5 S Presentation

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  • 5S is the foundation, the building blocks, for a “Kaizen” approach to incremental improvement. 5S focuses on the elimination of wastes( Muda) in the work environment: to include the office environment as well as the manufacturing environment. In simplest terms , it is the cleaning up of all the wastes so that the work environment produces “what” it wants, at the “time” it is needed in the “correct quantities”.
  • 5S was created in the Japanese manufacturing environment and literally stands for 5 Japanese words which begin with S: Seiri, Seiton, Seison, Seiketsu, Shitsuke When translated together mean a cleaning activity at a workplace. Aforementioned, 5S is an integral step towards Kaizen and Lean-site Manufacturing with the primary goal of being able to supply the customer ( internal,external) with the “right product” at the “right time” in the correct quantities.
  • This model shows the inter-relationship of the 5S steps with the customer’s expectations of improved quality,improved safety, reduced nonconformance costs, improved product service options;thus, leading to a satisfied customer. Please note that the base of the pyramid is self-discipline-control. This step is key in maintaining the progress already achieved by the previous 4 S’s. Also please note, that the deliverables are closely related to the deliverables of a Kaizen process.
  • Each of the translated 5S’s are defined here.
  • This matrix is extremely important in understanding the relationship of Kaizen, Six Sigma, and Lean- site manufacturing. Notice that many of the continual improvement tools are common amongst the three programs. In essence it is important to note that Lean-site Manufacturing is really a deliverable of Kaizen ( when employed completely and correctly). It is also important here to recognize where 5S fits into the equation. 5S focuses on the elimination of wastes, so it is common and required for successful completion of Kaizen and Lean-site initiatives.
  • A further breakdown of the continual improvement tools for Six Sigma and Kaizen, indicating the importance of waste elimination & 5S in Kaizen efforts.
  • Another comparative analysis showing the major steps in each of a Six Sigma and a Kaizen Program and that the primary focus of 5S is process related i.e. not only to the processes of cleaning,organizing etc. associated wtih5S, but also the work processes of documentation,selling,purchasing,manufacturing,distribution and integration of these with5S processes.
  • The primary focus of 5S is the elimination of wastes in the work environment that result from unorganized, unclean material, tools, machines, desks, inventories, aisles,walkways, storage locations. 5S provides a structured methodical approach towards this goal.
  • The 7 types of wastes are identified. It is important that the group understand these 7 wastes. The primary focus of Kaizen and Lean-site Manufacturing are focused on the elimination of these wastes. 5S in turn focuses on the elimination of many of these wastes ( Delays, Transportation, Inventories, Motions, Defective products).
  • Have each member work by themselves and identify an example of each type of the seven wastes. ( 10 minutes)
  • This matrix identifies the first 4 steps in the 5S program and their related wastes and deliverables. This justifies the previous emphasis that 5S eliminates non-value added activities and creates opportunity to increase profits !
  • Listed above is the implementation plan for a 5S program. Each step is explained on the upcoming slides.
  • Have the group get in teams of three or more and identify the items in each picture that they would red tag. For each item they identified to be red tagged, have them identify why, and under what conditions they would red tag an item.
  • Have the group form teams of two. Identify the wastes in each picture. Define why they are wastes. Give them about 15 minutes do this.
  • A standardized work area is a result of applying the first 3 S’s. the result will be a clean, organized work area with evidence of visual color and sign strategies.
  • Cleaning should involve everyone;including people in the office environment. Make it as fun as possible. Have competitions, awards, recognition programs. Make it simple, use cleaning tools you have available.( rags,mops,soap).
  • The Resource Allocation Matrix identifies the required 5S task that needs to be completed in each 5S step job with the required frequency of action.

