value Stream Analysis? + + = Lean Basics C urrent state VSM F uture state VSM

7. 7 Current State - Manufacturing

8. Future State – Value Stream Mapping The New Outcome from the Lean Project 8

9. Situasi Di Kilang – Causing Inefficiency Unstable moisture content in lamella or raw material Waiting for raw material Taking longer time to change the Scrapper Chain Conveyor Waiting for supplies or spare-parts Lamella get stuck in the machine several times while work in progress Time is wasted ‘to remove the offcut pieces’ which is under the Crosscut Machine Workers idling ( tak buat kerja ) because semi-finish product did not reach the next machine Repeated work - Rework & Recovery Work Work delay – eg. Drilling a hole, instead of punching a hole Machine stoppages, to remove dust or stuck panels Walking too far, to get an item or tools Taking longer time to scrap the glue from the hot plate 9

10. Situasi Di Kilang 10 Apa yang anda perhatikan dalam gambar ini ?

11. Situasi Di Kilang 11

12. Bengkel Kerja 1 - VSM Masa: 30 Minit Lukis VSM untuk produk kilang anda dan nyatakan jumlah hari yang dikehendaki dari Customer Order ke proses Penghantaran Delivery or Shipment . Dalam Kumpulan, sila kaji VSM anda telah direka dan kenalpasti semua bentuk halangan dan gangguan operasi yang sedang melewatkan kerja dan penyiapkan pesanan produk ? 12

13. Value Stream Mapping & Kanban 1. Pengoptimuman Aliran Kerja Di sesebuah kilang , Sistem Kanban memastikan pergerakan pengeluaran produk menjadi lancar . Apabila satu bahagian selesai , perlu ada satu sistem untuk ‘ memberi isyarat ‘ untuk memulakan aktiviti yang s eterusnya . Aktiviti ini boleh jadi untuk mengalih semi-finish produk atau membawa masuk material untuk menyambung kerja . Jadi, Sistem Kanban membantu mengurangkan kelewatan dan memastikan proses kerja berjalan dengan lancar . 2. Pengurusan I nventori Kanban membantu dalam menguruskan bilangan atau stok barangan yang sedang sedia digunakan , Apabila item semakin rendah , anda memesan untuk mengekalkan stok yang seimbang . 13

14. 14 Value Steam Mapping Steps Next Future State Current State Future State Original State

15. MUDA/ PEMBAZIRAN Pada tahun 1930, Dr Walter A. Shewhart telah memperkenalkan konsep kitaran PDCA yang dikenali sebagai Shewhart Cycle. Konsep tersebut telah dikembangkan selanjutnya ke negara Jepun dalam sektor pembuatan yang dikenali sebagai The Deming Wheel. Ke Arah Projek LEAN - PDCA 15

16. MUDA/ PEMBAZIRAN SEIRI/SISIH Mengasingkan barang-barang yang tidak diperlukan di tempat kerja dan membuangkannya . SEITON/SUSUN Susun barang-barang yang diperlukan dengan teratur supaya iannya mudah diambil untuk digunakan . SEISO/SAPU Bersihkan tempat kerja dengan rapi supaya tiada habuk di atas lantai , mesin dan perkakas . SEIKETSU/SERAGAM Memelihara taraf penjagaan kebersihan dan penyusunan tempat kerja yang tinggi pada setiap masa. SHITSUKE / SENTIASA AMAL Melatih pekerja mematuhi peraturan penjagaan kebersihan yang baik dengan sendirinya . Maksud 5-S 16

17. Definasi 5-S Asingkan bahan yang dikehendaki , dengan yang tidak perlu Penyusunan atau mengatur tools/ barangan secara sistematik Pembersihan , penyenggaraan dan pemeriksaan Piawaian dan sentiasa mengamalkan 3-S yang pertama Tanamkan tabiat yang baik dan membudayakan amalan sengaraan dan keselamatan tempat kerja Sisih Susun Suci Seragam Susila 17

