Progressive Lean Sort and Shine: Part 4
OK, you have team leaders and they've been trained. It's time to get started with the actual sorting and shining.
Here's the basic approach: The manufacturing operations is going to be "divided up" in to areas. Each area should have a team leader. (Areas might further be divided into several locations .) A "Sort and Shine Schedule" is developed. The Sort and Shine Schedule indicates the days and times when operators will devote themselves to sorting and shining. You keep at the schedule until all areas are sorted and shined.
Now, let's go into a bit of detail.
Areas and Locations
In general, an area is the territory a team leader is responsible for. A location is a logical smaller space within an area. A present client has areas that each include several manufacturing lines. Each area is coordinated by a team leader. Within those areas, each line is considered a location. In another operation at the same client, there are manufacturing cells, each with a team leader. In this case, each cell is considered an area and each machine within a cell is considered a location. At that same client, the tool room as a whole is an area. It's divided into about ten locations; each of those locations has one or two machines, or a group of storage units. The idea is that sort and shine is carried out at each location until the entire area is completed.
Schedule
You must have a schedule. If you simply tell team leaders to go sort and shine as they and their teams get time...it simply won't happen. You must have a definitive, clear, posted schedule that shows the specific days and times when teams will stop what they are doing...let me repeat that: STOP WHAT THEY ARE DOING...to sort and shine. You can have a central schedule that applies to all areas or different schedules for each area. The schedule can provide for frequent short periods of time (e.g., every Monday and Wednesday from 2pm to 3pm) or longer periods of time less frequently (e.g., first and third Tuesday of the month from 6am to 12pm). But the schedule must have days and times and it must be posted. Then you have to keep track of the teams' performance against their schedules.
You can't overestimate the importance of the schedule. Sort and shine simply won't happen without it. (You'll find it's difficult enough to get it completed with a schedule.)
Here's the basic approach: The manufacturing operations is going to be "divided up" in to areas. Each area should have a team leader. (Areas might further be divided into several locations .) A "Sort and Shine Schedule" is developed. The Sort and Shine Schedule indicates the days and times when operators will devote themselves to sorting and shining. You keep at the schedule until all areas are sorted and shined.
Now, let's go into a bit of detail.
Areas and Locations
In general, an area is the territory a team leader is responsible for. A location is a logical smaller space within an area. A present client has areas that each include several manufacturing lines. Each area is coordinated by a team leader. Within those areas, each line is considered a location. In another operation at the same client, there are manufacturing cells, each with a team leader. In this case, each cell is considered an area and each machine within a cell is considered a location. At that same client, the tool room as a whole is an area. It's divided into about ten locations; each of those locations has one or two machines, or a group of storage units. The idea is that sort and shine is carried out at each location until the entire area is completed.
Schedule
You must have a schedule. If you simply tell team leaders to go sort and shine as they and their teams get time...it simply won't happen. You must have a definitive, clear, posted schedule that shows the specific days and times when teams will stop what they are doing...let me repeat that: STOP WHAT THEY ARE DOING...to sort and shine. You can have a central schedule that applies to all areas or different schedules for each area. The schedule can provide for frequent short periods of time (e.g., every Monday and Wednesday from 2pm to 3pm) or longer periods of time less frequently (e.g., first and third Tuesday of the month from 6am to 12pm). But the schedule must have days and times and it must be posted. Then you have to keep track of the teams' performance against their schedules.
You can't overestimate the importance of the schedule. Sort and shine simply won't happen without it. (You'll find it's difficult enough to get it completed with a schedule.)
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