Shojinka

Constantly improving the amount of workers in a production cell to match the volume of demand and type which has been given to the unit requires that training is provided to every worker in various process steps. The layout of the work cell is done in a circular or U-shaped layout, where the number of operators performing can vary and be adjusted. The capacity and ability to have an adjustable manufacturing process is relevant to meet the demand profile and have a sustainable growth.

Ever thought if there was a particular way through which you can use less manpower but produce more? Needless to say, there is a way through which you can do this: Maximizing the output while simultaneously minimizing the input is a business 101 idea and theory that we carry with us since inception, and strive hard to completely tackle for the whole of our careers.

There certainly is a way through where you can do more with less, and that way is known as Shojinka. It is also referred to as "flexible staffing" or "flexible manufacturing." Shojinka is again a Japanese term, and it was born from the lean manufacturing principles of Toyota. There is no denying that the idea of "flexible staffing" has proven to be the best performer in lean theory.

So what can be understood as Shojinka

Primarily, Shojinka is defined by two elements. The first one is the operators are trained on several workstations and following a qualification matrix. The second one is the layout for the work cell, of cause preferable in a U-Shape layout rather than a straight old fashioned line, but this has to be discussed in all cases separately.

Let’S have a look on the Pros and Cons of Shojinka

Pros

Flexible staffing, as its name suggests, has the biggest advantage in that the staff is flexible. This means that the operators have been provided with training in almost every part of the production following the qualification matrix.

This will enable them to work in areas of production where there is more demand or will allow them to switch quickly as the demand changes. Unlike a highly specialized working environment or fixed linear manufacturing, flexible staffing allows you to keep your efficiency high under every type of manufacturing demand, rather than an ideal pre-determined set. In addition to this, Shojinka also provides an opportunity for operators to work on improving products or on the various side whenever the demand falls all across the board. It will not only enable your staff or the operators to become more effective and efficient at changing levels of demand, but it will also allow them to swap between these specific levels on a shop floor that has been properly and correctly set up.

The inputs and the final outcomes are kept on the identical and corresponding sides of the work cell due to the U-shaped manufacturing line, which ultimately helps your organization of logistics and transportation. Furthermore, it also enables the operators to move conveniently between the first process step and the final process step on an assembly line without the need to walk its whole or complete length.

Cons

As soon as it has been implemented and applied, there are almost no cons to the Shojinka assembly line.

But to start off implementing flexible staffing you need to clear of some major obstacles to get started. If not already implement you have to install a training matrix and train your operators accordingly, to get them qualified to handle all aspects of your operation. Undoubtedly, it may require you to make some investment upfront.

Simultaneously with the training of your operators you will need to standardize every process step in your production. By doing so you will reduce the amount of training and therefore qualification needed in order to fulfill the requirements for the single process steps, as they are broken down to the simplest operation.

Clear and simple “Standard Operation Instructions“ (SOI) will be required to explain the operation and guide operators through the qualification and later performing the process step. By this due to variation of operators in a assembly cell they can get fast into new work requirements. In addition the supervisor can always react faster as the standard process is always described and if deviation occurs the cause is faster detected and eliminated.

So the cons can be wrapped up as investments upfront. Paying all of the expenses at the initial stages for the purpose of integrating and incorporating Shojinka will prove to be worthwhile in the end. There is no denying that your workforce will ultimately become significantly streamlined and that Takt Time of goods will be flexible to the max.

Hansei

The Japanese term of Hansei has the meaning to acknowledge your own mistake(s) and to strive for improvement. The term describes your personal ability of reflection and will to do better.

Hansei plays a big role when thinking about the continuous improvement process and specially the part of looking back and reflect of what could have gone better or where you as person did come short and have a potential lesson.

At Toyota, Hansei is a fixed part of their production system. The Hansei Assessment is held to have a deep review or personal reflection. Typically these assessments are conducted during milestones or at the end of a project during the lessons learned part. The results are communicated to the whole organization so that all can profit from the knowledge gained from this process. By this you will support your complete organization from repeating mistakes or even improve existing standards in order to prevent this from happening again.

