Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

5S Complete Implementation Guide

8,135 views

Published on

Published in: Leadership & Management
  • As a single mother every little bit counts! This has been such a great way for me to earn extra money. As a single mother every little bit counts! Finally, a vehicle for making some honest to goodness real money to make life easier and happier now that I don't have to pull my hair out budgeting every penny every day.Thanks for the rainbow in my sky. ▲▲▲ http://ishbv.com/goldops777/pdf
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • D0WNL0AD FULL ▶ ▶ ▶ ▶ http://1lite.top/hhkRY ◀ ◀ ◀ ◀
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • There are over 16,000 woodworking plans that comes with step-by-step instructions and detailed photos, Click here to take a look ◆◆◆ http://ishbv.com/tedsplans/pdf
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Want to preview some of our plans? You can get 50 Woodworking Plans and a 440-Page "The Art of Woodworking" Book... Absolutely FREE ★★★ http://tinyurl.com/y3hc8gpw
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

5S Complete Implementation Guide

  1. 1. SORT SHINE SET IN ORDER STANDARDIZE SUSTAIN Safety Support 1 Eng. Mohammed Hamed Ahmed Soliman Industrial Engineering Lecturer & Consultant The American University in Cairo Email: mhamed206@yahoo.com : m.h.ahmed@ess.aucegypt.edu Mob: +201001309903 Linkedin: eg.linkedin.com/in/mohammedhamed
  2. 2. Train Engineers with High Level of Criteria with Standard Procedures. Continuous Improvement for 5S Program. Understand the ProfessionalTools & Materials required for 5S Implementation Program. Benefits of Adding More S! Understand theVisualization Management Concepts. Unique Ideas forVisual Controls. 2
  3. 3. 3 Eng. Mohammed HamedEng. Mohammed HamedEng. Mohammed HamedEng. Mohammed Hamed
  4. 4. Sustain Standardize Shine Sort Set in Order 4
  5. 5. •Sort – The needed from the unneeded: In this step you focus upon the identification of all items in a workplace which enables you to distinguish between the essential and non-essential items. •Set – The workplace in order: In this step you identify the best location for each item, placing essential items in assigned locations. All non- essential items are removed from the work area in question. •Shine – The work area: In this step you focus on creating a best practice approach to keeping the workplace clean and tidy at all times. The principle requires that you ensure that regular housekeeping activities occur continuously during any given shift. •Standardize – Activities: Establish policies and procedures to insure 5S Implementation & improvement. In this step you work to identify with the process employees the best procedures to use to ensure effective and safe operation. These procedures become "law" and are applied diligently time and time again. •Sustain – The 5S system: In this step you focus your energies to ensure that all activities and changes which have been implemented stay implemented. Actions such as continued cleaning of the workplace, the identification of potential non-compliant activities and the reinforcement of approved activities are required to ensure the 5S activity remains beneficial. •Safety- The Working Environment: This is the 6th S with insure that all other 5S are meeting the safety requirements. •Support- The Implementation: Focusing on the budget, material and tools required to implement the other 6S plan •Security- The Resources: Focus on fixed assets (PP&E), material, human capital, brand equity, intellectual property, information technology, assets-in-transit and the extended supply chain. 5
  6. 6. Red tags help identify unused items Sort refers to the practice of going through all the tools, materials, etc., in the work area and keeping only essential items. Everything else is either stored offsite or discarded.This leads to fewer hazards and less clutter. ‫ﻣ‬ ‫ﻭﺍﻟﺘﺨﻠﺺ‬ ‫ﺍﻟﻀﺮﻭﺭﻳﻪ‬ ‫ﺑﺎﻷﺷﻴﺎء‬ ‫ﻓﻘﻂ‬ ‫ﻭﺍﻻﺣﺘﻔﺎﻅ‬ ‫ﻏﻴﺎﺭ‬ ‫ﻗﻄﻊ‬ ‫ﻭ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬ ‫ﻣﺘﻮﺍﺟﺪ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﻛﻞ‬ ‫ﻋﻠﻰ‬ ‫ﻧﻈﺮﻩ‬ ‫ﺗﺸﻤﻞ‬ ‫ﻣﻤﺎﺭﺳﻪ‬‫ﺷﻰء‬ ‫ﺃﻯ‬ ‫ﻦ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬ ‫ﻭﺍﻟﻔﻮﺿﻰ‬ ‫ﺍﻟﻤﺨﺎﻁﺮ‬ ‫ﻣﻦ‬ ‫ﻳﻘﻠﻞ‬ ‫ﻭﻫﺬﺍ‬ ‫ﻣﻌﻴﻨﻪ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺣﻔﻈﻪ‬ ‫ﺃﻭ‬ ‫ﺃﺧﺮ‬. Items to be discarded are placed in a“local red tag area”for removal. 6
  7. 7. The goal is to eliminate nonessential items from the workplace. Items are “red tagged” and stored in a local red tag area for a specific period of time, typically five days. If not reclaimed by the work group, items are then moved to one of the company’s central red tag areas. Here everyone can sift through the items to see if there is anything they need.When items have been in the central area for a specific period of time, the company disposes of them through resale, donation, recycling, or trash. ‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻜﺎﻥ‬ ‫ﻣﻦ‬ ‫ﺃﺳﺎﺳﻴﻪ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﻀﺎء‬ ‫ﻫﻮ‬ ‫ﻭﺍﻟﻬﺪﻑ‬,‫ﻫﻮﻳﺘﻬﺎ‬ ‫ﻣﺤﺪﺩ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻟﺒﻨﻮﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻜﺮﻭﺕ‬ ‫ﻭﺿﻊ‬ ‫ﻳﺘﻢ‬)‫ﻻ‬ ‫ﺃﻡ‬ ‫ﻣﻬﻤﻪ‬(‫ﻭﻳﺘﻢ‬ ‫ﻳ‬ ‫ﺑﺎﻟﻮﺭﺷﻪ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﻘﺎﻁﻬﺎ‬ ‫ﻳﺘﻢ‬ ‫ﻟﻢ‬ ‫ﻭﺍﺫﺍ‬ ‫ﺃﻳﺎﻡ‬ ‫ﺧﻤﺴﻪ‬ ‫ﻭﻋﺎﺩﻩ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﻣﻦ‬ ‫ﻟﻔﺘﺮﻩ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﻟﻠﻌﻼﻣﺎﺕ‬ ‫ﻣﺨﺼﺼﻪ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺗﺨﺰﻳﻨﻬﺎ‬‫ﺍﻟ‬ ‫ﻧﻘﻠﻬﺎ‬ ‫ﺘﻢ‬‫ﻰ‬ ‫ﺑﺎﻟﺸﺮﻛﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﻟﻠﻌﻼﻣﻪ‬ ‫ﺍﻟﻤﺮﻛﺰﻳﻪ‬ ‫ﺍﻟﻤﻨﺎﻁﻖ‬ ‫ﻣﻦ‬ ‫ﻭﺍﺣﺪﻩ‬.‫ﻳ‬ ‫ﺷﻰء‬ ‫ﻫﻨﺎﻙ‬ ‫ﻛﺎﻥ‬ ‫ﺍﺫﺍ‬ ‫ﻣﺎ‬ ‫ﻣﻌﺮﻓﻪ‬ ‫ﺍﻟﺒﻨﻮﺩ‬ ‫ﻓﻰ‬ ‫ﺍﻟﺘﺪﻗﻴﻖ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻟﻠﺠﻤﻴﻊ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻫﻨﺎ‬‫ﺃﻡ‬ ‫ﺤﺘﺎﺟﻮﻧﻪ‬ ‫ﻻ‬.