A Strategy For Performance Excellence

A STRATEGY FOR
PERFORMANCE
EXCELLENCE
1
 2000, QualityToolBox.com, LLC, all rights reserved
Performance Excellence Series
Training Module Elements
Executive Overview Knowledge Tools Workbook

Breakthrough
Lecture notes Lecture notes
Participant manual
2
Session 1.0 Introduction…….……...……………………. 3
Session 2.0 Waste Management ……………………….. 14
Session 3.0 5S Implementation…………………………. 20
Element 3.1 Systematic Organization…………………... 31
Element 3.1.1 Red Tag System……………………………. 47
Element 3.2 Sorting Visual Placement………………….. 33
Element 3.2.1 Visual Sign System………………………….. 66
Element 3.2.2 Visual Color System………………………... 76
Element 3.3 Scrubbing Clean……………………………. 40
Element 3.4 Standardizing Control……………………... 45
Element 3.5 Self Discipline Control……………………... 48
3
What is 5S ?
 An essential step required for Waste Elimination
Systematic
Organization Orderliness Cleanliness Cleanup
Cleanup
“Seiri” “Seiton” “Seiso” “Seiketsu”

“Seiketsu”
Standardization/Perseverance
“Shitsuke”
 An integral step in Kaizen

 A required element to achieve Lean-site
Manufacturing.
4
5S Performance Excellence Model
Systematic-Systematic
Organization
Improved Quality
Customer Expectations Improved Safety
Reduced costs
Consistent Deliveries
Improved Product/ Service
Standardizing Options
Control
Self-Discipline-
Control
Sorting Visual
Placement
Scrubbing clean
5
The Five Elements of 5S
Self-Discipline/Control- Systematic Systematic
Ensuring that Systematic Organization- Identifying what
Organization, Visual items are required and which
Placement & Cleanliness are not.
are maintained.
Standardizing Control-
Maintain and continually
improve the previous
improvements.
Sorting Visual Placement-
Items should be easily
Scrubbing Clean-Keep the area free from debris, retrievable, easy to get, and
dirt, oil, items not needed. visual-easy to see.
6
Tool Kit Comparison
Major CPI
Tools (6) Kaizen Lean Description
Cp/Cpk  Process capability assessment

DOE Design of experiments
SPC Process control based on statistics and data analysis
FMEA Risk assessment tool
Regression Correlate effect one variable has on another
Process Map   Map process steps to communicate and identify opportunities
5 whys /2 hows Determination methods for root cause discovery
Pareto   Column chart ranking items highest to lowest
Fishbone   Cause / Effect Diagram
5S  Elimination waste
Visual Mgmt  Emphasis on visual techniques to manage process
Poka-Yoke  Error proofing techniques
Spagetti Chart  
Kanban  Material storage technique used to control process
Takt Time  Determine pace or beat of a process
Std Work  Evaluate tasks done during a process
SMED  Single minute exchange of dies - Quick machine set up
TPM  Integrate maintenance strategy with process
Cellular Flow  Reduce inventory & cycle time thru process layout and pull
production techniques
Expand
ExpandProcess
ProcessImprovement
ImprovementProgram
ProgramtotoUtilize
UtilizeKaizen
KaizenTool
ToolKit
Kit
7
Expanding the Strategy
Performance Excellence
6 Sigma Kaizen
• Disciplined Methodology • Philosophical Approach
• Technical Approach • Common Sense Approach
(Quantitative) (Qualitative)
• Data Driven - Statistical • Data Driven - Observation
• Customer Focus • Operational Focus
• Reduce Variation • Waste Elimination 5S
• Focus on Large Impact • Incremental Change
• Larger/Longer Projects • Smaller/Shorter Projects
Complimentary
Complimentary Tools
Tools Driving
Driving Continuous
Continuous Improvement
Improvement
8
Comparative Analysis
6 Improvement Methodologies Kaizen/Lean
• Similar in Structure
Measure Evaluate
- Data Collection • Improvements measured against - Baseline Process Performance
- Determine Process Potential / Goals established process - Establish Target
• Team oriented
Evaluate Decide
- Root Cause / Vital Few -Compare solutions
- Statistical Analysis - Choose
• Similar improvement tools
Improve & Verify • Measure effectiveness of improvements Act
- Implement Improvement • Maintain new performance level -Communicate
- Validate Improvement • Standardize & Proceduralize - Implement improvement
- Control
Standardize
- Standardize / Leverage Measure
- SPC Results - Validate improvement
- Update Procedures • More Efficient Processes - Standardize
- Update Procedures
Focus
- Reduce Process Variation Focus
- Identify Critical Cause and Focus Comparison - Eliminate Waste 5S
Resources for Maximum Impact • Both are Effective Improvement - Seek Incremental Process Changes
Mechanisms
• CPI/6s best applied to large complex Summary
Summary
- Common Sense Approach based on
- Technical Approach based on Statistical problems Observation
Analysis • Kaizen/Lean best applied to achieve - Applicable to all types of processes
- Requires Significant Data Collection
- Best applied to Manufacturing Processes
incremental changes and eliminate wastes. - Defined improvement strategy
- Typical Projects 1 week
- Typical Projects 1-3 Months
9
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.
10
The Nine types of wastes.
 Overproduction
9  Delays (waiting time)
Wastes
 Transportation
 Process
 Inventories
 Motions
 Defective products
 Untapped Resources
 Mis-used Resources
11
Think Break
The Nine types of wastes
Give an example of each type of waste.
 Overproduction ______________________________ 9
 Delays (waiting time)__________________________ Wastes
 Transportation _______________________________
 Process_____________________________________
 Inventories__________________________________
 Motions ____________________________________
 Defective products ____________________________
 Untapped Resources __________________________
 Mis-used Resources ___________________________
12
Elimination of Waste
5 S Element Waste/ Improvement Item Deliverable
Systematic Elimination of finding. Reduced Costs