You see Hansei can be seen as a crucial part of the organizational development and as heavy weight components for the continuous improvement process, KAIZEN activities and standardized work, as in the end it is up to humans to run your organization and we all make mistakes we can learn from.

In a Hansei assessment you have 4 Elements to analyze and the questions to find an answer.

Hansei Assessment

Kamishibai Board

The Kamishibai Board is part of the visual management in Lean Management that supports you on managing recurring tasks in a way that the status of each task is clearly recognizable by everyone in your organization.

The tasks are listed by their frequency and the responsible persons. The design of the cards can vary, but typically T-Cards are used as the handling is quite easy. These cards contain on both sides the information of each task. One side of the card is red the other one green. RED: to do, GREEN: done. So the color is indicating the status of each task.

By using these two color coded cards everybody in the organization will recognize if all activities are on track or if there is a backlog ahead on performing daily, weekly or monthly activities.

Example Kamishibai Board - weekly tasks with assigned persons

Kamishibai is a Japanese term, to bring it in operations terms it can be understood as mini-audits. The Kamishibai is a great starting point for Gemba Walks mainly in the admin area of your organization but can also be utilized in the service and maintenance department. It also supports 5S activities and assists in checking the continuous improvement actions on checking on standards and improvements during regular meet ups.

The Kamishibai approach has different sections. E.g. a simple planning board with T-cards with a red and a green side, a list of person in charge and a 3C list. The 3C list thereby describes the Concern, defines the Cause and lists the Countermeasures, find a free template (in flip chart format) here.

The planning section has the tasks tank, on the far left side all tasks are stored in holders (T-Cards) or e.g. magnetic cards that are also green on the one and red on the other side. One section further to the right you can implement a matrix with responsible person for each row and all weekdays as column. By this you can easily assign tasks.

Between the organizational and the problem solving part there should be space for the escalation or support needed tasks. It might happen that an assignee is not able to fulfill a task as he/she is in the need of information or active support from a different level or department.

To sum it up. The benefits of the Kamishibai methodology is mainly the visualization part. It gives clear structure and is understandable at first sight. With the Kamishibai you are able to perform so called “mini-audits” on a regular basis that helps you driving the continuous improvement process in your organization and supports you on performing effective Gemba Walks. Instead of heaving some chit chats you can bring information straight to the point and address any issues fast.

You can use the Kamishibai methodology for all kinds of work areas in your organization, e.g. you have control indicators for methods, processes, documents, standards and much more. In the end the Kamishibai helps you to keep the routine of defined standard work procedures as results of KAIZEN activities. If it works congrats, if not congrats - you found something that can be improved.

Implementation of 5S

If you want the short version just go here. Otherwise we will deep dive in this article on how to implement the 5S methodology in your organization. We will simply follow the 5 Steps and explain the topics.

1st S SEIRI = Sort out all unnecessary objects

• Unnecessary objects are all objects that are not needed for the current manufacturing processes (production, logistics, quality, and administration, etc.), that means, defective parts, unused material, material that has been written-off, all spare parts, non-utilized tables and so on

• Determine in advance, what is truly needed. This is helpful when dealing with statements such as: “That still can be used“, “That should be useful for something,“ etc.

• Remove all redundant objects or at least visually mark them so that everybody is aware that they are to be disposed of

• Unused objects should be concentrated in one marked closed area. The decision about those that can not be immediately liquidated, as whether to dispose of them, should be made by the person responsible within 2 weeks

Target: At the workplace are only objects essential for the current work in progress.

Red Tag Campaign

• Ask three questions for each separate object:

  • Is this object useful?

  • How many of these objects do we need?

  • Where should this object be stored?

• Don‘t support others in searching for excuses. Be fair – mark objects that should be removed in all divisions of the company

• Don‘t compromise! When in doubt - the rule applies: Get rid of it!

