Continuous Improvement Toolkit 5S www. citoolkit .com The - - PowerPoint PPT Presentation

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Continuous Improvement Toolkit 5S www. citoolkit .com The - - PowerPoint PPT Presentation

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Continuous Improvement Toolkit 5S www. citoolkit .com The Continuous Improvement Map Managing Selecting & Decision Making Planning & Project Management* Risk PDPC Daily Planning PERT/CPM Break-even Analysis Importance Urgency

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Continuous Improvement Toolkit 5S

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The Continuous Improvement Map

Multivariate Brainstorming IDEF0 Document control Check Sheets** Flowcharting Flow Process Charts** KPIs SCAMPER*** Pugh Matrix Lateral Thinking Reliability Service Blueprints Affinity Diagrams Mind Mapping* Attribute Analysis Morphological Analysis How-How Diagram*** Control Charts Waste Analysis** Time Value Map** Value Stream Mapping** Value Analysis** Suggestion Systems Histograms Activity Networks RACI Matrix Stakeholder Analysis Improvement Roadmaps DMAIC SWOT Analysis Policy Deployment Project Charter PDCA Gantt Charts MOST PERT/CPM Daily Planning Delphi Method Payoff Matrix Relations Mapping Data Mining Just in Time Automation Product Family Matrix Flow Spaghetti** Multi-vari Studies Decision Tree FMEA PDPC RAID Log* Fault Tree Analysis Paired Comparison Traffic Light Assessment TPN Analysis Risk Analysis* Run Charts Scatter Plots A3 Thinking Importance Urgency Matrix Four Field Matrix Critical-to X Portfolio Matrix Force Field Analysis Decision Balance Sheet Break-even Analysis Voting Quality Function Deployment Pick Chart Gap Analysis* Bottleneck Analysis Cost Benefit Analysis Kaizen Events Control Planning Standard Work Mistake Proofing Quick Changeover Visual Management Simulation TPM 5S Health & Safety Best Practices Pareto Analysis 5 Whys Prioritization Matrix Hypothesis SIPOC* Matrix Diagram Fishbone Diagrams Tree Diagram* Root Cause Analysis Correlation DOE ANOVA Nonparametric Chi-Square Regression Observations Kano Lean Measures Benchmarking*** Interviews Graphical Methods Data collection planner* Questionnaires Probability Distributions MSA Descriptive Statistics Cost of Quality* Sampling Focus Groups Capability Indices Process Yield Project KPIs Normal Distribution

Data Collection Understanding Performance** Implementing Solutions*** Planning & Project Management* Managing Risk Understanding Cause & Effect Designing & Analyzing Processes Group Creativity Selecting & Decision Making

Five Ws Process Redesign Pull Process Mapping OEE

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5S

An improvement tool for organizing and maintaining a disciplined and productive workplace

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5S

Reduces waste Creates a better working environment Improves efficiency, safety and quality

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5S

Represents five simple practices that starts with the letter “S”.

5S

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5S

Commonly applied in manufacturing facilities . . .

Storage areas Business Impact Maintenance areas Office areas Production lines

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5S

It is now being increasingly applied to a wide variety of industries including:

Education Retail Hospitality Showrooms Health care Where else?

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5S

A Japanese management approach Originally developed by Toyota Part of their Lean Manufacturing System

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5S

Lean Thinking Lean Thinking Represents an important component of the Lean production system

A prerequisite for driving other Lean techniques such as TPM, Flow and Kaizen

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5S

Many companies start their lean transformation journey with 5S

One of the easiest lean techniques Exposes some of the most visible examples of waste

Many lean experts believe that you need to be successful with 5S so you don’t struggle with the other lean techniques during lean implementation

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5S

It is not a housekeeping technique 5S is not just about the appearance It is not just about keeping the place tidy

5S is a structured way to create and maintain an organized, clean, safe, and high-performing work environment

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5S

It is a way to . . .

Making the work areas safer and more pleasant to work in Eliminating waste Making a more efficient and productive workplace Identifying opportunities for improvement

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5S

Helps making waste visible to everyone so it can be eliminated right away

You can't eliminate the waste if you can't even see it

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5S

With 5S, you can eliminate or reduce . . .