Reduction of part selection errors. Improved Quality
Organization Increased Product Options
Sorting-Visual Elimination of finding. Reduced Costs

Elimination of nonconformances. Increased Safety
Placement Elimination of motion. Improved Quality
Reduction of part selection errors. Increased Product Options.
Scrubbing Clean Increased safety. Increased Safety

Preventive maintenance. Improved Quality
Increased equipment knowledge.
Standardization Increased equipment life. Improved Quality

Higher morale. Consistent Delivery
Control Clean environment. Improved Safety
Increased visibility of nonconformances.
13
5S
Implementation
Plan
Step 1 Step 2 Step 3

Step 4
Develop Specific Develop Communication
Step 5
Establish 5 S
Develop 5 S Training Plan
Implementation Plan Plan Implement 5 S
Implementation Team
Systematic
Organization Progressive
Standardization
Enhancements
Cleanliness
Visual Placement
Step 6
Verification of Effectiveness
14
Removing “Red Tagged” stuff
What Stuff would you “Red Tag” in these pictures ?
Think Break
Picture
A__________________________________________________________
Picture B
_________________________________________________________
15
Think Break
In the following pictures, identify some of the “finding wastes “ ( assume you work in a
distribution center and you have to fill an order with product located in the following
pictures).
Finding Wastes
___________________ ___________________ _________________
___________________ ___________________ _________________
___________________ ___________________ _________________
___________________ ___________________ _________________
Everything has a useable place
16
Some evidence of standardized work areas
•Clear, shiny aisle ways

•Color coded areas
•Slogans, banners
•No work-in-process ( WIP )

•One-Piece Flow
•Standardized Work Sheets
17
Visual Color System Implementation
• Develop a map identifying the “access ways”(aisles, entrances, walkways etc.)

and the “action” areas.
• Perform any necessary realignment of walkways, isles, entrances.
• Assign an address to each of the major action areas.
• Mark off the Walkways, Aisles & entrances from the action areas Table 1.0
• Apply flow-direction arrows to aisles & walkways Table 1.0
• Perform any necessary realignment of action areas.
• Mark-off the inventory locations Table 1.0.
• Mark-off equipment/machine locations Table 1.0
• Mark-off storage locations( Cabinets,shelves,tables) Table 1.0
• Color-code the floors and respective action areas per Table 1.0.
18
Cleanliness involves cleaning every aspect of
the Organization and the removal of dirt,
dust,oil, scraps on the floor, & garbage.
Key Deliverables
Increased
Efficiency
Increased
Safety
A clean Systematic Organization results in increased safety and

efficiency.
19
Step 2: Allocation:
Assign resources to the specific tasks required to make 3S a habit.
5S “To Do” Plan
Date: Page of
5S Team Members Company/Division Name: Person Preparing This Sheet
Item Date 5S element 5S Task - Action Person Location/ Percent