• If there are suggestions for improvement of the current manufacturing process, it is possible to “red tag“ even objects still in use

• Make sure that everybody understands what should be marked and why

Course of action and rules for the “Red Tag Campaign”

• Write on the tag why the marked object is not needed (Example: Surplus packing boxes; parts stored in boxes are not used any more)

• Contact Information about the person who made the decision that the object is superfluous (name and department)

• The person responsible for the object will be informed and their name will be entered on the “Red Tag”, and along with the agreed-upon date of removal (maximum 3 days), the action should be recorded (Example: The employee who recognized that the boxes are not used anymore, will inform the warehouse attendant and will appeal to him to verify if they are really not of use anymore. If it will be discovered that the object is still in use, the “Red Tag” will be removed. (For instance: The warehouse manager finds out that the boxes will be used to store other parts very soon)

• If the object will be classified among the superfluous, it must be removed within three days by the person who has the responsibility for this area. (For instance: Redundant storage boxes - person responsible for the warehouse). Afterwards the “Red Tag” can be liquidated

• Objects can be “Red Tagged” only in working areas of ones responsibility. The Shift Leader can issue “Red Tags” in the entire area they are responsible for

The “Red Tag” will be filled out by hand and attached to the unwanted object.

Examples of unwanted objects:

1 Defective products

• Faulty parts

• Rejects

2 Unnecessary objects

• Unused empty packaging

• Personal objects (on undefined places)

• Unneeded assembly sets

• Unused material (remaining bundles)

• Unused tools, auxiliary and production material

• Inventory no longer being used

• Surplus of manufactured components

2nd S SEITON = Clean-up and correct arrangement of needed objects

• After the removal of all unnecessary objects, remove all uncleanness, as new organization of areas for laying down objects or their storage can start only after everything is clean

• Each machine and each tool must have its designated place.

• Thoroughly deliberate about where you will store material, tools, and equipment

• Use colored markings (for instance stickers) to designate areas, cabinets, shelves, cupboards with shelves, important places, direction of work procedures, etc.

• With each object ask three key questions: Where? What? How many?

• Permanent storage of objects in

Targets:

• A place for each object and each object in its place

• Visual control and expedient detection of deviations

• Proper storage of all needed objects in the right place. These objects can then be found and used whenever needed

• Every thing has its own place and after its use is always returned to its place!

Think about color markings on the floor e.g.:

• Yellow = transportation zone

• White = raw material

• Green = finished goods

• Red = closed area/NOK parts

3rd S SEISO = Keeping the workplace tidy so as to achieve the already established standards through 5S

The purpose of the cleaning action is to remove all contamination from the workplace and to maintain it in order.

• For this purpose a cleaning schedule will be formulated that will determine what is to be cleaned, with what, and by whom

• If you discover any shortcomings or abnormalities during the cleaning process – mark them down

• All employees of the workplace / work area will participate in the cleaning process

• Keep records of the cleaning process, display visually “Red Tags,” as well as the clean-up time schedule of your workplace. Display results

• Define responsibilities with consideration even to the smallest work sections

• Be effective. Even a five-minute cleansing action can achieve a lot

Targets:

• Cleaner and safer workplace

• Achieving the already established standards

Cleanliness

• Cleanliness at the workplace must be observed, because a clean workplace is essential towards quality and safety at work

• If the workplace is not dirty it is not necessary to clean it

• Any kind of uncleanness and any kind of untidiness will be visible thanks to the initiation of a regular cleaning process – for instance, dusting, sweeping, and waste disposal

• Continuous usage of equipment

• Removal of all uncleanness and untidiness

• Prevention of working accidents

• Cleanliness means controlling, which implies that when cleaning a certain workplace, also check the state of the machinery, equipment, and working conditions

4th S SEIKETSU – Establishing regulations for work standards

SEIKETSU has the greatest importance of all 5S Steps.

• With this 5S Step the main focus is on three aspects:

1. No unnecessary objects

2. No messiness and

3. No uncleanliness

• Visual control is the first step towards discipline. The ideal workplace is that with which any eventual problems can be detected at first glance – any corrective measures can be immediately implemented

• Use control lists to control the 5S standard and to identify deviations from the defined 5S standards

• Conduct 5S audits with consideration to the situation on the individual work place. Attempt to identify deviations from the 5S standards

• Ask yourself “follow-up questions”, as for instance: Has the mess been cleaned up immediately? Is it clear who is supposed to do the job? Can the clean-up be done quickly? - and others

Targets:

• Securing the adherence to the 5S Standards

• Increasing the team responsibility on the work place

• Schedule of everyday clean-up

5th S SHITSUKE – Adherence to the Work standards and continuous improvement

• Discipline, namely, adherence to work standards is basically a question of personal attitude. For it to be easier, various teaching aids are used, e.g. Courses of the 5S Basics

• Use photographs, single-topic lectures, video-programs and presentations

• Constructive criticism is the foundation for proper 5S training

• Take pictures to document the status quo before and after

• The Team Leader functions as an example to the team. During his work he should focus on the goals of 5S, he should strive for a continuous improvement of quality and in this direction aim his training activity also

• Define together the measures for improvement and how to realize them.

