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Agenda 5S OverviewVisual Workplace - APrerequisite To BecomingWorld Class5S As A Tool To Create And Maintain TheVisual Work Place 5S Steps &Implementation 5S Shop FloorActivities Sustaining 5S121
Step 15S ExerciseLocate and count the numbers 1-50. Raiseyour hand when you finish. You have40 seconds.342
Step 2Locate and count the numbers 1-50. Raiseyour hand when you finish. You have40 seconds.563
Step 3Locate and count the numbers 1-50. Raiseyour hand when you finish. You have40 seconds.784
Step 4Locate and count the numbers 1-50. Raiseyour hand when you finish. You have40 seconds.9105
Step 5Find which numbers are missing. Raise yourhand when you finish. You have 40 seconds.11126
Step 6Find which numbers are missing. Raise yourhand when you finish. You have 40 seconds.13147
What Is 5S? A process and method forcreating and maintaining anorganized, clean, highperformance workplace Everything needed to performingan activity is identified, locatedand arranged for ease of use. A conditioning discipline forkaizen15168
Necessity of 5SThe Essence of 5S Method for standardizing work areas– Utilizing the same standard establishes clearaccountability across all shifts to all employees. Enables visual management– Tools, fixtures and paper work– Eliminates wastes/non-productive time duringassembly– Facilitates processing hygiene, quality & safety Promotes employee satisfactionEssential Condition for Abnormality Mangement17It’s all about Organization and Discipline not housekeeping!There are different expectations & levels of organization for each level.LevelKey ActivityKey Learning or Discipline1. Segregate &Discard5S Red TagRemove unnecessary items2. Arrange &IdentifyAssign & LabelDesignate “a home for everything”3. Clean & Inspect CleanInspect & Maintain4. StandardizeRevisitFrequently“Put it back” after use5. SustainPlant-wideExpand ownership & Leverage the gains189
The Ten Commandments of 5SStep 1:Sort – Segregate & Discard1. Communicate the 5S rationale, roles, expectations & implementationstrategy2. Get everyone involved3. Ownership, credibility & leadership are the critical success variables4. Management at all levels must be committed and “area visible”5. Apply 5S principles consistently in all areas (office/factory)6. Link 5S activities with all other kaizen initiatives7. Supervisors must ensure the their area meets 5S standards each day8. Ensure the quantification and display of 5S results9. Acknowledge & promote “model areas” and recognize successful teams10. Establish a culture of “If you drop it, pick it up” and “Don’t get caughtwalking over or past an abnormality” (personal credibility)19“When in doubt, move it out, and throw it out.”2010
Step 1:Sort – Segregate & DiscardStep 1:Sort – Segregate & Discard Survey the work area for unnecessaryitems, and move them out Discard as much as possible Organize the remaining necessary items Use the Red Tagging process“When in doubt, throw it out.”212211
Step 1:Sort – Segregate & DiscardStep 1:Sort – Segregate & DiscardRed Tag ExamplesRed Tagging: Helpful HintsProduction Areas Office Areas Identify a disposition area to put items removedUse a Red Tag Log to track item dispositionTrain all participants in proper red tag procedureBe fair—get all areas taggedDon’t red tag people!Don’t compromise: If in doubt, move it out!Necessary items can be tagged if improvementsare known or suggested Don’t put multiple tags on any one item Be reasonable about decorative items, familypictures, plants, etc.23Cabinets / tool g uppliesDigital files2412
Step 1:Sort – Segregate & DiscardStep 2:Separate – Arrange & Identify Work In Process WIP Cutting tools, gauges, &lubricants Tools and jigs InformationRed Tag The Cart!!!!!252613
Step 2: Separate – Arrange & IdentifyDefine item placement by frequency of useDetermine address system with part number and addressLabel the container with part number and addressNote minimum and maximum quantity (if appropriate)Make good arrangement a habit (follow steps 1–4)Max Inventory (red)AA-1112A-2113A-3114Step 2:Separate – Arrange & IdentifyBeforeAfterAddressPart #“A place for everything, and everything in its place”Min Inventory272814
Step 2:Separate – Arrange & IdentifyLab DrawerA copy of thescissors is theshadow showingthe scissors in use(Home locationclearly identified)“A place for everything, and everything in its place”293015
Step 2:Separate – Arrange & IdentifyStep 2:Separate – Arrange & IdentifyInformation313216
FACTORY VIEWSStep 3:Shine – Clean & Inspect Daily Identify cleaning activities and routinemaintenance required Provide well equipped cleaning supplystations Have painting and marking suppliesavailable Identify individual ownership for all areas333417