Waiting while searching to find the required items Excess inventory Wasted motion Having more parts than required Inventory

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5S

How it Works?

Work areas are easier to be managed Employees will be able to distinguish between normal and abnormal conditions at a glance 5S will create an environment in which people are sensitive about mistakes and abnormalities Problems are quickly identified and mistakes are minimized

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5S

Promotes effectiveness

A clean and tidy workplace is also essential for efficient

  • perations and for the creation of smooth working
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5S

Enhances Quality

Accuracy depends on cleanliness Promotes care of machines and equipment

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5S

Enhances Safety

Safety depends on care and

  • rganization

Mistakes and accidents are minimized

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5S

Positive Impressions on Customers

More profitable and competitive business This will build customer confidence in the product/service It will improve the image of the business

It is expected that the standards displayed in the workplace will be reflected in the product/service delivered

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5S

Other Benefits

Reduced frustration Reduced wasted time looking for things Making everybody’s job easier Building pride in the workplace Creating workplace ownership and motivation Encouraging teamwork

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5S

Employee, customer and management satisfaction increases

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5S

Financial Justification

5S is sometimes considered as a stand-alone program There will be soft-savings in terms of quality, safety and moral Cost savings can’t be captured in most costing systems However, there will be no hard-savings that can be measured and tracked

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5S

Financial Justification

One way to justify the value of 5S is by measuring the reduction in waste

The time spent searching for tools The time spent clearing the space to work The reduction in inventory and work in process

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5S

Financial Justification

The reduction in absenteeism The reduction in defects and breakdowns The reduction in accidents and near misses The reduction in cycle times

You can also measure . . .

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5S

Financial Justification

Ensure these improvements are documented and backed up by data and analysis as this will build your case for investment

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5S

The term 5S is an abbreviation for five Japanese words

Seiri - Seiton - Seisou - Seiketsu - Shitsuke S1 S2 S3 S4 S5

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5S

These five words are often translated into English as

Sort – Set in order - Shine - Standardize - Sustain S1 S2 S3 S4 S5 Other English translations are possible!

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5S

How Quick Can You Do Your Job?

Suppose that this is your new workplace You have to link the numbers from 1 to 10 in ascending order Record your time once you finish

+

S G *

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!

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T

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W

&

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10

5

=

66 33

88 22 55

77

99

23

89

A

B

B

Rule: If you can’t find the number, skip to the next!

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5S

+

S G *

Z

  • Y

7 E

!

#

8

T

% U

R

W

&

C

10

5

=

66 33

88 22 55

77

99

23

89

A

B

B

How Quick Can You Do Your Job?

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5S

How Quick Can You Do Your Job?

+

S G *

Z

  • Y

7 E

!

#

8

T

% U

R

W

&

C

10

5

=

66 33

88 22 55

77

99

23

89

A

B

B

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5S

How Quick Can You Do Your Job?

+

S G *

Z

  • Y

7 E

!

#

8

T

% U

R

W

&

C

10

5

=

66 33

88 22 55

77

99

23

89

A

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5S

How Quick Can You Do Your Job?

S G

Z

Y

7 E 8

T

U

R

W

C

10

5

66 33

88 22 55

77

99

23

89

A

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5S

How Quick Can You Do Your Job?

S G

Z

Y

7 E 8

T

U

R

W

C

10

5 A

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5S

How Quick Can You Do Your Job?

S G

Z

Y

7 E 8

T

U

R

W

C

10

5 A

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5S

How Quick Can You Do Your Job?

S

G Z

Y

7 E 8

T

U

R W

C

10

5 A

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5S

How Quick Can You Do Your Job?

Q 6 J X S G V H 3 O N Z Y 7 L M E 1 8 T U 9 2 I R W C 10 5 P K A D B

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5S

How Quick Can You Do Your Job?

Q 6 J X S G V H 3 O N Z Y 7 L M E 1 8 T U 9 2 I R W C 10 5 P K A D B

A-H I-P Q-X Y-5 6-10

Now, link the numbers from 1 to 10 in ascending order

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5S

S1 - Sort S2 - Set in order S3 - Shine S4 - Standardize S5 - Sustain

Sort / SEIRI

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5S

S1 S2 S3 S4 S5

Sort / SEIRI

Refers to the practice of going through all the items in the workplace and keeping only what is actually needed

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5S

S1 S2 S3 S4 S5

Sort / SEIRI

Items which are excess to requirements should be either stored offsite or discarded

Equipment Parts Tools Materials

Items mean . . .