‫ﺍﻟﺘﺪﻭﻳﺮ‬ ‫ﺍﻋﺎﺩﻩ‬ ‫ﻭ‬ ‫ﺍﻟﻬﺒﻪ‬ ‫ﻭ‬ ‫ﺑﺎﻟﺒﻴﻊ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺑﺎﻟﺘﺨﻠﺺ‬ ‫ﺍﻟﺸﺮﻛﻪ‬ ‫ﺗﻘﻮﻡ‬ ‫ﻣﻌﻴﻨﻪ‬ ‫ﻟﻔﺘﺮﻩ‬ ‫ﺍﻟﻤﺮﻛﺰﻳﻪ‬ ‫ﺍﻟﻤﻨﻄﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺒﻘﻰ‬ ‫ﻋﻨﺪﻣﺎ‬‫ﺍﻟﻤﻬﻤﻼﺕ‬ ‫ﺳﻠﻪ‬ ‫ﺃﻭ‬. Establishing red tag criteria prevents confusion among workers and reduces wasted effort.The team should discuss and create guidelines on how to decide what stays and what goes. Frequency of use is the fundamental red tag criteria.To that end, a team may ask the following questions: •What is this? •When did you last use it? • Is it critical or unique for the department? • If its inventory, is this the minimal amount needed to keep up with the production schedule? ‫ﺍﻟﻤﺠﻬﻮﺩ‬ ‫ﻓﻰ‬ ‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﻭﻳﻘﻠﻞ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻟﺪﻯ‬ ‫ﻭﺍﺭﺗﺒﺎﻙ‬ ‫ﻓﻮﺿﻰ‬ ‫ﺣﺪﻭﺙ‬ ‫ﻳﻤﻨﻊ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬.‫ﻭ‬ ‫ﻣﻨﺎﻗﺸﻪ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻔﺮﻳﻖ‬ ‫ﻭﻳﻨﺒﻐﻰ‬‫ﻣﺒﺎﺩﻯء‬ ‫ﻭﺿﻊ‬ ‫ﻳﺬﻫﺐ‬ ‫ﻭﻣﺎ‬ ‫ﻣﺎﻳﺒﻘﻰ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﻛﻴﻔﻴﻪ‬ ‫ﺑﺸﺄﻥ‬.‫ﺍﻻﺗﻴﻪ‬ ‫ﺍﻷﺳﺌﻠﻪ‬ ‫ﺍﻟﻔﺮﻳﻖ‬ ‫ﻳﻄﺮﺡ‬ ‫ﻓﻘﺪ‬ ‫ﺍﻟﻐﺎﻳﻪ‬ ‫ﻭﻟﻬﺬﻩ‬: ‫ﺍﻟﺬ‬ ‫ﺍﻷﺩﻧﻰ‬ ‫ﺍﻟﺤﺪ‬ ‫ﻫﻞ‬ ‫ﺍﻟﺴﺆﺍﻝ‬ ‫ﻓﻴﺘﻢ‬ ‫ﺍﻟﻐﻴﺎﺭ‬ ‫ﻗﻄﻊ‬ ‫ﻣﺨﺰﻭﻥ‬ ‫ﻣﻦ‬ ‫ﻫﻮ‬ ‫ﺍﻟﺠﺰء‬ ‫ﻫﺬﺍ‬ ‫ﻛﺎﻥ‬ ‫ﻭﻟﻮ‬ ‫ﻣﻬﻢ؟‬ ‫ﺃﻭ‬ ‫ﺣﺮﺝ‬ ‫ﻫﻮ‬ ‫ﻫﻞ‬ ‫ﺍﺳﺘﺨﺪﻣﺘﻪ؟‬ ‫ﻣﺮﻩ‬ ‫ﺃﺧﺮ‬ ‫ﻭﻣﺘﻰ‬ ‫ﺍﻟﺠﺰء‬ ‫ﻫﺬﺍ‬ ‫ﻣﺎ‬‫ﻯ‬ ‫ﻻ؟‬ ‫ﺃﻡ‬ ‫ﻣﺘﻮﻓﺮ‬ ‫ﺍﻻﻧﺘﺎﺝ‬ ‫ﻳﺤﺘﺎﺟﻪ‬7
  8. 8. • Select a 5S application area and take “before” pictures. • Review sorting criteria – recommended criteria are frequency of use, criticality, and quantity needed for production. • Create a red tag area – mark off a corner or space to identify it as the local red tag area. •Tag, record, and move items to the red tag area – keep records so that the company can track assets. •Take “after” pictures of the uncluttered work area and red tag area. • Items not reclaimed by the work group within a set amount of days are moved to the company’s central red tag area. ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺧﻄﻮﺍﺕ‬: 1-‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻓﻰ‬ ‫ﺍﻟﺒﺪﺃ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﻭﺍﻟﺘﻘﺎﻁ‬ ‫ﺗﺮﺗﻴﺒﻬﺎ‬ ‫ﺍﻟﻤﺮﺍﺩ‬ ‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺍﻭ‬ ‫ﺍﻟﻤﻨﻄﻘﻪ‬ ‫ﺍﺧﺘﻴﺎﺭ‬. 2-‫ﻟﻼﻧﺘﺎﺝ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﻭﺍﻟﻜﻤﻴﺎﺕ‬ ‫ﺍﻟﻤﻬﻤﻪ‬ ‫ﺍﻷﺟﺰﺍء‬ ‫ﻭ‬ ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﻣﻌﺪﻝ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ ‫ﺗﺤﺪﻳﺪ‬. 3-‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺩﺍﺧﻞ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺑﺎﻟﻌﻼﻣﺎﺕ‬ ‫ﺧﺎﺻﻪ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻋﻤﻞ‬. 4-‫ﻭﺗﺴﺠﻴﻠﻬﺎ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻟﻤﻨﻄﻘﻪ‬ ‫ﻣﻔﻴﺪﻩ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻷﺷﻴﺎء‬ ‫ﺗﺤﺮﻳﻚ‬. 5-‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﺎﻁ‬. 6-‫ﺑﺎﻟﺸﺮﻛﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﻟﻠﻌﻼﻣﻪ‬ ‫ﺍﻟﻤﺮﻛﺰﻳﻪ‬ ‫ﻟﻠﻤﻨﻄﻘﻪ‬ ‫ﻧﻘﻠﻬﺎ‬ ‫ﻳﺘﻢ‬ ‫ﻣﻌﻴﻨﻪ‬ ‫ﻟﻔﺘﺮﻩ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺗﺒﻘﻰ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﺟﺰﺍء‬)‫ﻣﺨﺼﺼ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻋﻤﻞ‬ ‫ﻳﺘﻢ‬‫ﻪ‬ ‫ﺑﺎﻟﺸﺮﻛﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﻟﻠﻌﻼﻣﺎﺕ‬.( 8
  9. 9. Definition Sort Target Outcome Eliminate non essential items from the workplace. An uncluttered workplace. Resources: 1. RedTags 2. RedTag Record Forms 3. Camera for “before” and “after” pictures Some companies create a central storage area for 5S supplies and designate a 5S coordinator to manage supply stock. 9
  10. 10. ___Team clear on workplace boundaries ___ Red tag final approval authority identified (e.g. item can/cannot be red tagged) ___ Sorting criteria established (e.g., frequency of use; actual quantity needed-no buffer) ___Time allocated for Sorting is clearly defined (e.g., one hour) ___ Local red tag area designated with red floor marking tape or comparable boundary ___ Red tags and red tag log form available ___ “Before” pictures taken (remember camera angles so that pictures are consistent) ___ Nonessential items identified and red tagged ___ Every nook, cranny, cabinet, desk, drawer, and closet investigated ___ Red tagged items moved to local red tag area ___ Red tag log form updated ___ Plans in place for items to be moved to central red tag area after target number of days ___ “After” pictures taken ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻟﻌﻤﻠﻴﻪ‬ ‫ﺍﻟﺪﻭﺭﻳﻪ‬ ‫ﺍﻟﻤﺘﺎﺑﻌﻪ‬: 1-‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﺩﺍﺧﻞ‬ ‫ﻣﺤﺪﺩﻩ‬ ‫ﺍﻟﻌﻤﺎﻟﻪ‬ 2-‫ﻭﻣﻌﺮﻓﻪ‬ ‫ﻣﺤﺪﺩﻩ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻭﺿﻊ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻻ‬ ‫ﻭﺍﻟﺘﻰ‬ ‫ﻳﻤﻜﻦ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﺟﺰﺍء‬ 3-‫ﻟﻼﻧﺘﺎﺝ‬ ‫ﺍﻟﻬﺎﻣﻪ‬ ‫ﺍﻟﻐﻴﺎﺭ‬ ‫ﻗﻄﻊ‬ ‫ﺃﻭ‬ ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﻛﺜﻴﺮﻩ‬ ‫ﺍﻷﺟﺰﺍءﻩ‬ ‫ﻣﺜﻞ‬ ‫ﻣﻌﺮﻓﻪ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ 4-‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﻭﻣﺤﺪﺩ‬ ‫ﻣﻌﺮﻭﻑ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻟﻌﻤﻠﻴﻪ‬ ‫ﺍﻟﻤﺤﺪﺩ‬ ‫ﺍﻟﻮﻗﺖ‬. 5-‫ﺍﻷﺭﺿﻴﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺣﻤﺮﺍء‬ ‫ﺑﺨﻄﻮﻁ‬ ‫ﻣﺤﺪﺩﻩ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻣﻨﻄﻘﻪ‬ 6-‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺪ‬ 7-‫ﺍﻟﻘﻴﻤﻪ‬ ‫ﻋﺪﻳﻤﻪ‬ ‫ﺃﻭ‬ ‫ﺿﺮﻭﺭﻳﻪ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻷﺷﻴﺎء‬ ‫ﺍﺯﺍﻟﻪ‬ 8-‫ﻭﺍﻟﺨﺰﺍﺋﻦ‬ ‫ﻭﺍﻷﺩﺭﺍﺝ‬ ‫ﻭﺍﻷﺭﻛﺎﻥ‬ ‫ﻭﺍﻟﺰﻭﺍﻳﺎ‬ ‫ﺍﻟﻤﻨﺎﻁﻖ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺍﺳﺘﻜﺸﺎﻑ‬. 9-‫ﺍﻟﻤﺤﻠﻴﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻟﻤﻨﻄﻘﻪ‬ ‫ﺗﺤﺮﻳﻜﻬﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺣﻤﺮﺍء‬ ‫ﺑﻌﻼﻣﻪ‬ ‫ﺗﻌﻠﻢ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﺷﻴﺎء‬)‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺩﺍﺧﻞ‬ ‫ﺣﻤﺮﺍء‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻳﻮﺟﺪ‬.( 10-‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺑﺎﻟﻌﻼﻣﻪ‬ ‫ﺗﻌﻠﻴﻤﻪ‬ ‫ﺗﻢ‬ ‫ﻣﺎ‬ ‫ﺗﺴﺠﻴﻞ‬ 11-‫ﺑﺎﻟﺸﺮﻛﻪ‬ ‫ﺍﻟﻤﺮﻛﺰﻳﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﺢ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﺍﻟﻰ‬ ‫ﺍﻟﺘﺤﺮﻳﻚ‬. 12-‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺬ‬ 10
  11. 11. • Go overboard on communication. Make sure management and employees in the target area are notified, when the red tagging will occur, and so forth. • Remove anything from the core work area that’s not used at least weekly. • Eliminate waste by minimizing the following: - Inventory: raw materials, parts, in-process inventory, and products. - Equipment: machines, jigs, tools, carts, desks, chairs, dies, vehicles, fixtures, etc. -Space: floor area in the core work area, storage racks, totes, bins, shelving, etc. • Don’t remove anything without the local work group’s approval. Zealous 5S’ers can undermine support by barging ahead insensitively. It’s better to compromise on some things than to jeopardize the 5S mission. However, be persuasive when appropriate, when something is clearly a source of waste or is used infrequently. ‫ﻣﻔﻴﺪﻩ‬ ‫ﺃﻓﻜﺎﺭ‬: 1-‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺑﺎﻟﻌﻼﻣﻪ‬ ‫ﺗﻌﻠﻴﻤﻬﺎ‬ ‫ﺗﻢ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺑﺎﻷﺷﻴﺎء‬ ‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺃﻭ‬ ‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﺍﻟﻤﻌﻨﻴﻪ‬ ‫ﺍﻻﺩﺍﺭﻩ‬ ‫ﺍﺑﻼﻍ‬ ‫ﻣﺮﺍﻋﺎﻩ‬. 2-‫ﺍﺳﺒﻮﻉ‬ ‫ﻟﻤﺪﻩ‬ ‫ﻳﺴﺘﺨﺪﻡ‬ ‫ﻣﺎﻟﻢ‬ ‫ﻛﻞ‬ ‫ﺍﺯﺍﻟﻪ‬. 3-‫ﺍﻻﺗﻰ‬ ‫ﺑﻌﻤﻞ‬ ‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﺗﻘﻠﻴﻞ‬: -‫ﻫﺎﻡ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻟﻤﺨﺰﻭﻥ‬ ‫ﺗﻘﻠﻴﻞ‬. -‫ﻣﺴﺘﺨﺪﻣﻪ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﻭﺗﺰﺝ‬ ‫ﻛﺮﺍﺳﻰ‬ ‫ﻭ‬ ‫ﻭﺃﺩﻭﺍﺕ‬ ‫ﻣﻜﻦ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﺗﻘﻠﻴﻞ‬. -‫ﺍﻟﺘﺨﺰﻳﻦ‬ ‫ﺣﺎﻭﻳﺎﺕ‬ ‫ﻭ‬ ‫ﻭﺍﻟﺨﺮﺩﻩ‬ ‫ﺍﻟﺼﻨﺎﺩﻳﻖ‬ ‫ﺑﺎﺯﺍﻟﻪ‬ ‫ﺍﻟﻤﺴﺎﺣﺎﺕ‬ ‫ﻓﻰ‬ ‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﺗﻘﻠﻴﻞ‬. 4-‫ﺫﻟﻚ‬ ‫ﻋﻠﻰ‬ ‫ﻭﻣﻮﺍﻓﻘﺘﻬﺎ‬ ‫ﺍﻟﻤﻜﺎﻥ‬ ‫ﺍﺩﺍﺭﻩ‬ ‫ﻋﻠﻢ‬ ‫ﺑﺪﻭﻥ‬ ‫ﺷﻴﺌﺎ‬ ‫ﺗﺤﺮﻳﻚ‬ ‫ﻳﺘﻢ‬ ‫ﻻ‬.11
  12. 12. In Set In Order, team members come together and share the insights they have gained during S1.They analyze the work area for additional improvement opportunities and look for ways to reduce sources of waste and error as well as to make the workplace more visually instructive.The team brainstorms potential solutions, with special emphasis on using visual resources to achieve improvement. Be sure to get feedback and approval from stakeholders (production, maintenance, safety, management, etc) before making changes. ‫ﻭﻳﺘ‬ ‫ﺍﻟﺨﻄﺄ‬ ‫ﻭﺍﺣﺘﻤﺎﻟﻴﻪ‬ ‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﻭﺗﻘﻠﻴﻞ‬ ‫ﺍﻷﺩﺍء‬ ‫ﻟﺘﺤﺴﻴﻦ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻔﺮﻳﻖ‬ ‫ﻭﻳﻌﻤﻞ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻟﻌﻤﻠﻴﻪ‬ ‫ﺍﻟﺘﺎﻟﻴﻪ‬ ‫ﺍﻟﻤﺮﺣﻠﻪ‬ ‫ﻭﻫﻰ‬‫ﻣ‬ ‫ﻣﻮﺍﺭﺩ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻢ‬‫ﻌﻴﻨﻪ‬ ‫ﻭﺍﻻﺩﺍﺭﻩ‬ ‫ﻭﺍﻟﺴﻼﻣﻪ‬ ‫ﻭﺍﻷﻣﻦ‬ ‫ﻭﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﺍﻻﻧﺘﺎﺝ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻌﻨﻴﻪ‬ ‫ﺍﻟﺠﻬﺎﺕ‬ ‫ﻣﻮﺍﻓﻘﻪ‬ ‫ﺑﻌﺪ‬ ‫ﺍﻟﺘﺤﺴﻴﻦ‬ ‫ﻟﻬﺬﺍ‬. 12
  13. 13. 13
  14. 14. Use the focus points below to guide efforts to redesign the workplace for improved performance. • Make sure utility pipes, conduits, compressed air hoses, gas cylinders and electrical systems are clearly named and labeled to simplify line tracing. • Operator tools should be kept near the point of use, organized and labeled. • Gauges and indicators should be marked so abnormalities can be detected at a glance. Facilities/equipment/tools: Focus is on organizing and labeling facilities and equipment. Safety: Focus is on alerting people to potentially hazardous situations and controlling actions to prevent an unsafe condition. • Provide hazard warnings and safe work instructions at the point of need. • Make sure that locations for lockout/tag out devices, eye wash stations, first aid stations, and safety showers, etc., are clearly marked. • Ensure that the proper personal protection equipment is easy to access and ready for use. 14 ‫ﻭﺻﻼﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﻭﺿﻊ‬ ‫ﻭﺗﻭﻓﻳ‬ ‫ﻭﺍﻟﻛﻬﺭﺑﺎء‬ ‫ﻭﺍﻟﻐﺎﺯ‬ ‫ﺍﻟﻬﻭﺍء‬‫ﺭ‬ ‫ﻣ‬ ‫ﺍﻟﻌﺎﻣﻠﻳﻥ‬ ‫ﺑﺟﺎﻧﺏ‬ ‫ﺍﻟﻌﻣﻝ‬ ‫ﻣﻌﺩﺍﺕ‬‫ﻊ‬ ‫ﻣﻣﻳﺯﻩ‬ ‫ﺑﻌﻼﻣﺎﺕ‬ ‫ﺗﻌﺭﻳﻔﻬﺎ‬. ‫ﺍﻷﻣﺎﻥ‬ ‫ﻟﺗﺣﻘﻳﻖ‬ ‫ﺍﻟﺗﺣﺫﻳﺭﻳﻪ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ‬
  15. 15. • Make certain that the latest version of work instructions and job aids are posted. • Employ visual or auditory signals that alert operators to abnormal conditions. •Use mistake-proofing devices to prevent human and machine errors. Procedures: Focus is on employee’s ability to execute job responsibilities within a given workplace. Inventory/Material Handling: Focus is on effective identification of production and MRO materials, storeroom organization, and material movement. Clearly mark: • Line side inventories (inventory type, max/min quantity, location, etc.). • Storerooms (shelf, rack and bin labels, restocking indicators, barcoding, etc.). • Inventory delivery routes and replenishment procedures.15 ‫ﻋﻼﻣﺎﺕ‬ ‫ﻭﺿﻊ‬ ‫ﻭﻋﺩﺩﺍﺕ‬ ‫ﻣﻣﻳﺯﻩ‬ ‫ﻭﺣﺭﺍﺭﻩ‬ ‫ﺿﻐﻁ‬ ‫ﺣﺎﻟﻪ‬ ‫ﻻﻅﻬﺎﺭ‬ ‫ﻟﻔﺭﻳﻖ‬ ‫ﺍﻟﻣﻌﺩﻩ‬ ‫ﺍﻟﺻﻳﺎﻧﻪ‬. ‫ﻭﺿﻊ‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﺗﺣﺩﺩ‬ ‫ﻣﻘﺩﺍﺭ‬ ‫ﺍﻟﻣﺧﺯﻭﻥ‬
  16. 16. S3’s Implementation Phase includes establishing features in the workplace that make it clear that there’s a place for everything and that provide visual signals to help people succeed. It focuses on the need for arranging tools and equipment in an order that promotes optimum work flow. Having designated locations for all items in the work area enables employees to take control over their operations. Employees will be able to immediately see if things are out of place and if more materials, supplies, or tools need to be ordered. Indicate max/min stocking levelsClearly identify a location for each item ‫ﺃﺩﻭﺍﺕ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﻨﻈﺎﻡ‬ ‫ﻫﺬﺍ‬ ‫ﺗﺜﺒﻴﺖ‬ ‫ﻣﻊ‬ ‫ﺑﻨﻈﺎﻡ‬ ‫ﻭﺟﻌﻠﻪ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﻟﺘﺤﺴﻴﻦ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻳﺘﻢ‬ ‫ﺑﻨﻈﺎﻡ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻓﻰ‬‫ﻳﻌﻠﻢ‬ ‫ﺑﺤﻴﺚ‬ ‫ﻣﻌﻴﻨﻪ‬ ‫ﻻ‬ ‫ﺃﻡ‬ ‫ﺍﻟﺼﺤﻴﺢ‬ ‫ﻣﻜﺎﻧﻪ‬ ‫ﻓﻰ‬ ‫ﺷﻰء‬ ‫ﻛﻞ‬ ‫ﻛﺎﻥ‬ ‫ﺍﺫﺍ‬ ‫ﻟﻠﻤﻜﺎﻥ‬ ‫ﺳﺮﻳﻌﻪ‬ ‫ﻧﻈﺮﻩ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻓﻮﺭﺍ‬ ‫ﺍﻟﻤﺴﺌﻮﻝ‬ ‫ﺍﻟﺸﺨﺺ‬. ‫ﺍﻟﻤﺨﺰﻭﻥ‬ ‫ﺗﺤﺪﻳﺪ‬‫ﺟﺰء‬ ‫ﻟﻜﻞ‬ ‫ﺍﻣﺎﻛﻦ‬ ‫ﺗﺤﺪﻳﺪ‬ 16