18. MUDA/ PEMBAZIRAN Menurut Mahathir Fansuri (2018), amalan 5S boleh digunakan sebagai salah satu alat bagi mengurangkan elemen pembaziran Faedah 5-S 18

19. Definasi Seiri SEIRI membantu anda untuk Membuat Keputusan diantara peralatan / sumber yang perlu dengan yang tidak perlu . SEIRI is stratification management dealing with the root causes and application of making decision on what to do with needed and unneeded items at work place . 19

20. Seiri menuntut anda untuk membuat audit atau penilaian terperinci di Work Station ‘on what to do with needed and unneeded items’. Adalah penting untuk kita membuat keputusan di antara barangan / sumber perlu dan yang tidak perlu . ‘ Peralatan yang perlu , harus ’ di simpan secara dilokasi yang berhampiran dengan sistematik . ‘ Perkasas atau material yang tidak perlu ’, harus dibuang atau disimpan di Stor , Penekaan adalah pada kebolehan membuat keputusan , apakah yang anda ingin buat dengan barang yang perlu dan tidak perlu . Definasi SEIRI 20

21. Clutter Work Place ( Tempat Kerja BERSELERAK) Report/drawing Broken parts On Hold items Mix items Unused Tools Broken Parts Finish Goods - Inventory Sample Items Defective items Clutter is the excessive disorganized mess you don’t need in your work environment 21

22. Bengkel Kerja 2 - SEIRI Masa: 20 Minit Anda kehendaki untuk membuat Audit . Kumpulan anda harus pergi ke Work Station masing-masing dan melapor apakah ‘ barangan atau peralatan yang perlu kekal ’ dan yang ‘ tidak perlu kekal ’ ditempat kerja ? Lukis situasi saperti mana yang anda lihat secara fizikal untuk meningkatkan pemahaman ahli kumpulan lain. 22

23. Pelaksaan Seiri – Metod Klasifikasi Penggunaan bahan Yang sentiasa digunakan Item jarang diguna / item sudah lama tak diguna Keutamaan Kekerapan Penggunaan Bagaimana untuk Mengurus ? Rendah Kurang dari 1 tahun Alih , Buang, Scrap, Jual Sederhana Sekali dalam 2 – 6 bulan Sekali dalam sebulan Sekali dalam seminggu Stor ditempat yang dekat mengikut keutamaan Tinggi Sekali dalam sehari Sekali setiap jam Letak atau simpan di work station 23

24. RED TAGGING At Work Station As soon as unnecessary items are identified, it is marked with Red Tag so that anybody can see clearly what needs to be Eliminated or Removed. The use of Red Tag can be one secret to eliminate the unnecessary items faster Category 1. Equipment 7. Quasi products 2. Jigs and tools 8. Finished products 3. Measuring Instruments 9. Quasi materials 4. Materials 10. Office products 5. Parts 11. Paper, pen, etc. 6. In-process Inventory Item name Manufacturing No. Quality Units Value $ Reason Not needed 4. Scrap material Defective 5. Use known Not need soon 6. Other Disposal by: Department/Division/Section Disposal method: Discard Return Move to red-tag storage site Move to separate storage site Other Disposal complete (signature) Today’s date: Posting date: Disposal date: Red-tag file no. 24

25. RED – TAG - Treatment Method Tindakan Penerangan Dispose of Dispose of as scrap or incinerate items that are useless or unneeded for any purpose Sell Sell off to other companies items that are useless or unneeded for any purpose Return Return items to their previous owner (if the item is an unprocessed claim item from a supplier company) or to where they were previously Lend out Send to other section of the company that can use them Change location Move items to another specified storage site Apply Orderliness Return items in better order or apply Orderliness to improve storage method and then store the items 25

26. How to Seiri ? 1. Self Audit by taking photograph before & after 2.Red-Tagging all unneeded items, documents and tools 3.Classification of items and equipment based on frequency of usage . 3 Teknik Untuk Laksana SEIRI 26