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5S

S1 S2 S3 S4 S5

Sort / SEIRI

Used a lot Used less frequent Never be used These items may be:

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5S

S1 S2 S3 S4 S5

Sort / SEIRI

The GOAL is to clear the area from distractions to concentrate on what will remain in the workplace

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5S

S1 S2 S3 S4 S5

Benefits

Less clutter Frees up space Less wasted time Creates a more streamlined workplace

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5S

S1 S2 S3 S4 S5

What to Sort?

Dies, jigs and fixtures Materials & packaging Tools and equipment Measuring instruments Machine parts Documents & papers Magazines & books Stationery items Cleaning tools & materials Clothes & consumables

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5S

S1 S2 S3 S4 S5

Quantity Does Matter

THEN ASK: How many do I need? ASK YOURSELF: What do I need to do my work?

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5S

S1 S2 S3 S4 S5

Sorting Strategies

Inspect all items in the workplace then define what is necessary to perform the work

Keep only what is needed and remove everything else

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5S

S1 S2 S3 S4 S5

Remove items which are . . .

Occasionally used Unusable Broken / defected Obsolete / aged Redundant Expired

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5S

S1 S2 S3 S4 S5

Example of items that need to be removed . . .

Non-working electrical tools and equipment Broken tools, supplies or inspection equipment Defective and excess spare parts Unneeded items that accumulate Old rags and other cleaning supplies Unneeded files, paperwork and manuals Outdated posters, signs and memos

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5S

S1 S2 S3 S4 S5

Define standards for eliminating unnecessary items Define standards for waste disposal

Sort Strategies

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5S

S1 S2 S3 S4 S5

Don’t forget computer files and emails File everyday

Sort Strategies

Archive or delete files that are no longer needed

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5S

S1 S2 S3 S4 S5

ASK . . .

Can you find the files easily? Is the directory structure simple? Do you regularly clear out unnecessary information?

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5S

S1 S2 S3 S4 S5

Remember . . .

No tools and equipment on floor No waste in aisles Don’t forget rest areas, test facilities and the outside area

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5S

S1 S2 S3 S4 S5

Remember . . .

No unnecessary documents in files or on shelves No unnecessary items on shelves and workstations Look inside and at the top of racks and cabinets

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5S

S1 S2 S3 S4 S5

Red Tag Technique

A labeling tool used to highlight what is necessary in an area

The goal is to determine if anyone thinks an item is necessary and in what quantity

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5S

S1 S2 S3 S4 S5

Red Tag Technique

Items are red tagged for a limited period of time during which their usage is evaluated

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5S

S1 S2 S3 S4 S5

Red Tag Technique

After one week or two, the items that are not used or pulled from the area should be relocated or get rid of

This will result in a less cluttered workplace

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5S

S1 S2 S3 S4 S5

Red Tag Approach

Set a time-frame to evaluate the items in the workplace Throw away obvious rubbish Identify a temporary holding area to store the red tagged items Relocate or discard the items that are

  • bviously not required

1 .. 4

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5S

S1 S2 S3 S4 S5

Red Tag Approach

Go through the area and red tag the potentially unneeded items Evaluate the usage of the red tagged items during the predefined time-frame Move these items to the temporary holding area 5 .. 7

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5S

S1 S2 S3 S4 S5

Red Tag Approach

7

Evaluate the usage of the red tagged items . . .

Return back the items if determined necessary Discard (or sell) the items if determined unnecessary Move the occasionally used outside the work area

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5S

S1 S2 S3 S4 S5

Red Tag Approach Not needed? Red tag it!