  17. 17. •Take “before” pictures.This is your last chance to capture the past before you move towards the future. • Implement workplace changes. Plan to do…do the plan. Now is the time to implement your changes. Be sure to involve necessary company personnel, such as skilled trades, plant maintenance, engineering, quality, etc. • Set locations by creating addresses and applying labels, markings, and color coding.Verify or create standards for colors and character size before setting in order. See the person in charge of facilities or maintenance for input. •Take “after” pictures.Take lots of pictures – they memorialize your success and serve as a valuable company record. • Place borders around equipment and objects that rest on the floor.This clearly identifies the location of equipment and also warns people passing by not to get too close. • Use an address system to identify plant locations, storage areas, and shelf locations. • Label tools, fixtures, jigs, etc., for easy cross-identification with storage location markings. •Where possible, use pictures and graphics to facilitate recognition. Employees can implement this aspect of S3 by placing parts or images of parts above storage locations or creating shadow profiles on tool boards. -‫ﻣﻨﻬﺎ‬ ‫ﺑﺎﻟﻘﺮﺏ‬ ‫ﺍﻷﺷﺨﺎﺹ‬ ‫ﻣﺮﻭﺭ‬ ‫ﻭﻣﻨﻊ‬ ‫ﻣﻜﺎﻧﻬﺎ‬ ‫ﻟﺘﺜﺒﻴﺖ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﺣﻮﻝ‬ ‫ﺍﻷﺭﺽ‬ ‫ﺗﺨﻄﻴﻂ‬. -‫ﻭﺍﻟﺨﺎﺯﻥ‬ ‫ﺍﻻﻧﺘﺎﺟﻴﻪ‬ ‫ﻭﺍﻟﻮﺣﺪﺍﺕ‬ ‫ﺍﻻﻧﺘﺎﺝ‬ ‫ﺧﻄﻮﻁ‬ ‫ﻷﻣﺎﻛﻦ‬ ‫ﻭﻋﻨﺎﻭﻳﻦ‬ ‫ﺃﺭﻗﺎﻡ‬ ‫ﺍﺧﺘﻴﺎﺭ‬. -‫ﻟﺘﻌﺮﻳﻔﻬﺎ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﻭﺿﻊ‬. -‫ﺗﺨﺰﻳﻨﻬﺎ‬ ‫ﻣﻜﺎﻥ‬ ‫ﺗﺜﺒﻴﺖ‬ ‫ﻣﻊ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﻟﺘﻤﻴﻴﺰ‬ ‫ﻣﻤﻴﺰﻩ‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﺍﺳﺘﺨﺪﻡ‬. -‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﺎﻁ‬. -‫ﻭﺍﻟﺠﻮﺩﻩ‬ ‫ﻭﺍﻻﻧﺘﺎﺝ‬ ‫ﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﻣﻬﻨﺪﺳﻴﻦ‬ ‫ﻣﻊ‬ ‫ﻭﺍﻟﻤﺸﺎﺭﻛﻪ‬ ‫ﺑﺎﻟﺘﻌﺎﻭﻥ‬ ‫ﺍﻟﺨﻄﻪ‬ ‫ﺑﺘﻨﻔﻴﺬ‬ ‫ﻗﻢ‬. -‫ﻣﻌﺪﻩ‬ ‫ﺃﻭ‬ ‫ﺟﺰء‬ ‫ﻛﻞ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﻌﻨﺎﻭﻳﻦ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺑﻠﺼﻖ‬ ‫ﻭﻗﻢ‬ ‫ﺷﻰء‬ ‫ﻟﻜﻞ‬ ‫ﻟﻮﻥ‬ ‫ﺑﻌﻤﻞ‬ ‫ﻗﻢ‬. -‫ﺍﻟﺘﻐﻴﻴﺮ‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﻂ‬. ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺧﻄﻮﺍﺕ‬: 17
  18. 18. Definition - Set In Order Target Outcome Create a well-ordered, visually instructive workplace. A workplace that is visually instructive and is the source of minimal waste and human errors. Resources 1. Existing plant standards for labeling, marking, and color-coding 2. Labeling supplies 3.Tape for creating borders on work surfaces and floors 4. Paint and painting supplies ‫ﺍﻟﻤﺴﺘﺨﺪﻣﻪ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺃﻫﻢ‬: -‫ﻭﺍﻟﺘﻠﻮﻳﻦ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﻭﺿﻊ‬ ‫ﻭ‬ ‫ﻟﻠﺘﺤﺪﻳﺪ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ ‫ﻭﺟﻮﺩ‬. -‫ﻭﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﺍﻟﺘﺤﺪﻳﺪ‬ ‫ﻷﺩﻭﺍﺕ‬ ‫ﻣﻮﺭﺩ‬ ‫ﻭﺟﻮﺩ‬. -‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﺣﺪﻭﺩ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﺷﺮﻳﻂ‬ ‫ﻭﺟﻮﺩ‬. -‫ﻟﻬﺎ‬ ‫ﻭﻣﻮﺭﺩ‬ ‫ﺍﻟﺪﻫﺎﻥ‬ ‫ﻣﻮﺍﺩ‬ ‫ﻭﺟﻮﺩ‬. 18
  19. 19. __Insights gained during S1 shared among team members __Improvement opportunities listed, discussed, and prioritized __Waste reduction ideas (e.g., excess motion, material handling, etc.) __ Error reduction ideas (e.g., checklists, visual instructions, or color coding) __ Ideas for making the workplace more visually instructive __ Ideas to overcome challenges and problems identified by stakeholders __Target benefits of proposed changes clearly defined __Future state workplace diagram drawn __“Before” pictures taken __ Approval from stakeholders obtained -‫ﺍﻟﺴﺎﺑﻘﻪ‬ ‫ﺍﻟﻤﺮﺣﻠﻪ‬ ‫ﻓﻰ‬ ‫ﻋﻤﻠﻪ‬ ‫ﺗﻢ‬ ‫ﻣﺎ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬)‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﺮﺣﻠﻪ‬.( -‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﺗﻘﻠﻴﻞ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬. -‫ﺟﺰء‬ ‫ﻟﻜﻞ‬ ‫ﻭﺍﻟﺘﻠﻮﻳﻦ‬ ‫ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﻭ‬ ‫ﺍﻟﻔﺤﺺ‬ ‫ﺷﻴﺖ‬ ‫ﻣﺜﻞ‬ ‫ﺍﻷﺧﻄﺎء‬ ‫ﺗﻘﻠﻴﻞ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬. -‫ﻟﻠﻤﻜﺎﻥ‬ ‫ﺍﻟﻌﺎﻣﻪ‬ ‫ﺍﻟﺮﺅﻳﻪ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬. -‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻳﻄﺮﺣﻬﺎ‬ ‫ﺍﻟﺘﻰ‬ ‫ﻭﺍﻟﻤﺸﺎﻛﻞ‬ ‫ﺍﻟﻌﻘﺒﺎﺕ‬ ‫ﺗﺨﻄﻰ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬. -‫ﺗﺤﻘﻴﻘﻬﺎ‬ ‫ﺍﻟﻤﺮﺍﺩ‬ ‫ﺍﻷﻫﺪﺍﻑ‬ ‫ﺗﺤﺪﻳﺪ‬. -‫ﻟﻠﻤﻜﺎﻥ‬ ‫ﻣﺨﻄﻄﻪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺭﺳﻢ‬. -‫ﺍﻟﺘﻌﺪﻳﻞ‬ ‫ﻗﺒﻞ‬ ‫ﻟﻠﻤﻜﺎﻥ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺬ‬. -‫ﺍﻟﻤﻘﺘﺮﺣﻪ‬ ‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﻭﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺍﻟﻤﺴﺌﻮﻟﻴﻦ‬ ‫ﻣﻮﺍﻓﻘﻪ‬ ‫ﺃﺧﺬ‬. ‫ﺍﻟﺪﻭﺭﻳﻪ‬ ‫ﺍﻟﻤﺘﺎﺑﻌﻪ‬: 19
  20. 20. • Sketch ideas on flipchart or paper to build understanding and evaluate them. • Cellular workflow has many benefits. Consider it if the workplace is not currently organized that way. • Revisit the workplace to evaluate the viability of proposed changes. • Involve stakeholders (immediate work area and others) in thinking through changes. • Be sensitive to the concerns and reservations of stakeholders; they know the area best. • Quantify the impact of the changes. ‫ﻣﻔﻴﺪﻩ‬ ‫ﺃﻓﻜﺎﺭ‬: -‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻗﺒﻞ‬ ‫ﻭﺗﻘﻴﻴﻤﻬﺎ‬ ‫ﻓﻬﻤﻬﺎ‬ ‫ﻓﻰ‬ ‫ﻟﻠﻤﺴﺎﻋﺪﻩ‬ ‫ﻭﺫﻟﻚ‬ ‫ﻛﻠﻬﺎ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﻟﻮﺡ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺨﻄﻴﻂ‬. -‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﻫﺬﻩ‬ ‫ﺗﻄﺒﻴﻖ‬ ‫ﻗﺎﺑﻠﻴﻪ‬ ‫ﻟﺘﻘﻴﻴﻢ‬ ‫ﻣﺮﺍﺕ‬ ‫ﻋﺪﻩ‬ ‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺑﺰﻳﺎﺭﻩ‬ ‫ﻗﻢ‬. -‫ﻭﺍﻻﻗﺘﺮﺍﺣﺎﺕ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﻭﺿﻊ‬ ‫ﻓﻰ‬ ‫ﻳﺸﺎﺭﻛﻮﻥ‬ ‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺍﺟﻌﻞ‬. -‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﺩﺭﺍﻳﻪ‬ ‫ﺃﻛﺜﺮﺍﻟﻨﺎﺱ‬ ‫ﻓﻬﻢ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻭﺗﺤﻔﻈﺎﺕ‬ ‫ﻷﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻤﻊ‬. -‫ﺍﻟﻤﻘﺘﺮﺣﻪ‬ ‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﺗﺄﺛﻴﺮ‬ ‫ﻗﻴﻢ‬. 20
  21. 21. Shine the workplace by eliminating dirt, dust, fluids, and other debris. Each team member should be equipped with adequate cleaning supplies that have been tested to make sure the solution will not harm any equipment or work areas.Teams can clean things such as equipment, tools, work surfaces, desks, storage areas, floors, lighting, and anything else that affects overall cleanliness. A team may also paint or coat work surfaces, equipment, floors, and walls. ‫ﻭﺗﺰﺝ‬ ‫ﻭﺃﺳﻄﺢ‬ ‫ﻭﺃﺩﻭﺍﺕ‬ ‫ﻣﻌﺪﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬ ‫ﺷﻰء‬ ‫ﻛﻞ‬ ‫ﺗﻨﻈﻴﻒ‬ ‫ﻭﺍﻟﻤﻜ‬ ‫ﻟﻸﺳﻄﺢ‬ ‫ﺍﻟﺪﻫﺎﻥ‬ ‫ﺗﺸﻤﻞ‬ ‫ﻭﺃﻳﻀﺎ‬ ‫ﻭﺍﺿﺎءﻩ‬ ‫ﺗﺨﺰﻳﻦ‬ ‫ﻭﺃﻣﺎﻛﻦ‬ ‫ﻭﺃﺭﺿﻴﺎﺕ‬‫ﻦ‬ ‫ﻭﺍﻟﺤﺎﺋﻂ‬ ‫ﻭﺍﻷﺭﺽ‬ 21