27. Definasi SEITON Seiton ialah pembentukan satu sistem penyusunan , pengaturan , pengambilan pemeriksaan barangan dan dokumen secara sistematik menggunakan 7 prinsip SEITON. 27

28. SEITON – Visualize the Workflow Visualize Your Workflow Use the ‘Kanban B oard’ to map all the stages of your work process. When looking at the board, you should be able to understand how work is processed.  Start with a simple Kanban board structure and split it into a few sections that show different work stages.  This board view will give you a clear perspective on the flow of tasks and help in identifying any inefficiencies in the process. 28

29. Sistem Kanban hanya bisa berjalan bila memenuhi   4 ( empat ) syarat dasar : Pull System Sejarah Perkembangan Kanban 29

30. Kanban Board 30

31. What Are the Element In Kanban Board Kanban Cards   This is the visual representation of tasks. Each card contains information about the task and its status, such as deadline, assignee, description, etc . 2 . Kanban Columns Each column on the board represents a different stage of your workflow. The cards go through the workflow until their full completion . 3. Work-in-Progress Limits They restrict the maximum amount of tasks in the different stages of the workflow. Limiting WIP allows you to finish work items faster by helping your team focus only on current tasks . 4 . Kanban Swimlanes   These are horizontal lanes you can use to separate different activities, such as Urgent Order or Types of Product 5 . Commitment & Delivery Point A commitment marks a point in the work process where a work item is ready to be pulled into the system. And finally the point in the workflow where work items are considered finished. 31

32. Kanban Board 32

33. 1. Follow the first-in-first-out (FIFO) method for storing items. 2. Assign each item a ‘dedicated location’. 3. All items and locations should be indicated by ‘systematic labeling’. 4. Place items so that they are ‘visible to minimize search time’. 5. Place items so they can be reached, retrieve or handled easily . 6. Separate the exclusive tools from the common tools. 7. Place frequently used tools near the work station. user. 7 Prinsip SEITON 33

34. How to SEITON Your Workplace STORAGE SEITON Principle Label For SEITON Current Status Tools Material no aplpplication of FIFO Drums are kept every where Air pressure gauge No labeling Specialize tools Digital Torque Wrench Required Action Arrange tools according To size, type of job Strict application of FIFO Assign dedicated place with yellow lines Put sticker with diff. color for different function Air pressure gauge should Have propoer label Items list identified and displayed 34

35. 15- 35 Examples of Visual Control 35

36. 15- 36 Examples of Visual Control 36

37. 15- 37 Examples of Visual Control 37

38. Effective Facility Layout Workstations in close physical proximity to reduce transport & movement Streamlined flow of material Often use: Cellular Manufacturing (instead of process focus) U-shaped lines: (allows material handler to quickly drop off materials & pick up finished work) 38

39. Traditional Process Focused Layout Jumbled flows, long cycles, difficult to schedule 39

40. JIT Cellular Manufacturing Product focused cells, flexible equipment, high visibility, easy to schedule, short cycles 40

41. Bengkel Kerja 3 - SEITON Masa: 45 Minit Kenalpasti dang nyatakan apakah peluang-peluang yang ada di Work Station untuk melaksanakan prinsip-prinsip SEITON, supaya ianya dapat melancarkan lagi Work Flow, from current to future state? You need to suggest a minimum of 5 SEITON techniques to be implemented . Usual drawing on Before and After to show the application of SEITON techniques is encouraged? 41

42. Definasi SEISO SEISO adalah amalan kerja kearah pencegahan . Ianya menekankan kepada amalan pemeriksaan yang menjamin penyenggaraan tempat kerja yang sempurna . SEISO focus on preventive cleaning combined with inspection leading towards autonomous maintenance 42

43. Tujuan SEISO: Mewujudkan suasana tempat kerja yang bersih yang membolehkan untuk melakukan tugas dengan lancar . A task is only done well when you have put everything back in order or improve it. Cleaning is Inspection, and cleaning is Maintenance. The less you keep, the less you maintained. Don’t leave things in such a hopeless state that no one can hope to make a sense of them. Tujuan SEISO 43