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5S

S1 S2 S3 S4 S5

RED TAG

Supporting Information:

_________________________________ _________________________________

Reason for Red Tag:

Occasionally used Obsolete/ Aged Unusable Defected Expired Redundant Other __________________________

Action to Take:

Sell Scrap Return back Discard Relocate _______________________ Other _________________________

RED TAG

Area found: ___________________ Item name: ___________________ Quantity: _______ Date: ______ Tagged by: ____________________

(MFG.) TAG#: 159392 www.citoolkit.com

Category:

Equipment Packaging Tool Raw material Instrument Machine part Documentation Stationary Consumable Furnishing Other _________________________

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5S

S1 S2 S3 S4 S5

Minimum Attributes

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5S

S1 S2 S3 S4 S5

PRIORITY FREQUENCY OF USE HOW TO USE Low

  • Once per year or more.
  • Less than once a year.
  • Store away from workplace.
  • Discard if not needed.

Average

  • Once per month.
  • Once per week.
  • Store offline.

High

  • Once per day.
  • Locate at the workplace.

Sort and Store By Frequency of Use

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5S

S1 S2 S3 S4 S5

Sorting Summary

“Remove what is not required” “When in doubt, use the red tag technique” “Keep only those items required TODAY” “Things accumulate” “For more effective use of time and space” “These strategies break the ‘Just In Case’ mentality”

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5S

Set in Order / SEITON

S1 - Sort S2 - Set in order S3 - Shine S4 - Standardize S5 - Sustain

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5S

S1 S2 S3 S4 S5

Set in Order / SEITON

Refers to the practice of arranging the required items Anyone should locate and access them easily

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5S

S1 S2 S3 S4 S5

Set in Order / SEITON

It defines where and how the items to perform the work should be arranged

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5S

S1 S2 S3 S4 S5

Set in Order / SEITON

Once you have eliminated all the unneeded items, get back to the left items and organize them in a way that makes it easy to find what is needed

It should be obvious at a glance when an item is not in its designated place

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5S

S1 S2 S3 S4 S5

Set in Order / SEITON

Think about how you perform your job, and how adjusting the location of your equipment and tools,

  • r altering the work flow,

could make you more productive with less ergonomic stress.

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5S

S1 S2 S3 S4 S5

Benefits

Increased effectiveness in the work area Improved safety and the work environment Items are easier to be found Makes visual management possible Improved workflow Reduced wasted time and motion

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5S

S1 S2 S3 S4 S5

Ask yourself: Where should I locate this item?

Cabinets Shelves / racks Disks / drawers On walls / notice boards Floor Online or offline

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Assign positions for all equipment, tools, parts and materials Organize items in modular cabinets, storage bins, shelves and racks

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Change from a closed to an open storage system

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Place items where they are used Classify and store tools and parts by frequency

  • f use

Place shared tools on shadow boards

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Use different colors or color coding to assign tools for different departments

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S1 S2 S3 S4 S5

Set In Order Strategies

Use of tool checklist to ensure all the proper tools are available

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Use tapes and labels Label files and folders Label shelves and books so that they are easy to identify and return to their proper place

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Label cabinets, storage bins, drawers, shelves and racks

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Provide shelves for frequently used manuals, books & catalogs

Place manuals and standards by machines for easy reference

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5S

S1 S2 S3 S4 S5

Set In Order Strategies A B C

B-33 C-21

Use the three-point identification system (rack-row-column) Arrange things for convenience Place frequently used items in the ‘strike zone’

Sometimes aisles are included in the identification

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

STORAGE BIN 101

MIN MAX

STORAGE BIN 102

MIN MAX

Indicate minimum and maximum levels clearly to see exactly how many stock items are left at a glance

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Mark and label work areas, storage areas, stacking areas, and the locations of safety equipment

Question: Some painting is often better done in later stages, why?

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Ensure safety equipment easily accessible Stack pallets correctly . . . Ensure FIFO is being followed

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Improve wiring organization

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Improve ergonomics Consider long-run and short-run ergonomic issues

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

Use functional carts when conducting changeovers, maintenance and cleaning

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5S

S1 S2 S3 S4 S5

Set In Order Strategies

15 years service New Starter

Make things easy for this guy

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5S

Setting In Order Strategies

S1 S2 S3 S4 S5

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5S

Set in Order Summary

“A place for everything and everything in its place” “Everything is needed needs a place”

S1 S2 S3 S4 S5

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5S

S1 - Sort S2 - Set in order S3 - Shine S4 - Standardize S5 - Sustain

Shine / SEISOU

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5S

S1 S2 S3 S4 S5

Aims of creating a clean workplace without rubbish, dirt or dust Shine / SEISOU

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5S

S1 S2 S3 S4 S5

Benefits

It is easier to spot problems if the area is clean and tidy Makes the work area safer and more pleasant to work in Helps in creating ownership of the work area

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5S

S1 S2 S3 S4 S5

Enable easy identification of abnormalities such as:

Benefits

Repeat contamination Vibration & abnormal sounds Oil spills Air leaks

What else?

