5 s training

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5 s training

  1. 1. ‘5S’METHOD OF WORK PLACEORGANIZATION AND VISUALCONTROLSPopularized by Hiroyuki Hirano (1990).The origin is rooted in the works of twoAmerican pioneers Frederick W. Taylorand Henry Ford – Studied by Japanesemanagers.
  2. 2. ‘5S’ – Each ‘S’ means.,• SEIRI – Sort - Clearing• SEITON – Set - Organizing• SEISO – Shine – Cleaning• SEIKETSU –Standardizing• SHITSUKE – Sustain – SelfDiscipline and Training
  3. 3. COMMON MIND SETS…• Its an additional burden. Too busy to do5S activities.• Why clean it? It will get dirty again• We cannot change the existing setup.• More work pressure – No time for thesethings
  4. 4. COMMON MIND SETS…• Expensive – Why to waste money?• We are comfortable – Why to change?• It will take time.
  5. 5. But the winningcompanies says…• Work efficiency enhanced due toorganized work place• Achieve remarkable cost reduction inproduction process and improvedproductivity by 20%
  6. 6. But the winningcompanies says…• Promotes safe, healthy and beautifulwork environment• From the bottom of the list we becomethe number two profit maker• Waste elimination, Cycle time reduction,Space generation, Inventory reductionand improved work ethics
  7. 7. But the winningcompanies says…• World class companies donot succeed, it’s peoplewho do
  8. 8. So,What’s good in it?
  9. 9. ‘5S’• SEIRI – Sort - Clearing• SEITON – Set - Organizing• SEISO – Shine – Cleaning• SEIKETSU –Standardizing• SHITSUKE – Sustain – SelfDiscipline and Training
  10. 10. 1S – SORT - Clearing“…only what is needed, in theamounts necessary,as they are required…”Eliminate unwanteditems from your workarea
  11. 11. SORT – Fights with Habits
  12. 12. SORT – Fights with Habits• It is difficult and confusing to decide whichwould be wanted in future.• People tend to keep extras or duplicates “just incase a need comes in future”• People do not realize the importance of space,believing in unlimited space availability.JUST-IN-CASE JUST-IN-TIME
  13. 13. A Simple Flow chart
  14. 14. What is unwanted?1. Parts & Work in Process (WIP)• Things fallen back behind the machine• Extra WIP• Stock of rejected items• Items accumulated over period for rework• Material awaiting disposal decision• Material brought for some trial, still lying evenafter trial• Small qty of material no longer in use
  15. 15. 2. Tools, Toolings, Measuring devices• Old jigs, tools not in use• Broken tools, bits, etc.• Measuring equipment not required for the operationbeing performed3. Shelves and Lockers• Shelves and lockers tends to collect things thatnobody ever uses , like surplus, broken items etc.4. Passages and Corners• Dust, material not required seem to gather in cornerWhat is unwanted?
  16. 16. 5. Besides Pillars, Floors• These places tends to collect junk.6. Walls and Boards• Old out dated notices which have lost theirrelevance• Dust, remains of torn notices, cello tape pieceWhat is unwanted?
  17. 17. What is unknown?• Simple –• Unable to decide whether it is useful ornot.• Good material – Not useful to you. May beof use to somebody else.
  18. 18. SEIRI =SEIRI = SortingSortingActivity Establish a criteria for eliminating unwanted itemsEliminate unwanted items either by disposingthem or by relocating them.Meaning Distinguish between necessary andunnecessary items and eliminate theunnecessary itemsSuccess Area saved or percentage of space availableIndicator
  19. 19. INTERACTIVE BITGive me three examplesof areas that could benefitfrom sorting
  20. 20. SEITON – SET -ORGANIZING• “A place for everything andeverything in its place”• Identify and allocate a place forall the materials needed for yourwork.
  21. 21. • Decide where things belong.• Decide how things should putaway• Obey the put away rulesSEITON – SET -ORGANIZING
  22. 22. SEITON – EXAMPLE
  23. 23. SEITON =SEITON = SET-ORGANIZINGSET-ORGANIZINGActivity - Functional storage- Creating place for everything and puttingeverything in its placeMeaning To determine type of storage and layoutthat will ensure easy accessibility foreveryone .Success - Time saved in searchingIndicator - Time saved in material handling
  24. 24. INTERACTIVE BITDiscuss two areas where productionis frustrating• Do the tools keep going missing, or doyou have to wait for them to becomeavailable.• Do operators zig-zag around the areaand/or get in each others way• Do we have Mix Ups?•
  25. 25. SEISO – SHINE - CLEANING• Here cleaning means more thanjust keeping things clean – Its foryour safe.• At least 5 minutes everyday forcleaning
  26. 26. SEISO-SHINE-CLEANINGSEISO-SHINE-CLEANINGActivity - Keep workplace spotlessly clean- Inspection while cleaning- Finding minor problems with cleaning inspectionMeaning Cleaning trash, filth, dust and other foreignmatter. Cleaning as a form of Inspection.Success - Reduction in machine down timeIndicator - Reduction in no. of accidents
  27. 27. INTERACTIVE BITWhat areas of the factoryare the dirtiest and/or aredepressing to work in?
  28. 28. SEIKETSU -STANDARDIZING• Regularising 5S activities by puttingsystems in place – Everyone does thingsthe same way• Make it easy for everyone to identify thestate of normal or abnormal condition.• For maintaining previous 3S, use visualmanagement5S IS EASY TO DO ONCE –CONSISTENCY IS DIFFICULT
  29. 29. SEIKETSU - STANDARDIZINGSEIKETSU - STANDARDIZINGActivity - Innovative visual management- Colour coding- Early detection of problem and early actionMeaning Setting up standards / Norms for a neat,clean,workplace and details of howto maintain the norm (Procedure)Success Increase in 5S indicatorIndicator
  30. 30. • Make ‘5S’ is a HABIT• Without this, the time involvedin all the other S will be invain.SHITSUKE – SUSTAIN – SELFDISCIPLINE & TRAINING
  31. 31. • We need Everyone to maintain5S guidelines.• To maintain discipline, weneed to practice and repeatuntil it becomes way of life.• Discipline is the core of 5SSHITSUKE – SUSTAIN – SELFDISCIPLINE & TRAINING
  32. 32. SHITSUKE – SUSTAIN –SELF DISCIPLINE &TRAINING• Commitment +Everyone’s Involvement =Success to 5S
  33. 33. SHITSUKE-SUSTAINSHITSUKE-SUSTAINActivity - Participation of everyone in developing goodhabits- Regular audits and aiming for higher levelMeaning Every one sticks to the rule and makes it ahabitSuccess High employee moraleIndicator Involvement of all people
  34. 34. SOME COMPARISONSBEFORE 5S AFTER 5S
  35. 35. The rules…• Remove fixed ideas.• Think of ways to make it possible.• No excuses needed.• Go for the simple solution, not the perfect one.• Correct mistakes right away.• Repeat ‘Why’ 5 times.• Ask ideas from many people.• There is no end to improvement.
  36. 36. BENEFITS Reduced set-up times Reduced cycle times Reduce searching time Increased floor space Lower safety incident/accident rate Less wasted labor Better equipment reliability Higher Quality Lower cost Reliable Delivery
  37. 37. Roles and Responsibility• Leaders must set the tone and lead byexample.• We should commit to the initiative,Provide time to the workforce to developand implement 5S changes.• Any implementation should have a drive.• Conduct short, focussed and frequentcommunication sessions.• Select areas that needs 5S – as pilot areas• Share the successes
  38. 38. It’s a start….

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