Professional Documents
Culture Documents
5 S Program
5S is an in-house organization
Key 1: Sort (Organization) To distinguish between what is needed and what is not.
Eliminating all forms of dirt Finding ways to keep the workplace clean Adopting cleaning as a form of inspection Making cleaning part of everyday work
Executive Overview
Knowledge Breakthrough
Tools Workbook
Lecture notes
Session 1.0 Session 2.0 Session 3.0 Element 3.1 Element 3.1.1 Element 3.2
Introduction..... 3 Waste Management .. 14 5S Implementation. 20 Systematic Organization... 31 Red Tag System. 47 Sorting Visual Placement.. 33
Element 3.2.1 Visual Sign System.. 66 Element 3.2.2 Visual Color System... 76 Element 3.3 Element 3.4 Scrubbing Clean. 40 Standardizing Control... 45
Element 3.5
What is 5S ?
An essential step required for Waste Elimination
Systematic Organization Seiri Orderliness Seiton Cleanliness Seiso Cleanup Cleanup Seiketsu Seiketsu
Standardization/Perseverance
Shitsuke
Customer Expectations
Improved Safety
Reduced costs
Consistent Deliveries
Standardizing Control
Self-Discipline-
Control
Sorting Visual Placement Scrubbing clean
Systematic Systematic Organization- Identifying what items are required and which are not.
Standardizing ControlMaintain and continually improve the previous improvements. Sorting Visual PlacementItems should be easily retrievable, easy to get, and visual-easy to see. Scrubbing Clean-Keep the area free from debris, dirt, oil, items not needed.
Cp/Cpk 4 Process capability assessment DOE 4 Design of experiments SPC 4 Process control based on statistics and data analysis FMEA 4 Risk assessment tool Regression 4 Correlate effect one variable has on another Process Map 4 4 4 Map process steps to communicate and identify opportunities 5 whys /2 hows 4 4 4 Determination methods for root cause discovery Pareto 4 4 4 Column chart ranking items highest to lowest Fishbone 4 4 4 Cause / Effect Diagram 5S 4 4 Elimination waste Visual Mgmt 4 4 4 Emphasis on visual techniques to manage process Poka-Yoke 4 4 Error proofing techniques Spagetti Chart 4 4 Kanban 4 4 Material storage technique used to control process Takt Time 4 4 Determine pace or beat of a process Std Work 4 4 Evaluate tasks done during a process SMED 4 4 Single minute exchange of dies - Quick machine set up TPM 4 Integrate maintenance strategy with process Cellular Flow 4 Reduce inventory & cycle time thru process layout and pull production techniques
6 Sigma Disciplined Methodology Technical Approach (Quantitative) Data Driven - Statistical Customer Focus Reduce Variation Focus on Large Impact Larger/Longer Projects
Kaizen Philosophical Approach Common Sense Approach (Qualitative) Data Driven - Observation Operational Focus Waste Elimination 5S Incremental Change Smaller/Shorter Projects
Comparative Analysis
6s
Measure - Data Collection - Determine Process Potential / Goals
Improvement Methodologies Similar in Structure Improvements measured against established process Team oriented Similar improvement tools Measure effectiveness of improvements Maintain new performance level Standardize & Proceduralize
Kaizen/Lean
Evaluate - Baseline Process Performance - Establish Target
Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months
Comparison Both are Effective Improvement Mechanisms CPI/6s best applied to large complex problems Kaizen/Lean best applied to achieve incremental changes and eliminate wastes.
Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week
Why 5S
Look Familiar
To eliminate the wastes that result from uncontrolled processes. To gain control on equipment, material & inventory placement and position. Apply Control Techniques to Eliminate Erosion of Improvements. Standardize Improvements for Maintenance of Critical Process Parameters.
9
Wastes
Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped Resources Mis-used Resources
Think Break
Elimination of Waste
5 S Element Waste/ Improvement Item Deliverable
Reduced Costs Improved Quality Increased Product Options Reduced Costs Increased Safety Improved Quality Increased Product Options.
Elimination of finding. Elimination of nonconformances. Elimination of motion. Reduction of part selection errors.
Increased safety. Preventive maintenance. Increased equipment knowledge. Increased equipment life. Higher morale. Clean environment. Increased visibility of nonconformances.
Increased Safety Improved Quality Improved Quality Consistent Delivery Improved Safety
5S Implementation Plan
Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan
Step 5 Implement 5 S
Systematic Organization
Progressive Enhancements
Standardization
Visual Placement
Cleanliness
Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage. Key Deliverables
Step 2: Allocation:
Assign resources to the specific tasks required to make 3S a habit.