  22. 22. Once the work area, tools, and equipment are clean, they need to be kept that way. Continued housekeeping is one way to keep the work area clean, but the better method is to prevent things from getting dirty in the first place. Find ways to keep the workplace clean by eliminating sources of contamination. Root cause analysis, mistake-proofing, and the use of preventative measures are important to keep the workplace clean and orderly. Equipment that is kept clean performs more efficiently, has less unscheduled downtime, and reduces costs to the company. Many organizations find that safety and productivity improve as regular maintenance and housekeeping become the norm. ‫ﺍ‬ ‫ﻭﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻭﺃﻥ‬ ‫ﺃﻋﻄﺎﻻ‬ ‫ﺃﻗﻞ‬ ‫ﺍﻟﻨﻈﻴﻔﻪ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﺃﻥ‬ ‫ﺑﺎﻟﺘﺠﺎﺭﺏ‬ ‫ﺃﺛﺒﺖ‬ ‫ﻭﻗﺪ‬ ‫ﺗﻜﻠﻔﺘﻬﺎ‬ ‫ﻣﻦ‬ ‫ﻭﺗﻘﻠﻞ‬ ‫ﺃﺩﺍءﻫﺎ‬ ‫ﻣﻦ‬ ‫ﺗﺤﺴﻦ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﻧﻈﺎﻓﻪ‬‫ﻳﻨﺘﺞ‬ ‫ﻟﺪﻭﺭﻳﻪ‬‫ﻋﻨﻬﺎ‬ ‫ﺃﻗﻞ‬ ‫ﺃﻋﻄﺎﻝ‬)‫ﺍﻟﺮﻭﺗﻴﻨﻴﻪ‬ ‫ﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﻣﻦ‬ ‫ﺟﺰء‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬.( ‫ﺗﻨﻈﻴﻔﻬﺎ‬ ‫ﺗﻢ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻟﻤﻨﻄﻘﻪ‬ ‫ﺗﻠﻮﺙ‬ ‫ﺍﻋﺎﺩﻩ‬ ‫ﻟﻤﻨﻊ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻳﺠﺐ‬. 22
  23. 23. • Define “clean” – you may face conflicting definitions for clean within your work area. Find a definition that everyone supports. • Get cleaning supplies – be sure to identify appropriate cleaning supplies for your work area. Some cleaning solutions may harm equipment while other cleaning instruments may harm metals, photo cells, or tooling. Consult sanitation specialists for guidance. •Take “before” pictures – a record of your current state often generates the motivation to keep things clean. • Clean the work area – share the work load among the group. • Eliminate small imperfections through cleaning and inspecting activity. •Take “after” pictures – use photographs to demonstrate your results. 23
  24. 24. ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺧﻄﻮﺍﺕ‬: -‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺃﺟﺰﺍء‬ ‫ﻛﻞ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻄﺒﻴﻘﻬﺎ‬ ‫ﻭﻛﻴﻔﻴﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺑﻤﻌﻨﻰ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺗﻌﺮﻳﻒ‬. -‫ﺣﺘﻰ‬ ‫ﻣﻌﻴﻨﻪ‬ ‫ﺑﺄﺩﻭﺍﺕ‬ ‫ﺍﻟﺤﺴﺎﺳﻪ‬ ‫ﺍﻷﺟﻬﺰﻩ‬ ‫ﻧﻈﺎﻓﻪ‬ ‫ﻣﺮﺍﻋﺎﻩ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺨﻄﻪ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﻛﻞ‬ ‫ﺗﻮﺍﻓﺮ‬ ‫ﻣﻦ‬ ‫ﻭﺍﻟﺘﺄﻛﺪ‬ ‫ﺑﺘﻮﻓﻴﺮ‬ ‫ﻗﻢ‬‫ﺗﺘﻠﻒ‬ ‫ﻻ‬. -‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺑﺪﺃ‬ ‫ﻭﻗﺒﻞ‬ ‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺬ‬. -‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻧﻈﺎﻓﻪ‬. -‫ﺍﻷﺗﺮﺑﻪ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﺨﻠﺺ‬ -‫ﺍﻟﻨﺘﺎﺋﺞ‬ ‫ﻭﺗﻘﻴﻴﻢ‬ ‫ﻻﺳﺘﻌﺮﺍﺽ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺬ‬. Definition ShineTarget Outcome Remove dirt and debris, inspect equipment and eliminate sources of contamination A clean workplace - one that shines, and that minimizes sources of contamination Resources 1. Cleaning supplies such as brooms, dust pans, rags, degreasers, and floor cleaner. 2. Personal protective equipment such as gloves and eye protection. Do not wear jewelry that can get caught in the equipment. ‫ﻟﻠﻨﻈﺎﻓﻪ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬: -‫ﺍﻟﻤﻜﻨﺴﻪ‬ ‫ﺗﻮﺍﻓﺮ‬ ‫ﺃﻫﻤﻬﺎ‬,‫ﺍﻷﺗﺮﺑﻪ‬ ‫ﻣﻨﻔﻀﻪ‬,‫ﺍﻷﻗﻤﺸﻪ‬ ‫ﻗﻄﻊ‬,‫ﺍﻷﺭﺿﻴﻪ‬ ‫ﻭﻣﻨﻈﻔﺎﺕ‬ ‫ﺍﻟﺸﺤﻮﻡ‬ ‫ﻣﺰﻳﻼﺕ‬. -‫ﺍﻟﻌﻴﻦ‬ ‫ﻭﺣﻤﺎﻳﻪ‬ ‫ﺍﻟﻘﻔﺎﺯ‬ ‫ﻭﻣﻨﻬﺎ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻟﺤﻤﺎﻳﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻣﻼﺑﺲ‬ ‫ﺗﻮﺍﻓﺮ‬ 24
  25. 25. ___Team has established their definition for “clean” in the target workplace ___ Cleaning supplies collected ___ Housekeeping staff consulted about cleaning agents ___ Personal Protective Equipment (e.g., gloves, safety glasses) distributed ___ Equipment shutdown or locked out to prevent safety risks ___ Potential safety risks (e.g., metal shavings, sharp edges) identified before cleaning ___ “Before” pictures taken (remember camera angles so that pictures are consistent) ___ Cleaning tasks completed ___ “After” pictures taken ___ Observations shared among team members about inspection activity :‫ﺍﻟﺪﻭﺭﻳﻪ‬ ‫ﺍﻟﻤﺘﺎﺑﻌﻪ‬ - -‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻟﺪﻯ‬ ‫ﻭﻣﻔﻬﻮﻣﻪ‬ ‫ﻣﺘﺒﻌﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺧﻄﻪ‬. - -‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﺗﻮﺍﻓﺮ‬. - -‫ﺍﻟﻌﺎﻣﻞ‬ ‫ﻳﺮﺗﺪﻳﻬﺎ‬ ‫ﺍﻟﺘﻰ‬ ‫ﻟﻠﻨﻈﺎﻓﻪ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻘﻔﺎﺯﺍﺕ‬ ‫ﻭ‬ ‫ﺍﻷﻣﺎﻥ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﺗﻮﺍﻓﺮ‬. - -‫ﺍﻟﻤﺨﺎﻁﺮ‬ ‫ﻟﺘﺠﻨﺐ‬ ‫ﻧﻈﺎﻓﺘﻬﺎ‬ ‫ﻋﻨﺪ‬ ‫ﺍﻟﻌﺪﺍﺕ‬ ‫ﻋﻤﻞ‬ ‫ﺍﻳﻘﺎﻑ‬ - -‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﺎﻁ‬ - -‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﺍﻛﻤﺎﻝ‬ - -‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﺎﻁ‬ - -‫ﺩﻭﺭﻳﻪ‬ ‫ﺑﺼﻔﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻔﺘﻴﺶ‬ ‫ﻧﻈﺎﻡ‬ ‫ﻟﻌﻤﻞ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻓﺮﻳﻖ‬ ‫ﻣﺸﺎﻭﺭﻩ‬. 25
  26. 26. • Identify target areas for cleaning. • Consider doing the initial Shine process in waves. Do a first pass that addresses the biggest challenges. Use additional passes to get successively better. • Remember that an important part of cleaning is inspection.As you get the work area clean, look for sources of potential problems and contamination. • Once dirt, dust, grime and debris have been eliminated, consider painting surfaces or sealing them with a protective coating.You’ll be amazed by the visible difference. • How will cleanliness be sustained when the initial 5S project is complete? Record key cleaning points and recommendations as you’re wrapping up the Shine process.The information will come in handy in S4-Standardize. • A thorough cleaning process includes the obvious equipment and work surfaces, but also includes parts, storage racks, tools, instruments, transportation vehicles, desks, chairs, walls, windows, closets and lighting. In short, clean everything and everywhere in the workplace. -‫ﺗﻨﻈﻴﻔﻬﺎ‬ ‫ﺍﻟﻤﺮﺍﺩ‬ ‫ﺍﻷﻣﺎﻛﻦ‬ ‫ﺗﺤﺪﻳﺪ‬ -‫ﻓﺎﻻﺻﻐﺮ‬ ‫ﺍﻷﺻﻐﺮ‬ ‫ﺗﻢ‬ ‫ﺍﻟﻈﺎﻫﺮﻩ‬ ‫ﺍﻟﻜﺒﻴﺮﻩ‬ ‫ﺍﻷﺳﻄﺢ‬ ‫ﺑﺘﻨﻈﻴﻒ‬ ‫ﺍﻟﺒﺪﺃ‬ -‫ﻟﻤﺼﺎﺩﺭ‬ ‫ﺍﻟﻨﻈﺮ‬ ‫ﻣﻊ‬ ‫ﻧﻈﻴﻔﻪ‬ ‫ﻏﻴﺮ‬ ‫ﻻﺗﺰﺍﻝ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﻣﺎﻛﻦ‬ ‫ﻻﻛﺘﺸﺎﻑ‬ ‫ﺍﻟﻤﺒﺪﺃﻯ‬ ‫ﺍﻟﺘﻨﻈﻴﻒ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬ ‫ﺗﻨﻈﻴﻔﻬﺎ‬ ‫ﺍﻟﻤﺮﺍﺩ‬ ‫ﺍﻷﻣﺎﻛﻦ‬ ‫ﻓﺤﺺ‬‫ﻭﻣﺼﺎﺩﺭ‬ ‫ﺍﻟﺘﻠﻮﺙ‬ ‫ﻣﻌﺎﻟﺠﺘﻬﺎ‬ ‫ﻭﻣﺤﺎﻭﻟﻪ‬ ‫ﺍﻷﺗﺮﺑﻪ‬. -‫ﻭﻣﺘﻨﺎﺳﻘﻪ‬ ‫ﻣﻨﺎﺳﺒﻪ‬ ‫ﺑﺄﻟﻮﺍﻥ‬ ‫ﻭﺍﻟﺤﻮﺍﺋﻂ‬ ‫ﺍﻷﺳﻄﺢ‬ ‫ﺑﺪﻫﺎﻥ‬ ‫ﻗﻢ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬. --‫ﺍﻝ‬ ‫ﻓﻰ‬ ‫ﺧﻄﻮﻩ‬ ‫ﺍﺳﺘﻜﻤﺎﻝ‬ ‫ﻳﺠﺐ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬Standardize‫ﺩﻭﺭﻳﻪ‬ ‫ﻧﻈﺎﻓﻪ‬ ‫ﺟﺪﻭﻝ‬ ‫ﻋﻤﻞ‬ ‫ﻭﻫﻰ‬. --‫ﻭﺃﺟﻬﺰﻩ‬ ‫ﻭﺷﺒﺎﺑﻴﻚ‬ ‫ﻭﺣﻮﺍﺋﻂ‬ ‫ﻧﻘﻞ‬ ‫ﻭﻋﺮﺑﺎﺕ‬ ‫ﻭﺃﺩﻭﺍﺕ‬ ‫ﻭﺗﺰﺝ‬ ‫ﻭﻛﺮﺍﺳﻰ‬ ‫ﻭﺃﺳﻄﺢ‬ ‫ﻣﻌﺪﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺷﻰء‬ ‫ﻛﻞ‬ ‫ﻧﻈﺎﻓﻪ‬. ‫ﻣﺴﺎﻋﺪﻩ‬ ‫ﺃﻓﻜﺎﺭ‬: 26