44. Cleaning as inspection Cleaning as maintenance Develop Checklist for critical task or areas Everybody perform at the same time 5 minutes 5-S daily Effective system and target makes things happen Aplikasi SEISO 44

45. Bengkel Kerja 4 - SEISO Masa: 30 Minit Kenalpasti dang nyatakan apakah peluang-peluang yang ada di Work Station untuk melaksanakan amalan SEISO untuk mengekalkan kebersihan , keselamatan (hazard), penyenggaraan dan pemeriksaan ? Work Station atau Machine mana, memerlukan Penyemak Senarai untuk memastikan Amalan Kerja Baik dapat dilaksanakan ? 45

46. 1. Practice 5-10 minutes of Seiso daily before and after work. 2. Responsibility Map - assign an owner to each machine. 3. Responsibility Schedule combine with inspection Teknik SEISO 46

47. Definasi Seiketsu Seiketsu menekankan kepada standard kerja atau SOP yang harus menjadi amalan dan panduan kerja untuk mencapai keputusan cemerlang . 47

48. 15- 48 Inefficiency Operations 48

49. Feature to develop Tasks in queue Tasks in progress Tasks complete Feature complete When a work item is large and it takes longer than a couple days to complete and requires multiple people and processes to complete, you need to track the activities. Manage The Activities Through Kanban 49

50. 50

51. Smooth Flow Through Standardization 51

52. Standard Work Practice 52

53. Painting - lines Conduct regular audits and preventive actions Indicators Visual Management Color Management Labels, labels, labels !!!!!! Directional markings Warning colors Fire extinguisher signs Color coding Responsibility labels STANDARDIZATION 53

54. Bengkel Kerja 5 - SEIKETSU Masa: 30 Minit What are the current practices that require Standardization for better controls and efficiency? You are encourage to draw for greater visibility. 54

55. Definasi Shitsuke Shitsuke memberi penekanan kepada amalan kerja berdisplin . Ianya mensyorkan untuk memliki ‘ minda bolah melakukan ’ , percaya dengan Tindakan Diri dan Ahli Kumpulan dan berpaksikan sistem kerja yang berkesan 55

56. Teknik Amalan SHITSUKE 1. Mempunyai matlamat 5-S. 2. Ada Rancangan Tindakan. 3. Ada amalan GEMBA & Supervision 4. Amalkan “Do It Now Policy” 4. Ikut sistem 5. Jalankan audit 6. Lapor status sekarang 7. Fix the root cause 8. Emphasis on Team Member engagement Emphasis on Team Member. 7 56

57. 57 Erti Kanban Kanban card menunjukkan kuantiti produksi tertentu Diperoleh dari sistem persediaan dua keranjang (two-bin inventory system) Memelihara sistem produksi tarik Sebuah production kanban memberikan wewenang / perintah produksi Sebuah withdrawal kanban memberikan wewenang / perintah penanganan material

58. Define Kanban Kanban A signal to indicate when more parts are needed Card, empty bin, In-process Kanban on production floor Kanban System - a pull system that uses color-coded cards attached to parts or part containers to regulate the upstream production and delivery flow. 58

59. (1867 – 1929) Pendiri Toyota Group dan penemu automated loom works dimana seorang pekerja dapat menangani lusinan loom dan memberhentikan operasi bila dijumpai masalah  Jidoka , Quality on the spot . 1930. Ke Amerika untuk melihat system operasi Henry Ford. Pada saat pulang dia punya segudang ide untuk menerapkan konsep ban berjalan untuk kapasitas produksi kecil sesuai dengan kebutuhan pasar (conveyor). Pull System, Heijunka  JIT 1956. Ke Amerika untuk benchmarking ke General Motor. Namun , waktunya lebih dia habiskan untuk mempelajari sistem self service supermarket. Kaizen, Mengembangkan JIT, Pull System  Kanban Sejarah Kanban 59

