Office 5S implementation workshop
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A set of slides from a workshop to launch 5S in an office.

A set of slides from a workshop to launch 5S in an office.

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Office 5S implementation workshop Presentation Transcript

  • 1. Office 5S Implementation Ian Seath Improvement Skills Consulting Ltd.1 © 2013 Copyright ISC Ltd.
  • 2. Workshop Aims To introduce the Lean 5S technique To decide how and where it can be applied within the office To begin implementation so we can achieve some quick wins To plan for sustaining 5S To commit to developing 5S2 © 2013 Copyright ISC Ltd.
  • 3. 5S Approach Two days of “learning by doing”  Approximately 20% learning/80% doing Applicationof principles on your work process Focused on immediate implementation Immediate tangible benefits3 © 2013 Copyright ISC Ltd.
  • 4. What is 5S? An easy way of achieving major change in an office environment A structure for establishing an orderly, clean and organised working environment A way of identifying new problems and wastes that can then be resolved by staff and managers A way of encouraging everyone to be involved in improvement activities A process for creating the best working environment to carry out your work and run your business4 © 2013 Copyright ISC Ltd.
  • 5. What is 5S? Based on Japanese words that begin with “S”, the 5S philosophy focuses on effective workplace organisation and standardised work procedures Problems cannot be clearly seen when the workplace is disorganised Cleaning and organising the workplace helps the team to uncover problems Making problems visible is the first step of improvement5 © 2013 Copyright ISC Ltd.
  • 6. What is 5S?1) SORT: Seiri – Eliminate unnecessary items2) SET IN ORDER: Seiton – Order: everything in its place3) SHINE: Seisu - Clean, check and return to original state4) STANDARDISE: Seiketsu - Define procedures and standardise5) SUSTAIN: Shitsuke - Respect and improve standards6 © 2013 Copyright ISC Ltd.
  • 7. The ideas of 5S are NOT new . . . Henry Ford described how he implemented them in the early 1900s: “Put all machinery in the best possible condition, keep it that way, and insist upon absolute cleanliness everywhere in order that he may learn to respect his tools, his surroundings, and himself.”7 © 2013 Copyright ISC Ltd.
  • 8. Office: Before and after 5S…8 © 2013 Copyright ISC Ltd.
  • 9. Before and after 5S…9 © 2013 Copyright ISC Ltd.
  • 10. 5S Leads to a Visual Office When anyone can walk into the office and visually understand the processes and performance. Visual Office 5S System Staff Involvement10 © 2013 Copyright ISC Ltd.
  • 11. The Seven Wastes: Waiting: People waiting for work (e.g. waiting for papers) Over-production: Producing more than is needed (e.g. taking extra copies) Re-work: Dealing with failures and correcting problems (e.g. re-booking appointments) Motion: People moving (e.g. to get files, papers, approvals) Over-processing: Unnecessary activities (e.g. collecting duplicate information, multiple levels of approvals) Inventory: Work in progress (e.g. case files “sat on desks”) Transportation: Moving stuff around (e.g. files to/from archives) 11 © 2013 Copyright ISC Ltd.
  • 12. Benefits to you? What examples of the 7 Wastes can you identify in the office? What do you think the benefits of applying 5S might be here?12 © 2013 Copyright ISC Ltd.
  • 13. Implementation: 5S APPROACH13 © 2013 Copyright ISC Ltd.
  • 14. 5S: SORT - What is it? SORTING does not mean rearranging the items in your workplace... It means separating the necessary from the unnecessary, and only keeping the necessary Why?  Your work area is crowded and hard to work in  Time is wasted looking for papers and equipment  Untidiness hides other problems  Cabinets, shelves and cupboards get in the way and put barriers between people14 © 2013 Copyright ISC Ltd.
  • 15. 5S: SORT - How do we do it?  Identify the area we are SORTING  Define the criteria for attaching Red Tags  Allocate a holding area for all dubious items  This should be in the 5S area, but marked as being the “quarantine” holding area  Take lots of “before” photos  Prepare a Red Tag Board in the 5S area:  To note tags produced, actions outstanding, and a summary of the total numbers of tags  Red Tag all items meeting the criteria (aim for 4 Tags minimum per person)  Look everywhere - “waste” is all around the office!  Get an “independent” person to go around and challenge the team on what they have tagged and not tagged15 © 2013 Copyright ISC Ltd.
  • 16. 5S: SORT – Red Tagging An effective visual method to identify un-needed items is called red tagging  A red tag is placed on all items not required to complete your job These items are then moved to a central holding area for later evaluation of their value Occasionally-needed items are moved to a more organised storage location away from the immediate work area Un-needed items are discarded/disposed of16 © 2013 Copyright ISC Ltd.
  • 17. Red Tag CriteriaPriority Frequency of use Action requiredHigh Daily Store at the workplace, where it is neededMedium Once per week, once per Store together, near the month workplaceLow Less than once per year Throw away, or store away from the workplace Unusable items Throw away This applies to: - Paperwork (incl. files & books) - Equipment (incl. furniture) - Facilities (e.g. storage)17 © 2013 Copyright ISC Ltd.