  27. 27. During this phase of implementation, the team identifies ways to establish the improved workplace practices as a standard.The goal of standardization is to create best practices and to get each team member to use the established best practices the same way. In order to standardize, roles and responsibilities must be clearly and consistently applied.This can be accomplished through visual controls such as color-coding, flow charts, checklists, and labeling to help reinforce a uniformed approach. As 5S standards are adopted into each individual work area, each locale will develop unique approaches and methods to accomplishing the specified tasks and goals.Any team member working in a specific area must receive training in that specified approach and method of work.Where possible, the tools used to standardize and sustain the 5S effort should be unified across all areas of the plant. ‫ﺍﻟﻨﻬﺞ‬ ‫ﻧﻔﺲ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺴﻴﺮﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺣﺘﻰ‬ ‫ﻭﻓﻌﺎﻝ‬ ‫ﻭﻣﺜﺒﺖ‬ ‫ءﻗﻴﺎﺳﻰ‬ ‫ﺷﻰ‬ ‫ﻛﻞ‬ ‫ﺗﺠﻌﻞ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻟﻄﺮﻕ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺍﻟﻐﺮﺽ‬. ‫ﺍﻟﻤﻤﻴﺰﻩ‬ ‫ﻭﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﻭﺍﻷﻟﻮﺍﻥ‬ ‫ﺍﻟﻔﺤﺺ‬ ‫ﻭﺷﻴﺘﺎﺕ‬ ‫ﺍﻟﺒﺼﺮﻯ‬ ‫ﺍﻟﺘﺤﺴﻴﻦ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻳﺠﺐ‬. 27
  28. 28. 28
  29. 29. 29
  30. 30. No Activity Responsibility 1 Sweep the entire area at the end of the shift Mohammed 2 Put away any material that was removed from its assigned storage location Ahmed 3 Take empty pallets out of the area and store in an appropriate location. Mahmoud 4 Empty garbage’s as needed at the end of every shift Omar 5 Restock materials from overflow area when space permits Sameh 6 Move full pallets to designated areas away from shipping dock Yaser Rotation Schedule Sweeping (Shining) Garbage Removal 1st Shift 2nd Shift 3rd Shift 1st Shift 2nd Shift 3rd Shift Saturday Sunday Monday Tuesday Wednesday Thursday 30
  31. 31. • Brainstorm ideas for making the 5S changes standard operating procedure.That may mean updating workplace procedures, checklists, job aids, diagrams and the like. • Update documentation to reflect the changes. If your company has an ISO Coordinator, get the person involved to assure compliance with ISO requirements. • Make sure all stakeholders are aware of the new standard – inform and educate. Definition - Standardize Target Outcome Establish standards to maintain 5S improvements. Develop procedures, checklists, and other mechanisms established to maintain a work environment that is visually instructive, has minimal waste and human error, and is clean, uncluttered, and organized. Resources: 1. Support from those who can create documentation, job aids, and visual aids. 2. Information and approval from those responsible for maintaining company procedures. 3. Poster-making supplies for posting new standards in work areas. -‫ﺍﻝ‬ ‫ﻟﺠﻌﻞ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺑﺘﻜﺎﺭ‬S5‫ﻗﻴﺎﺳﻰ‬ ‫ﺑﺸﻜﻞ‬ ‫ﺗﺘﻢ‬,‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﻋﻤﻞ‬ ‫ﻁﺮﻳﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﻳﺘﻄﻠﺐ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻭﻫﺬﺍ‬,‫ﻓﺤﺺ‬ ‫ﺷﻴﺘﺎﺕ‬ ‫ﻋﻤﻞ‬,‫ﻣﺴﺎﻋﺪ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﺍﺑﺘﻜﺎﺭ‬‫ﻩ‬....‫ﺍﻟﺦ‬. -‫ﺍﻝ‬ ‫ﻣﻊ‬ ‫ﻳﺘﻨﺎﺳﺐ‬ ‫ﺑﻤﺎ‬ ‫ﺗﻐﻴﻴﺮﻩ‬ ‫ﺗﻢ‬ ‫ﻣﺎ‬ ‫ﻟﺘﻌﻜﺲ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﺗﺤﺪﻳﺚ‬.ISO -‫ﻭﺿﻌﻬﺎ‬ ‫ﺗﻢ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻟﻘﻴﺎﺳﻴﻪ‬ ‫ﻭﺑﺎﻟﻤﻌﺎﻳﻴﺮ‬ ‫ﺗﻐﻴﻴﺮﻩ‬ ‫ﺗﻢ‬ ‫ﺑﻤﺎ‬ ‫ﺩﺭﺍﻳﻪ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﻤﺴﺆﻟﻴﻦ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻛﻞ‬ ‫ﺃﻥ‬ ‫ﻣﻦ‬ ‫ﺗﺄﻛﺪ‬.‫ﺟﺪﺍ‬ ‫ﻫﺎﻡ‬ ‫ﻭﺍﻟﺘﻌﻠﻴﻢ‬ ‫ﺍﻟﺘﺪﺭﻳﺐ‬. ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺃﻫﻢ‬: ‫ﻟﻠﻌﺎﻣﻠﻴﻦ‬ ‫ﺍﻟﺪﻋﻢ‬ ‫ﺗﻘﺪﻳﻢ‬)‫ﻣﺎﺩﻯ‬ ‫ﺩﻋﻢ‬,‫ﺍﺩﺍﺭﻯ‬,‫ﺍﻟﺘﺪﺭﻳﺐ‬ ‫ﻭﺗﻮﻓﻴﺮ‬.( ‫ﺍﻟﺨﻄﻪ‬ ‫ﻟﺘﻨﻔﻴﺬ‬ ‫ﺍﻟﻌﻠﻴﺎ‬ ‫ﺍﻻﺩﺍﺭﻩ‬ ‫ﻭﺩﻋﻢ‬ ‫ﻣﻮﺍﻓﻘﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬. ‫ﺍﻝ‬ ‫ﻟﺘﻄﺒﻴﻖ‬ ‫ﺍﻟﻘﻴﺎﺳﻴﻪ‬ ‫ﺑﺎﻟﻤﻌﺎﻳﻴﺮ‬ ‫ﺧﺎﺻﻪ‬ ‫ﺗﻌﻠﻴﻤﺎﺕ‬ ‫ﻟﻮﺣﻪ‬ ‫ﻋﻤﻞ‬S5‫ﺑﺸﻜﻞ‬Standard 31
  32. 32. Ideas generated for establishing changes as standard operating procedure Input solicited from those who create and maintain plant documentation Documentation created or updated, for example: Workplace diagrams Flowcharts Procedures Work instructions Job aids Miscellaneous visual aids Information and/or training provided to stakeholders to assure understanding -‫ﻗﻴﺎﺳﻴﻪ‬ ‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﺗﺠﻌﻞ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺗﻘﺪﻳﻢ‬ -‫ﺍﻻﻧﺘﺎﺟﻴﻪ‬ ‫ﻭﺍﻟﻮﺣﺪﺍﺕ‬ ‫ﺑﺎﻟﻤﻌﺪﺍﺕ‬ ‫ﺍﻟﺨﺎﺻﻪ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﺗﺤﺪﻳﺚ‬ ‫ﻟﻸﺗﻰ‬ ‫ﻣﻠﻔﺎﺕ‬ ‫ﻭﺍﻧﺸﺎء‬ ‫ﺗﺤﺪﻳﺚ‬: -‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﺒﻴﺌﻪ‬ ‫ﻭﺍﺿﺢ‬ ‫ﺭﺳﻢ‬ -‫ﻭﺗﺘﺎﺑﻌﻬﺎ‬ ‫ﺍﻟﻌﻤﻠﻴﺎﺕ‬‫ﻣﺼﻨﻊ‬ ‫ﺃﻭ‬ ‫ﻭﺭﺷﻪ‬ ‫ﻛﻞ‬ ‫ﺩﺍﺧﻞ‬ ‫ﺗﺘﻢ‬ ‫ﺍﻟﺘﻰ‬. -‫ﺍﻟﻌﻤﻞ‬ ‫ﺗﻌﻠﻴﻤﺎﺕ‬. -‫ﺗﻄﺒﻴﻘﻪ‬ ‫ﺗﻢ‬ ‫ﻟﻤﺎ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻓﻬﻢ‬ ‫ﻣﻦ‬ ‫ﻟﻠﺘﺄﻛﺪ‬ ‫ﺑﺎﻟﺘﺪﺭﻳﺐ‬ ‫ﺧﺎﺻﻪ‬ ‫ﻣﻌﻠﻮﻣﺎﺕ‬. ‫ﺍﻟﺪﻭﺭﻳﻪ‬ ‫ﺍﻟﻤﺘﺎﺑﻌﻪ‬: 32
  33. 33. The purpose of S5-Sustain is to maintain the momentum generated during the initial event or project.A management auditing process should be put into practice to ensure that employees understand that maintaining the level of workplace organization is a top priority. Management audits should focus on ensuring that the routines and schedules specified in S4 Standardize are being properly maintained.The audit also provides an excellent opportunity for asking questions and providing suggestions that stimulate further improvements. 33 ‫ﺍﻝ‬ ‫ﻣﺷﺭﻭﻉ‬ ‫ﺑﺩﺍﻳﻪ‬ ‫ﻓﻰ‬ ‫ﻋﻠﻳﻪ‬ ‫ﺍﻻﺗﻔﺎﻕ‬ ‫ﺗﻡ‬ ‫ﻣﺎ‬ ‫ﺗﻧﻔﻳﺫ‬ ‫ﻣﻥ‬ ‫ﺍﻟﺗﺄﻛﺩ‬ ‫ﻣﻧﻬﺎ‬ ‫ﺍﻟﻐﺭﺽ‬ ‫ﻋﻣﻠﻳﻪ‬S5,‫ﻟﻠﺗﺄﻛ‬ ‫ﺍﻟﻌﻣﻝ‬ ‫ﺑﻳﺋﻪ‬ ‫ﻓﻰ‬ ‫ﺗﺗﻡ‬ ‫ﺃﻥ‬ ‫ﻳﺟﺏ‬ ‫ﺍﻟﺗﻔﺗﻳﺵ‬ ‫ﺍﺩﺍﺭﻩ‬ ‫ﻋﻣﻠﻳﻪ‬‫ﻣﻥ‬ ‫ﺩ‬ ‫ﺍﻝ‬ ‫ﻭﻗﻭﺍﻋﺩ‬ ‫ﺑﺄﺳﺱ‬ ‫ﺩﺭﺍﻳﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﺎﻣﻠﻳﻥ‬ ‫ﺟﻣﻳﻊ‬ ‫ﺃﻥ‬5S‫ﺟﺩﺍ‬ ‫ﻣﻬﻡ‬ ‫ﺍﻟﻌﻣﻝ‬ ‫ﻟﺑﻳﺋﻪ‬ ‫ﺍﻟﺗﺭﺗﻳﺏ‬ ‫ﻣﻥ‬ ‫ﻣﻌﻳﻥ‬ ‫ﻣﺳﺗﻭﻯ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺣﺻﻭﻝ‬ ‫ﻭﺃﻥ‬.‫ﻳﺟﺏ‬ ‫ﺍﻟﻣﻔﺗﺵ‬‫ﺃﻥ‬ ‫ﺍﻝ‬ ‫ﻋﻣﻠﻳﻪ‬ ‫ﻓﻰ‬ ‫ﻭﺿﻌﻬﺎ‬ ‫ﺗﻡ‬ ‫ﺍﻟﺗﻰ‬ ‫ﻭﺍﻟﺟﺩﻭﻟﻳﻪ‬ ‫ﺍﻟﺩﻭﺭﻳﻪ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﺃﻥ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺭﻛﺯ‬standardize‫ﺍﻟﻌﺎﻣﻠﻳﻥ‬ ‫ﺑﺳﺅﺍﻝ‬ ‫ﻳﻘﻭﻡ‬ ‫ﺃﻥ‬ ‫ﻭﻳﺟﺏ‬ ‫ﺳﻠﻳﻡ‬ ‫ﺑﺷﻛﻝ‬ ‫ﺗﺗﻡ‬ ‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻛﻔﺎءﻩ‬ ‫ﻟﺗﺣﺳﻳﻥ‬ ‫ﺣﻠﻭﻝ‬ ‫ﻳﻘﺗﺭﺡ‬ ‫ﻭﺃﻥ‬ ‫ﻣﺷﺎﻛﻠﻬﻡ‬ ‫ﻋﻥ‬.
