Transcription
5STHE SECRET TOJAPANESE SUCCESS1
5SHOUSEKEEPING TECHNIQUEPRODUCTIVITY AND SAFETYENHANCEMENT TECHNIQUE2
IDEA BEHIND 5S IN ORDER TO ACHIEVE HIGH LEVELSOF QUALITY, SAFETY,ANDPRODUCTIVITY WORKERS MUSTPRODUCTIVITY,HAVE A CONDUCIVE WORKINGENVIRONMENT3
WHAT IS 5S? Developed by the Japanese Housekeeping System Helps Create a Better WorkingEnvironment and a Consistently HighQuality Process4
The first ‘building block’ of lean/continuousimprovement5
THE 5S PRINCIPLES SEIRI – Organisation/Sort out SEITON – Orderliness/Systemize SEISO – The Cleaning/Shining SEIKETSU – STANDARDIZE SHITSUKE - Sustain/Discipline6
DISCOVERY OF 5S Thirty years ago researchers startedstudying the secret of success ofJapanese manufacturing companies 5S turned out to be the most impressive"secret" The factories were so well organized thatabnormal situations were readily apparent7
DISCOVERY OF 5S Equipments were so clean and wellmaintained that any problem such asa loose bolt or leaking oil could beeasily seen This passion of cleanliness andorderliness became a hallmark ofJapanese organizations8
ADVANTAGES OF 5S If tootoolss anda d materialsate a s area e convenientlyco e e t ylocated in uncluttered work areas Operators spend less time looking foritemsit This leads to higher workstation efficiency,a fundamental goal in mass production9
ADVANTAGES OF 5S A clean and tidy workplace leads togreater well being and increasedmotivation Company image improves10
ADVANTAGES OF 5S Health and Safety is ensured MachineM himaintenancei t Quality Productivity Leanea Manufacturinga u actu g11
ADVANTAGES OF 5S RESULTSSU S IN A PLACEC EASIERSTOO MANAGEG SMOOTH WORKINGNOOBSTRUCTION NO DEVIATION, NO PROBLEMS B/C EVERYONE KNOWS WHERE THETHINGS ARE SUPPOSED TO BE12
ADVANTAGES OF 5S TIME SAVINGQUICK RETRIEVALACCIDENTS & MISTAKES MINIMIZEDINCREASES SPACECREATES WORKPLACE OWNERSHIP13
ADVANTAGES OF 5S FOUNDATION OF ALL QC TOOLS CONTINUOUS QUALITYIMPROVEMENT LEAN MANUFACTURING KINDERGARTEN OF QUALITY TOOLS& TECHNIQUES14
ADVANTAGES OF 5S VISUALSUMANAGEMENTGSYSTEMS S VISUAL CONTROL TO SEE THEABNORMALITIES SIMPLE SIGNALS THAT PROVIDE ANUNDERSTANDING OF THE CONDITION(NORMAL/ ABNORMAL) A LOOK AT THE PROCESS REVEALS ITS/)DIRECTION ((RIGHT/WRONG)15
METHODOLOGYOF 5S16
1 ORGANISATION(SEIRI)1. Decideec de whatat you needeed Remove unnecessaryy clutter All tools, gauges, materials, classified andthen stored Remove items whichh h are broken,b kunusableblor only occasionally used17
RED TAG TECHNIQUEQREDTAG GIVE STAFF RED LABELS ASK STAFF TO GO THROUGH EVERYITEM IN THE WORK PLACE ASK IF NEEDED & THOSE THAT ARENEEDED IN WHAT QUANTITYNEEDED,IN NOT NEEDEDRED TAG IT STORE IN THE RED TAG AREA18
For wavering itemsREDTAG PLACE THE SUSPECTED ITEMS INTHE RED TAG AREA FOR ONE WEEK ALLOW THE STAFF TO REEVALUATETHE NEEDED ITEMS AT THE END OF WEEK THOSE WHONEED ITEMS SHOULD BE RETURNED19
ORGANISATIONPRIORITY FREQUENCY OF USELowAvg.HighHOW TO USELess than once per Throw awayyearyStore awayfrom theOnce per yearworkplaceStore togetherOnce per monthbut offlineper weekOnce pOnce Per DayLocate at theworkplace
2. ORDERLINESS(SEITON) ONCE YOU HAVE ELIMINATED ALLTHE UNNEEDED ITEMS NOW TURN TO THE LEFT OVERITEMS21
ORDERLINESS(SEITON)Organise layout of tools andequipment–DesignatedDesignated locations–Use tapesp and labels–Ensure everything is availableas it is needed and at the“point of use”22
