5S

Department of Corrections - Organized workplace medical records

Improved the medical records process at the male offender intake prison Washington Corrections Center

WCC went from receiving 75 reports of quality issues down to 6 in a three month period.

The quality issues included missing overflow medical record volumes, and missing history, physical or problem sheets from medical records.

2014 article:

https://www.results.wa.gov/sites/default/files/LeanReportsJuly-Dec2014/DOC%20WCC%20Medical%20Records%20June-December%202014%20Lean%20Improvement%20Project1%201.13%2015.pdf

Dept of Corrections - Org workplace medical records.jpg

ways to start 5S and implement Lean in a job shop environment

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“I recall you inquired about ways to start 5S and implement Lean in a job shop environment.”

– email excerpt I recently sent that may help some others on this who are also looking for more of the ‘how to’

For 5S:

  • You can find a lot online and many books may provide a good guide; where in your facility you start may provide additional leverage. 

  • I prefer to let problems determine the counter measures, so perhaps you have a problem this can potentially address. Initially focusing on this 1 spot that would make the biggest difference to help people experience benefit. You’re probably familiar with the 5 steps – Sustain seems to be the one most people do not ensure, so Sustain may be the one to place more emphasis on regularly after.

  • Communicate with everyone what’s being done & why. There’s a typical 15% productivity improvement from a #5S rapid improvement event the operators in that area will experience. We had an operator who was quite pleased because they didn’t need to search the shop for their tools.

  • Once you’ve done this, look for the next area. Once you have a few done, you may want to have a similar system to your Job Instruction where different people support each other on progressing areas and it’s visible to all. I like my employees to have friendly reviews of each others areas. We also have a map up of each area in the plant to clarify zones, however you might not need this.

  • John in the tool room is actually a great example - even if not through the 5S steps – of how much easier work can be through organization;

  • I can provide examples from several different plants I’ve done if it helps

  • also read Getting at the Larger Purpose of 5S by Karl Ohaus here: http://www.lean-transform.com/articles-by-our-partners/getting-at-the-larger-purpose-of-5s

Implementing Lean in a Job Shop

  • Every job regardless of quantity has repeatable processes, they just might be more broad. For instance, you still receive an order, order material, receive it, setup a machine, do the work, and ship it. Even if it’s a single piece order.

  • Always being set up, and preparation for each new job for quick turn around may enable time based competition; you’ve already started quick changeover which is a big part of this, and 5S will help reduce search times.

  • You can look for commonalities in parts or setups; you may want to look into how Procedure Quantity Analysis helps you route product. I would do both

  • Pay attention to whether the most common problems are due to materials; supplier relationships can play a big part if you are experiencing external delays regularly; this may show up through value stream mapping or some other method of tracking defects in your process.

  • For us it is missing information: 49% of all problems are due to missing information, initially in the sales process and if it isn’t available up front it triggers 2-3 problems due to the same missing information (plus associated rework increasing lead times to customers)

  • I have yet to see a job shop where it cannot be applied

I hope this helps; curious how things are going; and feel free to reach out anytime

Best,

Ryan Cartier