Step 3:Shine – Clean & Inspect Daily"A clean workplace enhances quality, safety, and pride"35Step 3:Shine – Clean & Inspect Daily"If it doesn't get dirty then it doesn't need to be cleaned"3618
Step 4:Standardize – Revisit FrequentlyStep 4:Standardize – Revisit FrequentlyDaily Operator 5S Checklist Set-up daily shift hand-off rules Identify normal state Conduct weekly 5S audits to uncover 5S abnormalities Determine root cause(s) of any 5S abnormalities Implement countermeasures for abnormality prevention37 Unnecessary items removed from area Parts storage (organized & labeled)– All parts in designated place– All parts in required quantity Standard WIP at designated level (per standard operationsdocumentation) Foot printing (all carts & pallets in place) Shadow boards (all tools in place) Air lines off the floor and properly stored Brooms & dustpans in designated areas Floor clean & free of debris Equipment clean & functional Standard operations documentation (posted, current, in goodcondition) Gauges are functional Measurements are with-in limits Equipment is running at proper specifications3819
Step 4:Standardize – Revisit FrequentlyStep 4:Standardize – Revisit Frequently5S Alert Pennants Theflag is placed in the upposition at the shiftend designating 5Scompliance. The nextshift places the flag inthe down position atthe beginning of theshift if 5S is compliant.394020
Step 4:Standardize – Revisit FrequentlyStep 5:Sustain – Motivate To Sustain Leadership is the key Management at all levels must be committed Supervisors must ensure that the shop floor meets 5Sprinciples at the end of each day Respond immediately when 5S doesn’t meet theprinciples Use standard operations for monitoring adherence Quantify results of workplace inspections Prominently display each area’s resultsManagement must lead by example: “Walk theTalk ”414221
Step 5:Sustain – Motivate To SustainStep 5:Sustain – Motivate To Sustain Implement a 5S performance boardMeasurements Drive Behavior Leadership sets the example: Supervisors conduct daily checklist reviews All levels participate in audits All levels ensure countermeasures are implemented Promote positive results in companycommunications Remember: Management must be lead by exampleand appeal to worker pride and competitive spirit"If you drop it, pick it up"43Kaizen NewspaperProblemActionWhoWhendqkje1233siusd fj dkkj fd dskfj jvndi fmd jkythtkd didswkeuue5434iuisduf kdfi di iuioidufidfu9890dfudiu diuidfu idifuioaoidi difui idfuiu dru dkhudiufiduidu8089di idfu difuiduf idufiddiufsd dju dkajdkiwmchnfdidiuud diufdiuidiu3439diufdi diuf iidufiuisui kdsiekcsd. dskfui xcisdu idiufkdjudfksdu8908dfkjdk dk idufid diufsddju dkajdkiw mchnfdidjfkd d djkl dkui dkjadkf idkfkdsui kdsfuu kdfu kkdfuikdjd3448;lksadfjkl dkj dkfj kjdlksdjfkskuvisdfj kk sfj jskdfjkksdj askdkk kkdjkdsjkf kjfdfqiuiu skduidsdiufdiu idfuid diufResultdskk kdfj ask d dkfjdkjfskkaiudiu diid fid idusf idifdiu d difudi idfudkjf sdkj dk dkfuduf kdfuddfjk4422
Step 5: Sustain – Motivate To Sustain Get everyone involved Periodic senior management involvement isabsolutely required! Integrate 5S principles into daily workrequirements Communicate need for 5S, roles of allparticipants, how it is implemented Be consistent in following 5S principles in allareas (office/factory) Follow through—5S takes effort and persistence Link 5S activities with all other kaizen initiatives Remember, 5S is a foundation for world class45What are the obstacles youface in implementing 5S?In sustaining 5S?4623
The Ten Commandments of 5S1. Communicate the 5S rationale, roles, expectations & implementationstrategy2. Get everyone involved5S Exercise Conduct a 5s audit of the delta site usingthe 5S Score Sheets3. Ownership, credibility & leadership are the critical success variables4. Management at all levels must be committed and “area visible”5. Apply 5S principles consistently in all areas (office/factory) Identify action items based on the 5S scoresheets and fill out kaizen newspapers6. Link 5S activities with all other kaizen initiatives7. Supervisors must ensure the their area meets 5S standards each day8. Ensure the quantification and display of 5S results9. Acknowledge & promote “model areas” and recognize successful teams10. Establish a culture of “If you drop it, pick it up” and “Don’t get caughtwalking over or past an abnormality” (personal credibility)474824
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03.07.2016 · Floor clean & free of debris . Link 5S activities with all other kaizen initiatives Remember, 5S is a foundation for world class 46 What are the obstacles you face in implementing 5S? In sustaining 5S? 24 47 The Ten Commandments of 5S 1. Communicate the 5S rationale, roles, expectations & implementation strategy 2. Get everyone involved 3. Ownership, credibility &