ORDERLINESS(SEITON) WorkplacepCheckpoints:pPositions of aisles and storage placesclearlyy marked?Tools classified and stored by frequencyof use?Pallets stacked correctly?Safety equipment easily accessible?Floors in good condition?23
3 SEISO (CLEAN/SHINE)3. Create a spotless workplace IdIdentifytif andd eliminateli i t causes off dirtdi tand grime – remove the need tocleanl Sweep, dust, polish and paint24
SEISO (CLEAN/SHINE) Divide areas into zones Define responsibilities for cleaning Tools and equipment must be owned byan individual Focus on removing the need to clean25
4. SEIKETSU (STANDARDISE) Generate a maintenance system for thefirst three Develop proceduresprocedures, schedules,schedules practices Continue to assess the use and disposal ofitems Regularly audit using checklists andmeasures off housekeepinghki Real challenge is to keep it clean26
5 SHITSUKE (SUSTAIN / DISCIPLINE)5. Means inoculate courtesy & good habits Driving force behind all 5S DDeming’si ’ pointi t numberb 1:1 ConstancyCtoffpurpose Make it a way of life Part of health and safety Involve the whole workforce* Develop and keep good habits27
Some 5S ExamplesBefore 5SAfter 5S CleanedCleaned,organized anddrawers labeled11/6/201328
5S Examples ‐ Sort, Set in OrderSee thedifference?1. Sort - All unneeded tools, partsand supplies are removed from the11/6/201329
5S Examples ‐ Shine3. Shine - The area is cleaned asthe work is performed (best)and\or there is a routine to keep11/6/201330
The Good, Bad and the UglyFirst the Bad and the Ugly - LifeWithout 5S11/6/201331
The Good11/6/201332
LITMUS TEST FOR 5S 30 SECOND RULE ONE MUST LOCATE THE ITEM WITH IN 30SECOND IF 5S IS PROPERLY IMPLEMENTED ALSO APPLIES TO THE ELECTRONIC RECORDSRETRIEVAL33
WHAT U HAVE COME ACROSSAT THE END OF DAY1.22.3.4.55.Followings can be harnessed form the 5SNEAT & CLEAN WORKPLACES OO WORKINGSMOOTHOGNO OBSTRUCTIONSAFETY INCREASESPRODUCTIVITY IMPROVES34
Cont.Cont6. QUALITY IMPROVES67. WASTAGE DECREASE8 MACHINE8.CMAINTENANCEC9. VISUAL CONTROL SYSTEM10. EMPLOYEES MOTIVATED11 WORKSTATIONS BECOME SPACIOUS11.35
What Next ?36
Setting of 5S committee Advisor (Dean) Chairman‐ (TDP)– Communicate with everyone involved.– Motivate work groups.– Ensures total participation.participation– Establishes accountability for assigned responsibilities. 5S Coordinator‐ (TP, PPK, PM)– Communicates with everyone involved.– Facilitate work group implementation activitiesactivities.– Motivate and monitor implementation activities.– Ensure total participation.– Act as a resource for information37
Team Leader‐Leader X Leaders for X different Zone– Participate in work group implementation process.– Communicate with everyone involved.– Monitor progress of group activities. Promotion committee– Promote 5S campaigns.– Identify and recommend promotional activities.– Recommend and grant rewards or recognition toindividuals / groups who have participated Audit Committee ‐ ?38
Create Red Tag ZoneGive one week for other department useShif to CentralShiftCl RedR d TTag AreaAShift to Value Yard/ Valuation being done onred‐tagged itemsDisposal actionRepair/ Recycle/ Throw/ Sell39
5S Coordinator‐(TP, PPK, PM) – Communicates with everyone involved. – Facilitate workwork groupgroup implementationimplementation activitiesactivities. – Motivate and monitor implementation activities. – Ensure total participation. 37 – Act as a resource for information Team Leader‐ X Leaders for X different Zone – Participate in work group implementation process .