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5S

S1 S2 S3 S4 S5

These issues if left unattended could lead to equipment failure and loss of production (or service time)

Benefits

Cleaning should be a part of the daily routine and should not be postponed to some future time

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5S

S1 S2 S3 S4 S5

Shine Strategies

Eliminate all forms of dirt, contamination and clutter Thoroughly clean, dust, polish and sweep the work area

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5S

S1 S2 S3 S4 S5

Shine Strategies

Clean all tools and equipment Machines and equipment should be cleaned by people who use them

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5S

S1 S2 S3 S4 S5

Shine Strategies

Clean up spills on floor and walls

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5S

S1 S2 S3 S4 S5

Shine Strategies

Cleaning tools should always be easily accessible

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5S

S1 S2 S3 S4 S5

Shine Strategies

Identify and eliminate causes of dirt and clutter

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5S

S1 S2 S3 S4 S5

Shine Strategies

Identify the waste disposal storage area and regularly clean it

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5S

S1 S2 S3 S4 S5

Shine Strategies

Divide the workplace into zones Allocate people to take charge of each zone

17 18 19 20 7 8 13 14 5 6 11 12 9 10 15 16 1 2 3 4

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5S

S1 S2 S3 S4 S5

Shine Strategies

Establish a duty schedule and assign responsibilities

Create a table that shows which tasks must be performed, how

  • ften, and by whom
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5S

S1 S2 S3 S4 S5

Shine Strategies

Create procedures for continued daily shine processes Use cleaning inspection checklists

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S1 S2 S3 S4 S5

Shine Strategies

Ensure floors and walls in good condition Paint floors, walls, machines and tools

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5S

S1 S2 S3 S4 S5

Shine Strategies

Don’t forget computers, furnishings, cabinets, storage bins, workstations and display boards

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5S

S1 S2 S3 S4 S5

Shine Strategies

Use fault identification tags while cleaning to indicate any faults

Remove the tag when the problem is fixed Clean to Inspect Inspect to Detect Detect to Correct Correct to Perfect

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5S

Shine Summary

“No dirty machine can produce clean products” “Eliminate ALL spots .. Create a spotless workplace”

S1 S2 S3 S4 S5

“See workspace through customers eyes”

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5S

S1 - Sort S2 - Set in order S3 - Shine S4 - Standardize S5 - Sustain

Standardize / SEIKETSU

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5S

S1 S2 S3 S4 S5

Keeping the workplace clean and tidy is a real challenge and can only be achieved if standards are established and adhered to

Standardize / SEIKETSU

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5S

S1 S2 S3 S4 S5

Doing the right things right all the time Standardize / SEIKETSU

The communication and maintaining of standards and expectations throughout the workplace

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S1 S2 S3 S4 S5

As you learn more, update and modify your standards to make the 5S practices simpler and easier

Standardize / SEIKETSU

Standard Work Standard Work

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S1 S2 S3 S4 S5

Standardize Strategies

Establish procedures and schedules to ensure the consistency

  • f implementing the first three ‘S’ practices
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S1 S2 S3 S4 S5

Standardize Strategies

Ensure everyone knows their responsibilities of performing the sorting, organizing and cleaning

What? When? Where? How?

Develop a work structure that will support the new practices Make it part of the daily routine

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5S

S1 S2 S3 S4 S5

Standardize Strategies

Ensure standardizing color codes

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5S

S1 S2 S3 S4 S5

Standardize Strategies

Use photos and visual controls to help keep everything as it should be and remind people of the standard

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S1 S2 S3 S4 S5

Standardize Strategies

Use machine cleaning/lubrication check sheets

Machine Items to clean 1. 2. 3. Items to lubricate 1. 2. 4.