5S To Do Plan
Date: 5S Team Members Company/Division Name: Page of Person Preparing This Sheet
Item #
Date Started
5S element
5S Task - Action
Person Responsible
Location/ Department
100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75 100 75
Percent Complete
25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50 25 50
Remember to focus on the elimination of waste. Strive to maximize yields and obtain cost reductions from existing machinery and equipment before buying solutions. Improve current systems and techniques before automation. Automating a system or practices without first having an understanding of Improvement the process will not solve underlying process problems. Perhaps the most important point to remember is that we must understand a process before we make any attempt in changing it. No Tampering is the first rule of continuous improvement. We can not tamper with a process without understanding it. By using these tools, we will all share a common and systematic approach for questioning, analyzing, proposing solutions, experimenting, and finally, implementing proven changes.
Measurement 5S Template
Identify waste
The problems that exist in the world today cannot be solved by the same level of thinking that created them.
Table of Contents
Section 1
Development of 5S To Do Plan: Establishment of the 5S team focused on the development, training, and implementation of the companys 5S program. Deliverable includes action plan and associated tasks with the 5S implementation. Waste Identification Map: Identification of the 9 wastes associated with production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are the improvement opportunities that exist prior to 5S... The overall wastes is calculated for all the work areas and identified on the 9 Waste Radar Chart
Section 2
Section 3
5S Action sheet: Establishing baseline key performance metrics in terms of key deliverables, photographs, and current conditions of the before 5S implementation phase. Deliverable includes the 5S action sheet. Red Tag Strategy: The utilization of Red Tags to visually identify items which are not needed or used infrequently..
11
14
Section 5
Visual Color Sheets: Utilization of colors to identify specific work actions, inventory locations, access areas within the work environment. Initialization begins with development of Visual Color Sheets.
17
Section 6
Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling, inventory, safety, hazard and work center locations. Sample Sign Sheets. Standard Cleaning Work Sheet: A cleaning matrix identifying the work area responsibilities, supplies, and schedules for cleaning. .. Cleaning To Do List: A action list identifying specific cleaning tasks for each work area identified on the Standard Cleaning Work Sheet.. 5S Status Report: A report identifying implementation effectiveness of each 5S steps applied. A variable metric ranging from 0-5 is established for each step implemented.. Waste Identification Map: Identification of the 9 wastes associated with production of products and services. A detailed map of each major work area is developed describing the major types of wastes in each area. These wastes are the improvement opportunities that exist prior to 5S 9 Wastes Radar Chart: After the completion of 5S, the results of the waste reduction is recorded, charted and compared to the initial 9 Waste Radar Chart.
20
23 27
30
Section 10
33
Section 2
Waste Identification Map
Over production
Delays
Transportation
Process
Inventory
Motion
Defective Product
Untapped Resources
Mis-used
Defective
Resources
Pr o ce ss
70 50 40 30 20 10 60
O ve r p r odu c to in 100 90 80
Un t apped R e so u rce s
0 De a l ys
I n ve n t o ry
M o to in
Untapped Resources
Before After
Before
After
Before
After
Before
After
Before
After
Before
After
Before
After
100 90 80 70
% of Waste
60 50 40 30 20 10 0
Percentage of Waste
When To Use
How To Use It
1. Referring to the 5S To Do Plan, identify each respective area 5S will be implemented. Develop a Waste Identification Map for each area or department and complete sections A, B, C, with the necessary information. Note you may have multiple Maps for the entire 5S implementation program. 2. For each work department, fill in the equipment, access areas, storage areas, inventory locations etc. on the Map. It is best to draw these to scale. 3. Next identify the processes for each area on the Map. 4. Next, list the products and services at each applicable workstation. 5. Next, identify the product/service flow through the respective processes & work stations. 6. Establish time trials for each major activity and when completed document the time for each major activity within the department. 7. Document the type of waste and time associated with each waste at each activity, process, equipment, inventory, storage, and office location. 8. For each type of waste identified, complete the waste matrix section on the bottom of the 9 Waste Radar Chart in the before column. Note: The y-axis list % of waste, use whatever metric makes sense i.e. time, $, labor hours, productivity etc. Remember that your goal is to reduce these wastes as a result of the 5S Program.
Chart the % waste value for each type of waste on the Radar Chart. Connect each of the values on the radar chart. This is extremely important, this is your baseline metric and will be used to determine the magnitude of your improvements.