  • 18. 5S: SORT - Documents Look at:  Look for:  Client paperwork  Out of date?  Policy documents  Correct version?  Letters/correspondence  Required for the job?  Memos  how often?  Specifications  Kept updated?  by whom?  Procedures  how often?  Checklists  Notice Boards18 © 2013 Copyright ISC Ltd.
  • 19. 5S: SORT - How do we do it? Evaluate the Red Tag items:  The team looks at the items tagged to check:  Have we tagged anything we definitely need?  Have we tagged anything that belongs to another department, section or organisation?  What is useless, unclear or useful?  Are some things useful, but on a longer time-scale?  How do we dispose of the items tagged that we don’t want?  Have we challenged what we really need and don’t need?19 © 2013 Copyright ISC Ltd.
  • 20. 5S: SET IN ORDER – What is it? Everything in its place and a place for everything Arrange the things you need to do your job so that they are easy to find, easy to use, and label them so that anyone can find them and put them away20 © 2013 Copyright ISC Ltd.
  • 21. 5S: SET IN ORDER – How do we do it? Area by area, get the team to put all the items they need in what they consider the best place If we need the same item in two different places get two of them, or make it very easy to move Take photos “after” and display them to show what “good” looks like and where everything should be (the new “Standard”)21 © 2013 Copyright ISC Ltd.
  • 22. 5S: SET-IN-ORDER – How do we do it?  Place items in the workplace according to their frequency of use:  Frequently used items close to place of work  Used every hour, within arms reach  Used several times a day within one pace  Used once a day, in the work area  Used less than once a day, out of the work area  Keep similar equipment and materials together  Use signs or colour-coding to indicate where things should be stored  Make it as easy as possible to put things back (big holes and labelled gaps!)22 © 2013 Copyright ISC Ltd.
  • 23. 5S: SHINE – What is it? We get everything clean and looking like new, and we keep everything clean and looking like new A standardised method for cleaning and tidying any operational area so that nothing is out of place, nothing is dirty longer than a day, and anyone visiting the office cannot fail to be impressed with the cleanliness of the work area Keeping the work area clean and tidy is the responsibility of the people working in that area, not the responsibility of a cleaner coming round at the end of the day A clean work area helps you to identify emerging problems so you can take corrective action more quickly23 © 2013 Copyright ISC Ltd.
  • 24. 5S: SHINE – How do we do it? Decide if the work area needs a major clean- up and if so, how that can be done Put in a major effort over a short period of time to get the whole area up to the required standard Take photos of the newly cleaned area and put them up in the area to show the standard Agree what needs to be cleaned daily and by whom (produce a rota) Carry out regular cleanliness inspections24 © 2013 Copyright ISC Ltd.
  • 25. 5S: STANDARDISE – What is it? The state that exists when SORT, SET-IN- ORDER and SHINE are properly maintained Writing, displaying and making visual simple procedures that ensure that all can see whether an area is keeping up with its targets on the 5S The place will degenerate back to where we were pre-5S if we don’t standardise25 © 2013 Copyright ISC Ltd.
  • 26. 5S: STANDARDISE – How do we do it? Decide who is responsible for keeping each element of the first 3S up to the required standard and ensure they do it Integrate the 3S duties into everyone’s day to day work:  We should each have regular daily or weekly 3S activities as part of our job, irrespective of grade or function Instigate regular audits on the office’s 5S performance Keep applying the Seven Wastes to drive waste out of the process as this usually impacts positively on 5S26 © 2013 Copyright ISC Ltd.
  • 27. 5S: SUSTAIN – What is it? Sustain is basically about enforcing and accepting the discipline of 5S – make 5S a habit Not letting external factors influence the application of the 5S principles Being critical of those not respecting the standards, or not following the set procedures Emphasising the visual aspect of all the stages, ask yourself, could a stranger walk in and understand the situation?  Can they tell if we are doing it right or doing it wrong? If the answer is no, then improve the standard27 © 2013 Copyright ISC Ltd.
  • 28. 5S: SUSTAIN – How do we do it? Inspect before and after working Keep encouraging and recognising those who participate and never ignore those who slacken Use Information Boards to provide recognition to the team and to show visitors what has been achieved Keep talking about the 5S, don’t let them become a low status activity Use the results of 5S audits to drive continuous improvement Always be ready to “Red Tag”, or run further Red Tag events Invite “critical friends” to visit28 © 2013 Copyright ISC Ltd.
  • 29. 5S at home?29 © 2013 Copyright ISC Ltd.
  • 30. ian.seath@improvement-skills.co.uk07850 728506@ianjseathuk.linkedin.com/in/ianjseath© 2013 Copyright ISC Ltd.