60. 60 Kanban Kanban bererti “signboard – papan tanda ” Kanban adalah sebuah tanda (signal) yang digunakan untuk komunikasi produksi pada ‘ Sistem Produksi Tarik’

61. 61 Push Vs Pull System

62. Pull System 62

63. 63 Pull System

64. Pull System Pull System is a flexible and simple method of controlling/balancing the flow of resources. Produce exactly what the customer wants Minimum inventory Small lots Simplifies production scheduling and MRP Management by sight/signals The Pull takes place throughout the supply chain and facility 64

65. Benefits of a Pull System Increases employee involvement Allows decision making at appropriate levels Allows manufacture of only what is needed by customer Improves communication with customer through visual controls Provides a common system for moving material through the plant 65

66. Push System – Products are provided to the consumer based on forecasts or schedules. Build product to forecast Create excess inventory Extra Inventory costs Extra floor space Expired product Damaged product Push System 66

67. Model implementasi kanban: P-D-C-A Implimentasi Kanban 67

68. Konsep Dasar Kanban 68

69. 69 Sample Kanban Card Market Address <<Market_Address>> Kanban Number <<Kanban_Number>> Line-Side Address << Line_Side_Address >> Part Number << Part Number >> Route <<Route>> Part Description <<Part Number>> Bar Code Area Dock Code <<Dock Code>> Supplier Code <<Supplier Code >> Quantity <<Quantity>> Serial Number Comment: <<Comment>> 69

70. WC4 WC5 Perancangan sistem kanban: Implimentasi Kanban 70

71. Origin of Kanban a) Two-bin inventory system b) Kanban inventory system Reorder card Bin 1 Bin 2 Q - R Kanban R R Q = order quantity R = reorder point - demand during lead time 71

72. 15- 72 Types of Kanban Production kanban authorizes production of goods Withdrawal kanban authorizes movement of goods Kanban square a marked area designated to hold items Signal kanban a triangular kanban used to signal production at the previous workstation Material kanban used to order material in advance of a process Supplier kanban rotates between the factory and suppliers 72

73. 15- 73 Types of Kanban 73

74. 15- 74 Types of Kanban 74

75. 15- 75 Types of Kanban 75

76. Determining Number of Kanbans where N = number of kanbans or containers d = average demand over some time period L = lead time to replenish an order S = safety stock C = container size No. of Kanbans = average demand during lead time + safety stock container size N = dL + S C 76

77. Determining Number of Kanbans : Example d = 150 bottles per hour L = 30 minutes = 0.5 hours S = 0.10(150 x 0.5) = 7.5 C = 25 bottles Round up to 4 (to allow some slack) or down to 3 (to force improvement) N = = = = 3.3 kanbans or containers dL + S C (150 x 0.5) + 7.5 25 75 + 7.5 25 77

78. Improve kanban: Jika faktor pengaman telah menjadi 1,0 berarti sistem telah menjadi kondisi ideal dari JIT, karena tidak ada lagi stok pengaman Ukuran banyaknya kartu kanban tambahan yang beredar sebagai indikator perbaikan proses Implimentasi Kanban 78

79. 79 Conveyance Kanbans A conveyance kanban , or C- kanban , perintah memindahkan kontainer dari buffer pada outbound upstream ke buffer pada inbound downstream Kc = jumlah C-kanban C = total waktu antara saat pekerja melepaskan C-kanban dari sebuah kontainer penuh pada inbound buffer dan saat pekerja melepaskan C-kanban dari kontainer penuh berikutnya

80. Tahapan pada Conveyance Waktu melepaskan kanban dari full container di inbound buffer dan menempatkan kanban di Kanban Mailbox, a Waktu mengantarkan kanban dari Kanban Mailbox ke outbound buffer di upstream yang tercantum di kanban, b Waktu menempelkan kanban ke full container pada outbound buffer tersebut dan membawa kontainer ke inbound buffer di downstream, c Waktu memindahkan kontainer kosong di downstream ke upstream, d 80

