5S.ppt

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© 2004 Superfactory™. All Rights Reserved.
5S and Visual Control
Superfactory Excellence Program™
www.superfactory.com

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Disclaimer and Approved use
 Disclaimer
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KIND, EITHER EXPRESSED OR IMPLIED.
 Copyright
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copyright issues. Please contact Superfactory immediately if copyright issues become apparent.
 Approved Use
 Each copy of the Superfactory Excellence Program can be used throughout a single Customer location, such as
a manufacturing plant. Multiple copies may reside on computers within that location, or on the intranet for that
location. Contact Superfactory for authorization to use the Superfactory Excellence Program at multiple
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 The presentations and files may be customized to satisfy the customer’s application.
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express written permission from Superfactory.
 Current contact information can be found at: www.superfactory.com

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5S and Visual Control
 5 Elements of 5S
 Why 5S?
 Waste
 Workplace observation
 Sort
 Straighten
 Shine
 Standardize
 Sustain
 Visual Factory
 Summary

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5 Elements of 5S
 Sort
 Straighten
 Shine
 Standardize
 Sustain

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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.

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Types of Waste
 Overproduction
 Delays (waiting)
 Transportation
 Process
 Inventories
 Motions
 Defective Products
 Untapped Resources
 Misused Resources

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Elimination of Waste
5 S Element Waste/ Improvement Item Deliverable
Systematic Organization Elimination of finding.
Reduction of part selection errors.
Reduced Costs
Improved Quality
Increased Product Options
Sorting-Visual
Placement
Elimination of finding.
Elimination of nonconformances.
Elimination of motion.
Reduction of part selection errors.
Reduced Costs
Increased Safety
Improved Quality
Increased Product Options.
Scrubbing Clean Increased safety.
Preventive maintenance.
Increased equipment knowledge.
Increased Safety
Improved Quality
Standardization Control Increased equipment life.
Higher morale.
Clean environment.
Increased visibility of nonconformances.
Improved Quality
Consistent Delivery
Improved Safety

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Waste Identification
 What waste can be identified in the following photos?

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Waste Identification
 What waste can be identified in the following photos?

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After 5S
 Clear, shiny aisles
 Color-coded areas
 Slogans & banners
 No work in process

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Workplace Observation
 Clearly define target area
 Identify purpose and function of target area
 Develop area map
 Show material, people, equipment flow
 Perform scan diagnostic
 Photograph problem areas
 Develop a project display board (area)

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Target Area Vision
Safety
Current Condition Desired Conditions

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Target Area Vision
Product Quality

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Target Area Vision
Equipment Maintenance

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Target Area Vision
Work Efficiency

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Target Area Vision
Inventory Levels

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Target Area Vision
Information Flow

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Sketch of the Current Work Area
Show flow of people, equipment, and materials with arrows

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Workplace Scan Checklist
Date
Step Item
Determine what is and is not needed
Unneeded equipment, tools, etc. ...are present
Unneeded items are on walls (bulletin boards etc.)
Items are present in aisleways, stairways, corners, etc.
Unneeded inventory, supplies, parts, materials are present
Safety hazards (water, oil, chemicals) exist
A place for everything…
Correct places for items are not obvious
Items are not in their correct places
Aisleways and equipment locations are not identified
Items are not put away immediately after use
Height and quantity limits are not obvious
Cleaning and looking for ways to keep it clean
Floors, surfaces, and walls are not free from dirt
Equipment is not kept free from dirt, oil, and grease
Cleaning materials are not easily accessible
Lines, labels, and signs are not clean
Other cleaning problems are present
Maintain and monitor the first three categories
Necessary information is not visible
All standards are not known and visible
Checklists don't exist for all cleaning and maintenance jobs
All quantities and limits are not easily recognizable
How many items can't be located in 30 seconds or less
Stick to the rules
How many workers have not had 5-S training
How many times last week was daily 5-S not performed
Number of times that personal belongings were not stored
Number of times job aids are not available or up to date
Number of times last week 5-S inspections were not done
Total
Number of problems found+D13 Rating
None 5
1 4
2 3
3-4 2
5 or more 1
Sustain
Sort
Straighten
Shine
Standardize

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Waste Radar Chart
% of Waste Before 5S
% of Waste After 5S
0
De f
ec ti
veP r
oduc t
T r
anspo rt
a ti
on
De l
ays
Resou rces
M i
s-
used
P r
ocess
10
M o ti
on
I
nven t
o ry
Un t
apped
Resou rces
90
70
20
30
40
50
60
80
100
O ve rp r
oduc ti
on