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5S

S1 S2 S3 S4 S5

Standardize Strategies

Review the status of the work area regularly using 5S audit checklists

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5S

S1 S2 S3 S4 S5

5S Audit Checklist

Provides an opportunity for continuous improvement Helps ensuring that 5S standards are being met Enables to better address compliance gaps

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5S

S1 S2 S3 S4 S5

5S Audit Checklist Example

No unnecessary parts, stock and stored items left in the workplace All machines and pieces of equipment are in regular use All jigs, tools, fixtures and fittings are in regular use Storage area is defined to store broken, unusable or occasionally used items There are clear standards for eliminating unnecessary items All unnecessary items can be distinguished at a glance Storage of tools & equipment is well organized for ease of take and return Stored items are well organized Labels exist to indicate locations, containers, boxes, shelves & stored items There are clear indications of maximum & minimum stock quantities Dividing lines are all clean & all painted as per standard Safety equipment easily accessible Floors, walls, ceilings & pipework are in good condition & free from dirt

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S1 S2 S3 S4 S5

5S Audit Checklist Example

Manufacturing Offices

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Standardize Summary

S1 S2 S3 S4 S5

“Where there are no standards there can be no improvement.” “Ensure everything is done by everyone in a similar manner” “Each time a standard is improved, it becomes the basis for future improvements.”

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5S

S1 - Sort S2 - Set in order S3 - Shine S4 - Standardize S5 - Sustain

Sustain / SHITSUKE

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5S

S1 S2 S3 S4 S5

Sustain / SHITSUKE

Once the first four phases have been implemented, you must now focus on sustaining what has been accomplished Sustaining is the disciplined application the first four ‘S’ practices in order for the 5S program to be successful

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5S

S1 S2 S3 S4 S5

Sustain / SHITSUKE

It is by far the most difficult part to implement Very often we overlook the need to sustain improvements Many companies have found themselves with a cluttered dirty areas after their attempt to implement 5S

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5S

S1 S2 S3 S4 S5

Sustain / SHITSUKE

There is a lack of organizational readiness There is lack of ownership from the top Leadership does not place continuous focus on it

5S has a tendency to fail when:

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5S

S1 S2 S3 S4 S5

Sustain / SHITSUKE Leadership must buy in and establish a culture where 5S excellence is expected and nothing less is tolerated

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5S

S1 S2 S3 S4 S5

Sustain / SHITSUKE The focus should be on the following . . .

PEOPLE

PROCESSES

SYSTEMS

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S1 S2 S3 S4 S5

Sustain / SHITSUKE

Proper planning, training, monitoring and a formal system of accountability must exist in order for the program to ensure its successful continuation PEOPLE

PROCESSES

SYSTEMS

Training Monitoring Accountability 5S Strategies Measurements P&P Ownership Communication Award PDCA

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5S

S1 S2 S3 S4 S5

Sustain Strategies

Ensure everyone in the company knows the benefit of implementing the 5S program Use 5S posters and signs to remind

  • f the benefits
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5S

S1 S2 S3 S4 S5

Sustain Strategies

Promote the ‘showroom mentality’

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S1 S2 S3 S4 S5

Sustain Strategies

Ensure everyone is involved and held accountable Make it part of health and safety Make it part of daily Gemba meeting

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S1 S2 S3 S4 S5

Sustain Strategies

Create discipline to perform the first four ‘S’ practices Train everybody and expect them to do great things

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S1 S2 S3 S4 S5

Sustain Strategies

Monitor results through appropriate metrics and analysis Audit to ensure all defined standards are being followed up Communicate audit results Reward and recognize the efforts and accomplishments

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S1 S2 S3 S4 S5

“Make it a way of life” “Practice and repeat until it becomes a culture” “Lead by example”

Sustain Summary

Jan Feb Mar Apr May

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5S

How to Implement 5S

Or Find a problem for which 5S plays a key role in its solution Start with whatever is the simplest

The best approach is to start with a pilot work area and use it as a model for the rest of the company

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How to Implement 5S

Keeping it small and simple is better than starting big and having too many issues to deal with at the same time

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5S

How to Implement 5S

Remember that top management should understand the benefits and fully support the program

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5S

How to Implement 5S

After selecting the pilot area, establish a 5S team and appoint a team leader Ensure the team understand the goals

  • f implementing

the 5S program

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5S

How to Implement 5S

Provide initial 5S training to the team. This will . . .