• Regulations are better than criticism and a system is better than regulations

Targets:

• Promotion of this know-how in the entire company from top-to-bottom

• Well-organized work places that require only the minimum attention

Kaizen Manager

Kaizen Manager (Change Agents)

Kaizen Mangers are the people in your organization who initiate changes within your organization or support departments on the path along the continuous improvement process (CIP).

Change Agents are the key players in your organization to integrate new processes or improvement actions and simultaneously stabilize departments throughout a change or transformation process.

When talking about a Kaizen Manager or Change Agent he/she has the following duties with the support of the Change Leader:

• Support the change process by defining the program, participants, selecting suitable processes and defining the targeted state

• Set individual targets for responsible/affected persons

• Support responsible persons for each individual improvement process through coaching or scheduling exchange rounds with other key players. (To stay on track)

• Support the onboarding process for new people to the program

• Support on the transformation process from learning to actually doing

• Coordinate and support further expansion within departments

• Support on the transformation process of organizational culture

• Challenge status quo with fundamental questions on existing procedures

• Work closely with the heads of departments to anchor the new improvement culture across the complete organization

What ever it takes, it has to be clear that a sustainable change culture can only be established if all of your mid and top mgmt. themselves drive the integration of all their direct reports. The Kaizen Manager is the pure supportive function in the role of an internal consultant to guide the process.

Makigami

The Japanese term Makigami is developed out of two. First the MAKI (yeah like the Sushi) meaning roll or rolled and KAMI meaning paper. Before you go wild, in the word combination you write kami with “g”. So the question that rises is: What you do with a rolled paper? You use the Makigami to draw and redesign administrative processes. Like with all Lean or Opex activities, once the process is visualized with the help of a Makigami “value-adding” and “non-value adding” activities are marked. On the bottom of the Makigami you will find a time axis which shows the operating time and the pure value adding time.

With the help of the Makigami process analysis, the process is always viewed from the perspective of the process itself, never from the perspective of the employees. This has to be clear also for the waste attack activities in the process. With the Mantra of OPEX: the central question that must be brutaly honest answered: Is the customer willing to pay for this process step/activity? Is this what you are doing adding value to the final product or service?

After you recorded the current state of your process you start to redesign it by asking yourself permanent the following question:

What should the ideal process look like?

Take your planned future development and corporate vision into account to make sure you are not running in the wrong direction.

QRQC

Quick Response Quality Control

The QRQC can bee seen seen as a general management attitude to solve any kind of problem at the place where it occurs. Closely related to Gemba Walks. With QRQC the main focus relies on the so called “Three Reals”. The three reals aims to guide you firstly to think about the real place and real time (Gemba - or originally “gen-ba”), the real part (“gen-butsu”) and to have a focus on the reality (“gen-jitsu”)

Having a functioning QRQC systematic installed supports the greater target of smooth production by:

• Decrease of Cost for Quality

• Decrease of Scrap Rate

• Decrease Cost of Product

• Less line Stops

• Quick Response on customer Quality Claims

• Increasing the Quality Level in general

• Increasing the turnover of inventory

• Increase of throughput

As with all Lean or Operational Excellence activities you will need the support of coaches and management level. Implementing a standardized procedure on how to react on customer claims and internal failure rates needs C-Level support to promote and to walk the talk. The baseline of problem solving is and always will be the discipline to follow the complete structure and process of standardized problem solving.

Important as the problem solving itself, is in the end the transparency and promotion of solutions as well as clear communication and sharing of the gained knowledge through Shop Floor QRQC initiatives to be seen by the whole organization. Best way to do so is visualizing important information of the closed issues, such on Shop Floor Boards or at work stations themself.