  34. 34. • Audit to ensure that processes established during S4– Standardization continue to be maintained. • Use the phase 1 work area as a model for other areas to match, and have the original 5S team share their insights and experiences with employees in other work areas. • Use newsletters, displays and other communication tools to publicize successes and reward strong efforts with recognition. • Evaluate 5S effectiveness and continue to improve. Conduct regular review meetings to identify additional 5S opportunities. ‫ﺍﻟﻨﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺧﻄﻮﺍﺕ‬: -‫ﺍﻟﺴﺎﺑﻘﻪ‬ ‫ﺍﻷﺭﺑﻌﻪ‬ ‫ﺍﻟﺨﻄﻮﺍﺕ‬ ‫ﻓﻰ‬ ‫ﺗﻢ‬ ‫ﻣﺎ‬ ‫ﺗﻨﻔﻴﺬ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺍﻟﺘﻔﺘﻴﺶ‬. -‫ﺗﻤﺖ‬ ‫ﺍﻟﺘﻰ‬ ‫ﻭﺍﻟﻤﺠﻬﻮﺩﺍﺕ‬ ‫ﻧﺠﺎﺣﻚ‬ ‫ﻟﻌﺮﺽ‬ ‫ﺍﻟﻤﺨﺘﻠﻔﻪ‬ ‫ﻭﺍﻻﺗﺼﺎﻝ‬ ‫ﺍﻟﻌﺮﺽ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺨﺪﻡ‬. -‫ﺍﻝ‬ ‫ﻓﺎﻋﻠﻴﻪ‬ ‫ﻣﺪﻯ‬ ‫ﻗﻴﻢ‬5S‫ﺍﻻﻧﺘﺎﺟﻴﻪ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺗﺄﺛﻴﺮﻫﺎ‬. 34
  35. 35. Definition - Sustain Target Outcome Monitor, expand & refine 5S results A workplace that automatically restores order, regulates activity, and continuously improves. Resources: 1. Management audit forms 2. Resources for communication and recognizing successes (newsletters, displays, awards) 3. Presentation tools for sharing best practices with other work areas 4. Management commitment and focus on maintaining the new standards ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺃﻫﻢ‬: -‫ﺑﺎﻝ‬ ‫ﺍﻟﺨﺎﺹ‬ ‫ﺍﻟﺘﻔﺘﻴﺶ‬ ‫ﺷﻴﺖ‬S5 -‫ﻭﺍﻟﻤﺘﺎﺑﻌﻪ‬ ‫ﺍﻻﺗﺼﺎﻝ‬ ‫ﻭﺳﺎﺋﻞ‬ -‫ﺍﻝ‬ ‫ﻟﺘﻄﺒﻴﻖ‬ ‫ﺍﻟﻄﺮﻕ‬ ‫ﺃﻓﻀﻞ‬ ‫ﻋﺮﺽ‬ ‫ﻭﺳﺎﺋﻞ‬S5‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬ -‫ﺍﻝ‬ ‫ﺟﻮﺩﻩ‬ ‫ﻟﺘﺤﺴﻴﻦ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﺟﻴﺪﻩ‬ ‫ﺍﺩﺍﺭﻩ‬5S 35
  36. 36. __Sustain methods clearly defined, with responsibilities and target dates identified __Sustain actions implemented, for example: • 5S teams benchmark with each other and share ideas. • 5S teams present projected results within the company and to others. • 5S team results published in company communications. • 5S teams visit other companies to get new ideas. • Company leaders conduct 5S audits to see accomplishments and opportunities. • Miscellaneous visual aids. __Ideas generated for continuously improving the company’s 5S approach. ‫ﺍﻟﺩﻭﺭﻳﻪ‬ ‫ﺍﻟﻣﺗﺎﺑﻌﻪ‬: -‫ﻭﺍﻷﻫﺩﺍﻑ‬ ‫ﺍﻟﻣﺳﺋﻭﻟﻳﺎﺕ‬ ‫ﻭﻣﺣﺩﺩﻩ‬ ‫ﺟﻳﺩﺍ‬ ‫ﻣﻌﺭﻓﻪ‬ ‫ﺍﻟﻣﺗﺑﻌﻪ‬ ‫ﺍﻟﻁﺭﻕ‬ -‫ﺗﻧﻔﻳﺫﻩ‬ ‫ﺗﻡ‬ ‫ﻣﺎ‬ ‫ﺗﻭﺛﻳﻖ‬: -‫ﺑﻐﻳﺭﻩ‬ ‫ﺍﻟﻔﺭﻳﻖ‬ ‫ﺃﺩﺍء‬ ‫ﻣﻘﺎﺭﻧﻪ‬ -‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻧﺗﺎﺋﺞ‬ ‫ﺍﺳﺗﻌﺭﺍﺽ‬ -‫ﺍﻟﺷﺭﻛﻪ‬ ‫ﻓﻰ‬ ‫ﺍﻟﻧﺗﺎﺋﺞ‬ ‫ﻧﺷﺭ‬ -‫ﺍﻝ‬ ‫ﻓﺭﻳﻖ‬5S‫ﺟﺩﻳﺩﻩ‬ ‫ﺃﻓﻛﺎﺭ‬ ‫ﻟﻳﻛﺗﺳﺏ‬ ‫ﺃﺧﺭﻯ‬ ‫ﻭﻣﺻﺎﻧﻊ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﻳﺯﻭﺭ‬ ‫ﺃﻥ‬ ‫ﻳﺟﺏ‬ 36
  37. 37. • Establish a calendar for sustaining activities and stick to it. Make it part of the company’s operating discipline. • Involve employees in sustaining 5S improvements. Engage them in evaluating areas outside their workplace, providing support for other workplaces, and in visiting other companies that excel. • Establish a 5S resource center to provide 5S supplies for teams so that they can readily sustain and continuously improve their 5S results. • An active management champion and the support of all managers is vital to 5S success. ‫ﻣﻔﻳﺩﻩ‬ ‫ﺃﻓﻛﺎﺭ‬: -‫ﺍﻟﺷﺭﻛﻪ‬ ‫ﻧﻅﺎﻡ‬ ‫ﻣﻥ‬ ‫ﺟﺯء‬ ‫ﻭﺟﻌﻠﻪ‬ ‫ﺑﻪ‬ ‫ﻭﺍﻻﻟﺗﺯﺍﻡ‬ ‫ﻟﻠﺗﻔﺗﻳﺵ‬ ‫ﺯﻣﻧﻰ‬ ‫ﺟﺩﻭﻝ‬ ‫ﻋﻣﻝ‬. -‫ﺍﻝ‬ ‫ﺗﻁﻭﻳﺭ‬ ‫ﻓﻰ‬ ‫ﻳﺷﺎﺭﻛﻭ‬ ‫ﺍﻟﻣﻭﻅﻔﻳﻥ‬ ‫ﺟﻌﻝ‬5S‫ﻭﺗﻭﻓﻳﺭ‬ ‫ﻟﻬﻡ‬ ‫ﺍﻟﺩﻋﻡ‬ ‫ﻭﺗﻘﺩﻳﻡ‬ ‫ﺃﺧﺭﻯ‬ ‫ﺃﻣﺎﻛﻥ‬ ‫ﻳﻘﻳﻣﻭ‬ ‫ﻭﺟﻌﻠﻬﻡ‬ ‫ﺍﻟﺷﺭﻛﻪ‬ ‫ﺧﺎﺭﺝ‬ ‫ﺃﺧﺭﻯ‬ ‫ﺃﻣﺎﻛﻥ‬ ‫ﻟﺯﻳﺎﺭﻩ‬ ‫ﻟﻬﻡ‬ ‫ﺍﻟﻔﺭﺹ‬. -‫ﺍﻝ‬ ‫ﻻﺣﺗﻳﺎﺟﺎﺕ‬ ‫ﻣﻭﺭﺩﻳﻥ‬ ‫ﺗﻭﻓﻳﺭ‬S5 -‫ﺍﻝ‬ ‫ﺗﻁﺑﻳﻖ‬ ‫ﻋﻥ‬ ‫ﻟﻠﻣﺳﺅﻟﻳﻥ‬ ‫ﺍﻟﺩﻋﻡ‬ ‫ﺗﻘﺩﻳﻡ‬5S‫ﺍﻝ‬ ‫ﻟﻧﺟﺎﺡ‬ ‫ﺟﺩﺍ‬ ‫ﺣﻳﻭﻯ‬ ‫ﻣﻁﻠﺏ‬ ‫ﻭﻫﺫﺍ‬5S 37
  38. 38. 1. If the program isn’t designed as well to eliminate the manufacturing wastes (7Wastes). 2. If there is no support from the top management. 3. If the 5S program isn’t designed to accomplish safety in the working environments. 4. Unavailability of tools, money, materials and training will fall down the 5S implementation. ‫ﺍﻝ‬ ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﻳﺠﻌﻞ‬ ‫ﻣﺎ‬ ‫ﺃﻫﻢ‬S5‫ﻳﻔﺸﻞ‬: -‫ﻭﺍﻟﻤﺘﺎﺑﻌﻪ‬ ‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻁﺮﻳﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺧﻄﺄ‬,‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﺗﻘﻠﻴﻞ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﺠﺐ‬ ‫ﺍﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﺗﺼﻤﻴﻢ‬‫ﺍﻝ‬ ‫ﻭﺗﻘﻠﻴﻞ‬7‫ﻓﻮﺍﻗﺪ‬. -‫ﺍﻟﻌﻠﻴﺎ‬ ‫ﺍﻻﺩﺍﺭﻩ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﻻﺣﺪﺍﺙ‬ ‫ﺩﻋﻢ‬ ‫ﻳﻮﺟﺪ‬ ‫ﻻ‬. -‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬ ‫ﺍﻷﻣﺎﻥ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ‫ﻛﺎﻓﻰ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻟﺒﺮﻧﺎﻣﺞ‬. -‫ﺍﻝ‬ ‫ﻻﻧﺠﺎﺡ‬ ‫ﻣﺨﺼﺼﻪ‬ ‫ﻣﻴﺰﺍﻧﻴﻪ‬ ‫ﺃﻭ‬ ‫ﻣﻌﺪﺍﺕ‬ ‫ﺃﻭ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﻳﻮﺟﺪ‬ ‫ﻻ‬S5 1-Transportation. 2-Inventory. 3-Motion. 4-Waiting. 5-Over Processing. 6-Over Production. 7-Defects. 38
  39. 39. •Look for unsafe conditions •Look for potential for unsafe acts •Look for difficult tasks (are they ergonomic?) •Try the jobs yourself… where could you get hurt? •List the opportunities •Resolve them Put creativity before capital and put safety first!!! 39
  40. 40. 5S Audit Sheet forWorkshops Workshop Name: Completed by Score: Previous Score Date: 6S No Check Item Description Score 0 1 2 3 4 Safety 24 Personal protective equipments Work areas require personal protective equipments are clearly labeled? 25 Personal protective equipments All of them is maintained in sanitary and reliable condition? 26 Fire hose, fire extinguisher Are prominently displayed and are unobstructed 27 Stop switches and breakers Highly visible and located for easy access in case of emergency 28 Tripping dangers such as electric cables Are removed from standing/walking 29 Work environment Satisfies the requirements of the work being performed.Lighting (brightness & color), air quality, temp….etc.40
