The physical organization and layout of the factory should support the concept of a “lean“ factory organization. A cell concept should be used to organize production. Cells are ideally organized by product. Fabrication operations are organized into cells based on group technology or parts families concepts. All personnel, equipment, material, processes & resources required for every cell’s production are part of the cell. Sometimes, cells are grouped into business units to which the needed support resources and people needed for production are assigned for efficiency. Cells or business units operate as “factories in a factory.” Cells are arranged for efficient flow of products and work-in-process. Production flow, status and problems should be clear and apparent to the casual observer. Manufacturing operations within cells have been optimized to minimize wasted time and effort. Cell design puts material, tools, and equipment for the comfort and ease of use by the cell’s operators. Each cell has good physical facilities for communications, e.g., meeting areas and communications boards.
2.1 Factory Organization
The factory is ideally organized into cells by product. Fabrication operations may be based on group technology or parts family concepts. Business Units are used to organize cells when it is most efficient to share resources between co-located or common cells.
2.2 Flow Between Cells
Each cell has clear, visible work flow, and input & output areas within cells. Cells should have efficient and clear hand off from one cell to another. Feeder cells are located close to consumer cells minimizing product travel distances.
2.3 Internal Cell Optimization
Internal cell layout provides efficient flow with short flow distances and processes at point of use. Manufacturing operations within the cell have been optimized to minimize wasted time and effort. Cell design places material, tools, and equipment for the comfort and ease of use by cell operators. Ineffective, obsolete, or unreliable equipment has been replaced. Material or work- in-process does not leave cell for any processing except, possibly for environmentally sensitive processes.
2.4 Physical Resources
All assets required to produce the product are controlled by the cell/business unit. All equipment, material, processes, and other resources required for every cell’s production and day to day activities are part of the cell/business unit, including the co-location of support personnel.
Vision: The physical organization and layout of the factory should support the concept of a “lean“ factory organization. Production flow, status and problems should be clear and apparent to the casual observer. Manufacturing operations within cells have been optimized to minimize wasted time and effort.
2.1 Factory Organization
The factory is ideally organized into cells by product. Fabrication operations may be based on group technology or parts family concepts.
Less than 25% of factory organized product.
25 - 49% of factory.
50 - 74% of factory.
75 - 89% of factory.
Over 90% of factory.
2.2 Flow Between Product Cells
Each cell has clear, visible work flow, and input & output areas within cells.
Less than 25% of factory has clear & well defined input/output areas.
25 - 49% of factory.
50 - 74% of factory.
75 - 89% of factory.
Over 90% of factory.
2.3 Internal Cell Optimization
Manufacturing operations within the cell have been optimized to minimize wasted time and effort.
Less than 25% of factory has been optimized.
25 - 49% of factory.
50 - 74% of factory.
75 - 89% of factory.
Over 90% of factory.
2.4 Physical Resources
All assets required to produce the product are controlled by the cell/business unit.
Less than 25% of assets required to produce the product are controlled with in the cell or applicable business unit.
25 - 49% of assets.
50 - 74% of assets.
75 - 89% of assets.
Over 90% of assets.
2.5 Production Status / Communications
2.5.1 External Communication of Production Status
Production flow, status, and problems are clear and apparent to the casual observer.
Less than 25% of factory has clear production flow, status, and problem visibility.
25 - 49% of factory.
50 - 74% of factory.
75 - 89% of factory.
Over 90% of factory.
2.5.2 Internal Communication of Production Status
Data for cell operations is available for all team members.Each cell and business unit has good physical facilities for communications (meeting areas, boards, etc.).
Less than 25% of the factory has data availability and good facilities for communications.
25 - 49% of the factory.
50 - 74% of the factory.
75 - 89% of the factory.
Over 90% of the factory.
Section / Term
Definition
2.6 5S
The 5S methods are the key to a quality work environment. The underlying principle is a place for everything and everything in its place, clean and ready for use (Score using Levels of Excellence Sheet).
2.6 5S Levels of Excellence
SORTING
SIMPLIFYING
SWEEPING
STANDARDIZING
SELF-DISCIPLINE
Level 5
Focus on Prevention
Employees are continually seeking improvement opportunities.
A dependable, documented method has been developed to provide continual evaluation, and a process is in place to implement improvements.
Area employees have devised a dependable, documented method of preventative cleaning and maintenance.
Everyone is continually seeking the elimination of waste with changes documented and information shared.
There is a general appearance of a confident understanding of, and adherence to, the 5S principles.
Level 4
Focus on Consistency
A dependable, documented method has been established to keep the work area free of unnecessary items.
A dependable, documented method has been established to recognize in a visual sweep if items are out of place or exceed quantity limits.
5S agreements are understood and practiced continually.
Substantial process documentation is available and followed.
Follow-through with 5S agreements and safety practices is evident.
Level 3
Make it Visual
Unnecessary items have been removed from the workplace.
Designated locations are marked to make organization more visible.
Work/break areas and machinery are cleaned on a daily basis. Visual controls have been established and marked.
Working environment changes are being documented. Visual control agreements for labeling and quantity levels established.
5S agreements and safety practices have been developed and are utilized.
Level 2
Focus on Basics
Necessary and unnecessary items are separated.
A designated location has been established for items.
Work/break areas are cleaned on a regular scheduled basis. Key items to check have been identified.
Methods are being improved, but changes haven’t been documented.
A recognizable effort has been made to improve the condition of the workplace.
Level 1
Just Beginning
Needed and not needed items are mixed throughout the workplace.
Items are randomly located throughout the workplace.
Work place areas are dirty, disorganized and key items are not marked or identified.
Work place methods are not consistently followed and are undocumented.
Workplace checks are randomly performed and there is no visual measurement of 5S performance.