# Started Responsible Department Complete
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
20
5S fo r the Wo rkplac e
Training and
S o urc e bo o k
fo r
5S Wo rks he e ts
How to Use This Manual
The continuous improvement tools that are presented in Sections
1-10 of this manual are shown in order of use. These forms
MUST be completed in the order presented in this manual. Each
section contains a brief description of the tool, its purpose, when
to use it, who should use it, how to use it, and the expected
results.
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
the process will not solve underlying process
problems.
Measurement
Perhaps the most important point to remember is that
we must understand a process before we make any Improvement
attempt in changing it. “No Tampering” is the first rule 5S
of continuous improvement. We can not tamper with Template
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,
Identifywaste
implementing proven changes.
“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 company’s 5S program.
Deliverable includes action plan and associated tasks with the 5S
implementation. ………………………………………………………………………… 4
Section 2 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 7
5S………………………………...
The overall wastes is calculated for all the work areas and identified on the 9
Waste Radar Chart
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 11
sheet………………….
Red Tag Strategy: The utilization of “Red Tags” to visually identify items which
are not needed or used infrequently…………………………………………………..
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 17
Sheets…………………………………….
Section 6 Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling,
inventory, safety, hazard and work center locations. Sample Sign 20
Sheets……….
Section 7 Standard Cleaning Work Sheet: A cleaning matrix identifying the work area
responsibilities, supplies, and schedules for cleaning. …………………………….. 23
Section 8 Cleaning “To Do List”: A action list identifying specific cleaning tasks for each
work area identified on the Standard Cleaning Work Sheet……………………….. 27
Section 9 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…………………………………………………………………………….. 30
Section 10 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……………………………
33
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.
Section 2
Waste Identification Map
Manager or Team Leader (Section A) Area or Process Name (Section B) Person Preparing This Sheet (Section C)
Over production  Delays Transportation Process Inventory Motion Defective Product Untapped Mis-used
     Resources  Resources 
Defective
9 Waste Radar Chart
% of Waste Before 5S
% of Waste After 5S
Transportation
Process Overproduction
100
90
80
70
60
50
40
30 Untapped
20 Resources
10
0
Delays
Inventory
Mis-used Motion
Resources
DefectiveProduct
The Nine Wastes
Overproduction Delays Transportation Inventory Motion Processes Defective Untapped Mis- Used
Products Resources Resources
Before After Before After Before After Before After Before After Before After Before After Before After Before After
100
90
of Waste
80
70
60
%of Waste
Percentage
50
40
30
20
10
0
Purpose Used to create a visual picture of a work area to assess waste in work place
organization, office/cell layout and crewing. Shows the type of each waste in
section/division of the organization. Also utilized to indicate equipment type,
size, and distances within each work area.
When To Use The Waste Identification Map should be used after the 5S “To Do” plan is
completed. A map should be developed for each department or focus area
of the 5S program. Do not attempt to develop a single Map for an entire
organization, it will become too busy to be effective.
Who Should Use It The Waste Identification Map can be used by anyone involved in continuous
process improvement.
Expected Benefits The Waste Identification Map will provide information about work waste in
each department, work sequence, equipment layout and distances. The
Waste Identification Map not only provides actual waste, but also provides a
visual layout of the interrelationship of the waste.
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.
Next Step You are now ready to move to the next step, the Action Sheet.

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A STRATEGY FOR

Executive Overview Knowledge Tools Workbook

Lecture notes Lecture notes

“Seiri” “Seiton” “Seiso” “Seiketsu”

 An integral step in Kaizen

Cp/Cpk  Process capability assessment

•To eliminate the wastes that result from

Systematic Elimination of finding. Reduced Costs

Sorting-Visual Elimination of finding. Reduced Costs

Scrubbing Clean Increased safety. Increased Safety

Standardization Increased equipment life. Improved Quality

Step 1 Step 2 Step 3

•Clear, shiny aisle ways

•No work-in-process ( WIP )

• Develop a map identifying the “access ways”(aisles, entrances, walkways etc.)

A clean Systematic Organization results in increased safety and

Item Date 5S element 5S Task - Action Person Location/ Percent

Remember to focus on the elimination of waste.

By using these tools, we will all share a common and

“The problems that exist in the world

Section 3 5S Action sheet: Establishing baseline key performance metrics in terms of

Section 9 5S Status Report: A report identifying implementation effectiveness of each 5S

Section 10 Waste Identification Map: Identification of the 9 wastes associated with

2. For each work department, fill in the equipment, access areas,

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

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