Transcript

  • 1. A STRATEGY FOR PERFORMANCE EXCELLENCE 5s
  • 2. Executive Overview Participant manual Tools Workbook Knowledge Breakthrough Lecture notes Lecture notes Performance Excellence Series Training Module Elements
  • 3. 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 5s Table of Contents Knowledge Breakthrough
  • 4. What is 5S ?
    • An essential step required for Waste Elimination
    • An integral step in Kaizen
    • A required element to achieve Lean-site Manufacturing.
    Systematic Organization “ Seiri” Orderliness “ Seiton” Cleanliness “ Seiso” Cleanup “ Seiketsu” Cleanup “ Seiketsu” Standardization/Perseverance “ Shitsuke” 5s
  • 5. 5S Performance Excellence Model Systematic-Systematic Organization Scrubbing clean Self-Discipline- Control Customer Expectations Sorting Visual Placement Standardizing Control Improved Quality Improved Safety Reduced costs Consistent Deliveries Improved Product/ Service Options 5s
  • 6. The Five Elements of 5S Systematic Systematic Organization - Identifying what items are required and which are not. Sorting Visual Placement- Items should be easily retrievable, easy to get, and visual-easy to see. Self-Discipline/Control- Ensuring that Systematic Organization, Visual Placement & Cleanliness are maintained. Scrubbing Clean- Keep the area free from debris, dirt, oil, items not needed. Standardizing Control- Maintain and continually improve the previous improvements. 5s
  • 7. 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 Process Improvement Program to Utilize Kaizen Tool Kit 5s
  • 8. Expanding the Strategy
    • 6 Sigma
    • Disciplined Methodology
    • Technical Approach
      • (Quantitative)
    • Data Driven - Statistical
    • Customer Focus
    • Reduce Variation
    • Focus on Large Impact
    • Larger/Longer Projects
    • Kaizen
    • Philosophical Approach
    • Common Sense Approach
      • (Qualitative)
    • Data Driven - Observation
    • Operational Focus
    • Waste Elimination 5S
    • Incremental Change
    • Smaller/Shorter Projects
    Complimentary Tools Driving Continuous Improvement Performance Excellence 5s
  • 9. Comparative Analysis
    • Improvement Methodologies
    • Similar in Structure
    • Improvements measured against established process
    • Team oriented
    • Similar improvement tools
    • Measure effectiveness of improvements
    • Maintain new performance level
    • Standardize & Proceduralize
    • Results
    • More Efficient Processes
    • Comparison
    • Both are Effective Improvement Mechanisms
    • CPI/6s best applied to large complex problems
    • Kaizen/Lean best applied to achieve incremental changes and eliminate wastes.
    Measure - Data Collection - Determine Process Potential / Goals Evaluate - Root Cause / Vital Few - Statistical Analysis Improve & Verify - Implement Improvement - Validate Improvement Standardize - Standardize / Leverage - SPC - Update Procedures Evaluate - Baseline Process Performance - Establish Target Decide -Compare solutions - Choose Act -Communicate - Implement improvement - Control Measure - Validate improvement - Standardize - Update Procedures Focus - Reduce Process Variation - Identify Critical Cause and Focus Resources for Maximum Impact Focus - Eliminate Waste 5S - Seek Incremental Process Changes Kaizen/Lean 6  Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week 5s
  • 10. Why 5S
    • 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.
    Look Familiar ? 5s
  • 11.
    • Overproduction
    • Delays (waiting time)
    • Transportation
    • Process
    • Inventories
    • Motions
    • Defective products
    • Untapped Resources
    • Mis-used Resources
    9 Wastes The Nine types of wastes.
  • 12.
    • Overproduction ______________________________
    • Delays (waiting time)__________________________
    • Transportation _______________________________
    • Process_____________________________________
    • Inventories__________________________________
    • Motions ____________________________________
    • Defective products ____________________________
    • Untapped Resources __________________________
    • Mis-used Resources ___________________________
    9 Wastes Give an example of each type of waste. The Nine types of wastes Think Break
  • 13. Elimination of Waste
  • 14. Systematic Organization Cleanliness Visual Placement Standardization 5 S Implementation Plan Progressive Enhancements Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan Step 4 Develop 5 S Training Plan Step 5 Implement 5 S Step 6 Verification of Effectiveness
  • 15.
    • Removing “ Red Tagged ” stuff
    • What Stuff would you “Red Tag” in these pictures ?
    Picture A__________________________________________________________ Picture B _________________________________________________________ Think Break
  • 16.
    • 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).
    • ___________________ ___________________ _________________
    • ___________________ ___________________ _________________
    • ___________________ ___________________ _________________
    • ___________________ ___________________ _________________
    Everything has a useable place Think Break Finding Wastes
  • 17. 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
  • 18. 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.
  • 19. Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage. Key Deliverables A clean Systematic Organization results in increased safety and efficiency . Increased Safety Increased Efficiency
  • 20. Step 2: Allocation: Assign resources to the specific tasks required to make 3S a habit.
  • 21.  
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  • 26. Waste Identification Map
  • 27.  
  • 28. The Nine Wastes Percentage of Waste
  • 29.  
  • 30.  
  • 31.  
  • 32.