Andon

Andon is a crucial part for the visual management on the shop floor that gives a signal that indicates if and where there is a problem. Typically indicated with a traffic light signal red = failure mode, yellow = non-conforming performance and green = normal operation mode.

The methodology of Andon as part of the shop floor management, is to show the current operating status of a machine or a production line in a way that everyone can see and understand it immediately. As typically in Lean Terms Andon comes from the Japanese language and means paper lamp or just lamp.

Going along the Andon-Systematic there is to mention the Andon-Cords. The cords are used by operators to activate the lamps by either tear the cord or more likely nowadays pressing the corresponding buttons, which are attached above the production line and are easily accessible for the operators hanging downwards or as button attached at the work station.

If a non-conforming condition occurs, the yellow Andon signal initiates the support so that the problem that has occurred can be remedied immediately with additional supportive functions, such as maintenance. In worst case it is also possible to stop the complete production (red signal) until the problem has been solved or at least suitable countermeasures are in place.

An Andon has three main functions:

1. Visualization of the operating status of a machine/assembly line

2. Possibility for the operator to report an non-conforming condition and escalate it using a defined escalation process

3. Production or belt stop, so that no non-conforming products or components are passed on to the next process step

Old fashion Andon Board

The clear display of the operating states of several workstations was used quite early in the development of the Andon systems. The godfather of the TPS, Taiichi Ohno once described it as followed: "When one looks up, the andon (the line stop indication board) comes into view, showing the location and nature of trouble situations at a glance."

In the course of time, the Andon board has increasingly developed into an information board for all employees involved in the process. They display status information regarding the current situation in production, such as the number of units produced per day or per hour, the degree of delivery reliability to the customer or the cumulated amount of backlog. In this way, all process participants are aware of the current situation and can act accordingly.

Andon Boards nowadays

OCT

The Operator Cycle Time is the time an operator needs to fulfill a dedicated process step, including loading and unloading but excluding waiting time.

The Operator Cycle Time is measured from when the operator starts his/her process and is stopped when he/she is ready for the next workpiece (no matter if it’s there or not). Yes I said that the OCT is exclusive waiting time, but not exclusive the waiting time within the process itself. That means if the operator is waiting for a machine, he/she loaded, to finish the operation and unload the workpiece, this waiting time will be included in the OCT.

Most of the time OCT can be seen as the same as “cycle time”. The main difference comes from the waiting time an operator has, while a machine is running a process and the operator him-/herself would be ready for the next piece. This means in the end the OCT is always shorter as the CT. Going even further this means that the OCT can be shortened when installing a HANEDASHI device that autounloads the workpiece after the operation.

As with all lean management activities and targeted increase on productivity and flexibility time is on focus. But make sure to understand the process first, before running improvement actions you have to know what to improve.

OTED

OTED - One touch exchange of a die

Really closely related to SMED - OTED means that changeovers are reduced so that they can be performed in a single step (one touch). It is slightly different to SMED but more difficult to implement.

Depending on your field of industry the defined times to perform a changeovers varies between 1.5 and 1 minute.

To run OTED successfully following actions are required upfront:

• Reduction of adjustments needed down to zero

• No fastening with screws needed

• 100% positive locking between die and tool carrier

• Proper fitting methods

• Separation between tooling and function

The target is simply explained: The exchange of a die is done with one single motion.

When having a look at the development of improving changeovers the first step is to implement the single-minute exchange of a die (SMED). SMED helps you in the beginning to figure out how to perform the changeover with less motion. OTED is then the high level of changeovers. As mentioned as SMED can be also understood as single digit exchange of a die, yes this means everything under 10 minutes is SMED, OTED stands for the ultimate target. Through continuous improvement actions on SMED you are striving to reach the state of being able to exchange tooling in the takt of your line with one single motion.

In the end with OTED you have to deal like with all the other Lean Tools, don’t just apply it to be cool and “lean”. If it doesn’t make sense for your operation or process don’t do it. But when you decide to strive for OTED and you and your team are convinced by the promised improvements , make sure to understand the process flow first then take action.