Help ensure employees fully understand 5S Help employees understand how to implement 5S Have the 5S program widely accepted

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5S

How to Implement 5S

Observe the area and evaluate the current situation Collect data and take the ‘BEFORE’ photos

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How to Implement 5S

Brainstorm with the team to identify opportunities for improvement

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5S

How to Implement 5S

Photo Improvement Ideas 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

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5S

How to Implement 5S

Establish an improvement plan that details the activities, responsibilities and timeframes

What Who When 1 2 3 4

Include in the plan the required resources and any financial requirements

Resources $

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5S

How to Implement 5S

Implement the plan to improve the area Spend proper time on each ‘S’ S1 S2 S3 S4

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5S

How to Implement 5S

Audit the area and take the ‘AFTER’ photos to showcase the improvements

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How to Implement 5S

‘BEFORE’ and ‘AFTER’ photos allows everybody to see at a glance if the present situation meets the standard

BEFORE AFTER

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How to Implement 5S

Publish the outcomes on the 5S notice boards Reward and recognize the efforts Develop and implement a control plan to sustain the improvement in that pilot area

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How to Implement 5S – Summary

10 Identify an area 20 Establish the team 30 Provide training 40 Observe the area 80 Audit the area 70 Implement the plan 60 Create an action plan 50 Brainstorm to identify ideas

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How to Implement 5S – Initial Report

Don’t forget to report the outcomes to the leadership team This is going to be a justification why you should carry on with the program

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5S

A Full Scale 5S Program

Once you have created a good example and demonstrated a success, you can now start implementing the 5S program in full scale

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5S

Selecting the Areas

Start by selecting the areas where you need to implement improvements using 5S

Production Lines Quality Lab Offices Storage Area

P D A C

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P D A C

5S

Selecting the Areas - Example

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P D A C

5S

Selecting the Areas

Area # Area Name 5S needed? 5S Leader 6 Workshop Yes Zekaria 3 Tooling room Yes Sami 5 Spare parts store Yes Emir 2 Quality labs Yes Peter 8 Cafeteria No Hans 22 Warehouse Yes Adam 5 Mezzanine Yes Pablo 23 Auto shop Yes Kerem 33 Shipping office Yes Jamal

An example of 5S areas and the responsible people

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5S

Create an integrated plan to progress area by area Begins at the company level (include controls for sustain) Then have an improvement plan per area

A Full Scale 5S Program

P D A C

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5S

A Full Scale 5S Program

Here we will use a combination of . . .

PDCA Kaizen Events Quick wins / Just-do

P D A C

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5S

Evaluating

The progress and effectiveness of the program should be evaluated regularly This can be achieved using the 5S checklist Managers and supervisors should also participate in these reviews

P D A C

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P D A C

5S

An example of 5S audit report

Work Area: Workshop Checklist item week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 No unneeded items X X Waste management Items in place X X Files in place X Cleanness X X Lighting X Ventilation X Cleaning tools X X X Pest control SOPs followed X X Display boards X X X 64% 73% 64% 73% 82% 91%

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5S

An example of 5S audit report

Sort Sort in order Shine Standardize Sustain

5 4 3 2 1

Workshop Tooling room

Sort Sort in order Shine Standardize Sustain

5 4 3 2 1

A radar chart can be used to track the 5S progress (and compare) An overall score for each section can be calculated

P D A C

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5S

An effective audit ends up with a list of improvement actions Establish information boards to include the audit results

64% 73% 64% 73% 82% 91%

Area board

Weeks 1 2 3 4 5 6 7 8 9 64% 73% 64% 73% 82% 91%

General board

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5S

The Company Level Plan PEOPLE

PROCESSES

SYSTEMS

Training Monitoring Accountability 5S Strategies Measurements P&P Ownership Communication Award PDCA

Should contain controls to sustain improvement overtime

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In your team: 1. Identify an area to implement 5S. 2. Evaluate the selected area and take photos. 3. Return back, then brainstorm to identify

  • pportunities for improvement.

4. Create an action plan to improve the area.

Organize Your Area

T.E T.E

Flipcharts Markers Cameras

2

Hours .

5S