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Sort
 When in doubt, move it out
 Prepare red tags
 Attach red tags to unneeded items
 Remove red-tagged items to “dinosaur burial ground”
 Evaluate / disposition of red-tagged items

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Red Tag Inspection Sheet
Search
 Floors
 Aisles
 Operation areas
 Workstations
 Corners, under equipment
 Small rooms
 Offices
 Loading docks
 Inside cabinets
Look for unneeded equipment
 Machines, small tools
 Dies, jigs, bits,
 Conveyance equipment
 Plumbing, electrical parts
Look for unneeded furniture
 Cabinets
 Benches, tables
 Chairs
 Carts
Search these storage places
 Shelves
 Racks
 Closets
 Sheds
Search the walls
 Items hung up
 Old bulletin boards
 Signs
 Other _________
Look for unneeded materials
 Raw material
 Supplies
 Parts
 Work in process
 Finished goods
 Shipping materials
Look for other unneeded items
 Work clothes
 Helmets
 Work shoes
 Trash cans
 Other

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Red Tagged Items Log
Needless Items
(describe)
# of
items
Date Reason for
Tagging
Notes /
Disposition

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Disposition List
Category Action
Obsolete  Sell
 Hold for depreciation
 Give away
 Throw away
Defective  Return to supplier
 Throw away
Used about once per week  Store in area
Used less than once per month  Store where accessible in plant
Seldom used  Store offsite (or in distant place)
 Sell
 Give or throw away
Use unknown  Store until information is found

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Straighten
 Make it obvious where things belong
 Lines
 Divider lines
 Outlines
 Limit lines (height, minimum/maximum)
 Arrows show direction
 Labels
 Color coding
 Item location
 Signs
 Equipment related information
 Show location, type, quantity, etc.

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Straighten Check Sheet
Equipment
 Machines
 Small tools
 Dies
 Jigs
 Bits
 Cleaning equipment
Furniture
 Cabinets
 Benches, tables
 Chairs
 Carts
 Shelves
 Racks
Materials
 Raw material
 Supplies
 Parts
 Work-in-process
 Finished goods
 Shipping materials
 Cleaning supplies
Other items
 Charts, graphs, bulletin boards
 Pens, pencils
 Work clothes
 Helmets
 Work shoes
 Trash cans

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Shine
 Clean everything, inside and out
 Inspect through cleaning
 Prevent dirt and contamination from reoccurring
 Results in
 Fewer breakdowns
 Greater safety
 Product quality
 More satisfying work environment

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Shine Check Sheet
 Ceilings
 Aisles
 Workstations
 Corners, under equipment
 Loading docks
 Walls
 Doors
 Pillars, posts
 Floors
 Machines
 Plumbing, sinks
 Cabinets, shelves, racks
 Carts, Racks
 Drawers, storage bins
 Fixtures, power boxes

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Shine Cleaning Plan
Task Location Who When Materials/ tools
needed

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Standardize
 Establish guidelines for the team 5-S conditions
 Make the standards and 5-S guidelines visual
 Maintain and monitor those conditions

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Typical Team Standards
 Sort
 Amount of inventory
 Tools that belong in the area
 How often to remove scrap
 Straighten
 Location of aisleways
 Location of tools, equipment
 Shine
 Cleaning schedule
 Maintenance tasks
 Checklist of what to look for as cleaning is performed

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Sustain
Determine the methods your team will use to
maintain adherence to the standards
 5-S concept training
 5-S communication board
 Before and after photos
 One point lesson
 Visual standards and procedures
 Daily 5-minute 5-S activities
 Weekly 5-S application

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Visual Factory Implementation
 Develop a map identifying the “access ways”(aisles,
entrances, walkways etc.) and the “action” areas.
 Perform any necessary realignment of walkways, aisles,
entrances.
 Assign an address to each of the major action areas.
 Mark off the walkways, aisles & entrances from the action
areas
 Apply flow-direction arrows to aisles & walkways
 Perform any necessary realignment of action areas.
 Mark-off the inventory locations
 Mark-off equipment/machine locations
 Mark-off storage locations (cabinets, shelves, tables)
 Color-code the floors and respective action areas

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Review and Summary
 List each of the 5-S steps.
 Describe the “30-second test”.
 Why is total employee involvement so important?
 What is management’s role?
 Briefly describe each step in the 5-S system.
 How do you intend to use this information?

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