81. Ringkasan Pembelajaran Topik Apakah yang anda telah pelajari daripada tajuk ini ? Tulis kandungan anda dari sudut aplikasi di tempat kerja . 81

82. Ringkasan Pembelajaran Topik Apakah yang anda telah pelajari daripada tajuk ini ? Tulis kandungan anda dari sudut aplikasi di tempat kerja . 82

83. Ringkasan Pembelajaran Topik Apakah yang anda telah pelajari daripada tajuk ini ? Tulis kandungan anda dari sudut aplikasi di tempat kerja . 83

84. 84 Assignment & Case Study

85. 85 Kepentingan Merancang & Mengatur   Amalan 5S dan aktiviti Housekeeping atau pembersihan merupakan satu program yang penting di kilang anda untuk memastikan semua tugas dapat dijalankan dengan lancar untuk penghasilan produk berkualiti dan mengawal defect produk , disamping memelihara Safe & Clean Working Environment’. Anda mempunyai 3 Vacuum Cleaner (VC) untuk menjalankan kerja-kerja pembersihan (to perform your daily housekeeping activities) di work station atau shop floor. Setiap hari pembersihan perlu dijalankan di 6 Zon or Work Station ; 1 kali sehari .   Sejak kebelakangan ini , ramai Operator, Machinist & Leader mengadu ( complaint) bahawa Vacuum Cleaner dan peralatan pembersihan tidak mencukupi untuk menjalankan kerja-kerja pembersihan . Terdapat 3 Vacuum Cleaner untuk menjalankan kerja-kerja pembersihan dikilang ini , tetapi salah satu Vacuum Cleaner telah mengalami kerosakan . Sekarang Cuma ada 2 buah Vacuum Cleaner untuk menjalankan kerja-kerja pembersihan di 6 Zon /Work Station. Originally there were 3 VCs’, but currently there are only 2 VCs’ because one of the VC is malfunction ( rosak ). Operator dan Machinist mengadu bahawa dengan hanya 2 VC, kerja-kerja pembersihan tidak dapat dijalankan dan ini boleh menyebabkan mesin dan work station kotor dan berhabuk . Ada diantara Operator dan Machinist merungut dan berkata ‘ apa kami boleh buat, yang ada cuma 2 Vacuum Cleaner, dan salah satunya sudah rosak , dan ini mengganggu Work Station atau Shop Floor dari menjalankan aktiviti 5S. Untuk memastikan penggunaan Vacuum Cleaner setiap hari , ada di antara Operator selepas menggunakannya Vaccume Cleaner, akan menyembunyikannya untuk kegunaan hari esok atau hari yang berikutnya . Ini merumitkan lagi kerja-kerja pembersihan di Work Station yang lain kerana Vacuum Cleaner tidak dapat dikesan dan rumit untuk mendapatkannya . Banyak masa terbuang untuk mencari dimana Operator menyembunyikan Vacuum Cleaner untuk kegunaan orang lain. Keadaan ini juga menyebabkan banyak masa produktif Operator dan Machinist terbuang dan kerja-kerja pembersihan tertangguh atau gagamengganggu proses untuk melakukan kerja-kerja pembersihan mengikut Jadual .   Secara proaktif , tanpa membuat sebarang pembelian baru , fikirkan sekurang-kurangnya 6 cara-cara yang berkesan untuk memastikan tugas-tugas permbersihan masih dapat dijalankan secara berterusan untuk mencapai matlamat 5S dengan sumber yang sedia ada ?   Perbincangan Kumpulan Masa: 25 minit     Beri 6 cadangan untuk mengatasi isu yang dihadap oleh syarikat ini untuk memastikan k erja-kerja pembersihan masih dapat dijalankan dengan lancar ? Jawapan kumpulan perlulah dinyatakan secara terperinci . Sekiranya kumpulan anda menyebut bahawa perlunya Jadual untuk kegunaan VC, maka Jadual tersebut perlu ditunjukkan dalam jawapan .

86. 86