  41. 41. 5S Audit Sheet forWorkshops Workshop Name: Completed by Score: Previous Score Date: 6S No Check Item Description Score 0 1 2 3 4 Safety 30 Workplace layout Accommodates easy access in case of emergency 31 Walkways and vehicle paths Clearly identified and unobstructed .Exists are clearly labeled and unobstructed. 41
  42. 42. Involve support to the working group in order to support the success of the 5S in right way, it Focus on the budget, material and tools required to implement the other 6S plan plus the training procedures. ‫ﺍﻝ‬ ‫ﻟﺘﻄﺒﻴﻖ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺗﻮﻓﻴﺮ‬ ‫ﻣﻦ‬ ‫ﻭﺍﻟﺘﺄﻛﺪ‬ ‫ﺍﻟﻘﺮﺍﺭ‬ ‫ﻟﻤﺘﺨﺬﻯ‬ ‫ﺍﻟﺪﻋﻢ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺮﻛﺰ‬S5ٍ‫ﻁﺒﻘﺎ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺑﺘﺪﺭﻳﺐ‬ ‫ﺍﻻﻫﺘﻤﺎﻡ‬ ‫ﻣﻊ‬ ‫ﺳﻠﻴﻢ‬ ‫ﺑﺸﻜﻞ‬ ‫ﺍﻟﻘﻴﺎﺳﻴﻪ‬ ‫ﻟﻠﻤﻌﺎﻳﻴﺮ‬. Providing employees with an area where they can request support or tools. ‫ﻟﻄﻠﺐ‬ ‫ﻟﻠﻌﺎﻣﻠﻴﻦ‬ ‫ﻣﺴﺎﺣﻪ‬ ‫ﺍﻧﺸﺎء‬ ‫ﻣﻨﻬﺎ‬ ‫ﺍﻟﻐﺮﺽ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﺪﻋﻢ‬. 42
  43. 43. 5S Audit Sheet for Workshops Workshop Name: Completed by Score: Previous Score Date: 7S No Check Item Description Score 0 1 2 3 4 Support 32 Training Is everyone adequately trained in standard procedure? Is the implementation responsible person familiar with the 5S tools (RedTags, Lining Taps..etc). 33 Materials Are all resources required to visualize & standardize the workplace available in sufficient quantity, such as lining tapes, red tags…etc? 34 Budget Is there a specific budget reserved to implement 5S in the workplaces? Is this budget approved by the top factory administrators? 43
  44. 44. Also called Total Security management (TSM), 8S™ identifies and addresses SECURITY risks to key business categories including fixed assets (PP&E), material, human capital, brand equity, intellectual property, information technology, assets-in-transit and the extended supply chain. Workplace standardization in the office and on the shop floor are matured to the point of ensuring they are secure not just organized. As continuous improvement experts, it is beholden upon us to create an ongoing effort to improve products, services, or processes. 44 Secure InventoryMaintenance Security
  45. 45. 45 { } 5S Audit Sheet for Workshops Workshop Name: Completed by Score: Previous Score Date: 8S No Check Item Description Score 0 1 2 3 4 Security 35 Inventory of asset Whether an inventory or register is maintained with the important assets associated with each information system. Whether each asset identified has an owner, the security classification defined and agreed and the location identified. 36 Resources Is every one in the workplace know his responsibility ? What is your budget for implementation of 5S? Max? min? identified? Approved? Is the number of labor required per each job identified in the workplace?Wearing safety equipments? 37 Equipment Maintenance Whether the equipment is maintained as per the supplier’s recommended service intervals and specifications. Whether the maintenance is carried out only by authorized personnel. 38 Equipment sitting protection Whether the equipment was located in appropriate place to minimize unnecessary access into work areas.
  46. 46. 46 5S Audit Sheet forWorkshops Workshop Name: Completed by Score: Previous Score Date: 8S No Check Item Description Score 0 1 2 3 4 Security 39 Power Supplies Whether the equipment is protected from power failures by using permanence of power supplies such as multiple feeds, uninterruptible power supply (ups), backup generator etc.
  47. 47. Visual Organization 47
  48. 48. Visual Standards Visual Equipments & Maintenance Promote Error-Free Setup ‫ﺍﻟﺨﻄﺄ‬ ‫ﺍﺣﺘﻤﺎﻝ‬ ‫ﺗﻘﻠﻴﻞ‬ 48
  49. 49. Making it clear to anyone at a glance whether the temperature or pressure is within the normal operating range. In fact, these visuals make it so easy to detect abnormalities, that anyone walking by becomes a potential inspector, facilitating early detection of potential problems. Optimize Maintenance It’s critical to take measurements at the same exact place each time.To ensure that the location for readings remains consistent. ‫ﺍﻟﻤﻄﻠﻮﺑﻪ‬ ‫ﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﻌﺮﻑ‬ ‫ﻓﻰ‬ ‫ﻣﻨﻪ‬ ‫ﻭﺍﻻﺳﺘﻔﺎﺩﻩ‬ ‫ﺍﻟﺤﺮﺍﺭﻩ‬ ‫ﻭﺩﺭﺟﺎﺕ‬ ‫ﺿﻐﻂ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻌﺪﻩ‬ ‫ﺣﺎﻟﻪ‬ ‫ﺍﻅﻬﺎﺭ‬. ‫ﻣﻌﺪﻩ‬ ‫ﻟﻜﻞ‬ ‫ﺍﻻﻫﺘﺰﺍﺯ‬ ‫ﻗﻴﺎﺱ‬ ‫ﺑﻨﻘﻂ‬ ‫ﺍﻟﺘﻌﺮﻳﻒ‬ 49
  50. 50. Improper lubrication – too little or too much – is a major cause of equipment failure.A simple lube label as shown below can save your company significant costs in motor repair and replacement. Oil level indicators ‫ﻣﻌﺪﻩ‬ ‫ﻟﻜﻞ‬ ‫ﻭﻣﻘﺪﺍﺭﺍﻟﺘﺰﻳﻴﺖ‬ ‫ﻣﻌﺪﻝ‬ ‫ﻛﺘﺎﺑﻪ‬ ‫ﺍﻟﺰﻳﻮﺕ‬ ‫ﻣﻘﺎﺩﻳﺮ‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﺍﻅﻬﺎﺭ‬ 50
  51. 51. Pump specifications Vibration Measuring points for pump ‫ﻁﺮﻣﺒﻪ‬ ‫ﻛﻞ‬ ‫ﻣﻮﺍﺻﻔﻪ‬ ‫ﻭﺟﻮﺩ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﺄﻛﺪ‬, ‫ﻣﻮﺗﻮﺭ‬,‫ﻣﻌﺪﻩ‬ ‫ﺃﻯ‬ ‫ﺃﻭ‬ ‫ﻛﻤﺒﺮﺳﻮﺭ‬. ‫ﻋﻠﻰ‬ ‫ﺍﻻﻫﺘﺰﺍﺯﺍﺕ‬ ‫ﻗﻴﺎﺱ‬ ‫ﺃﻣﺎﻛﻦ‬ ‫ﻭﺿﻊ‬ ‫ﺍﻟﻤﻌﺪﻩ‬51
  52. 52. Visual Production / Process Control ‫ﻭﺍﻟﻰ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻐﺎﺯﺍﺕ‬ ‫ﺧﺮﻭﺝ‬ ‫ﺍﺗﺠﺎﻩ‬ ‫ﺍﻟﻤﻀﻐﻮﻁ‬ ‫ﺍﻟﻬﻮﺍء‬ ‫ﺍﺗﺠﺎﻩ‬ ‫ﺍﻟﺴﻮﻳﺘﺶ‬ ‫ﻣﻮﺍﺻﻔﺎﺕ‬ 52
  53. 53. Flash red light Glass grenade fire extinguisher Visual Safety Flash red light to illustrate the place of the extinguisher through the fire fumes ‫ﺃﺣﻤﺮ‬ ‫ﻓﻼﺵ‬ ‫ﺑﻌﻤﻞ‬ ‫ﻭﺫﻟﻚ‬ ‫ﺍﻟﻄﻔﺎﻳﻪ‬ ‫ﻣﻜﺎﻥ‬ ‫ﺍﻅﻬﺎﺭ‬ ‫ﻳﺠﺐ‬ ‫ﺣﺮﻳﻖ‬ ‫ﺣﺪﻭﺙ‬ ‫ﻋﻨﺪ‬ ‫ﻭﻳﺴﻬﻞ‬ ‫ﺍﻟﻄﻔﺎﻳﻪ‬ ‫ﻣﻜﺎﻥ‬ ‫ﺍﻟﺤﺮﻳﻖ‬ ‫ﺩﺧﺎﻥ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻳﻈﻬﺮ‬ ‫ﺣﺘﻰ‬ ‫ﺍﻟﻠﻮﻥ‬ ‫ﺍﻟﻴﻬﺎ‬ ‫ﺍﻟﻮﺻﻮﻝ‬. 53
  54. 54. Visualize danger places Visualize Medicines inside ‫ﻭﺍﺿﺢ‬ ‫ﺑﺨﻂ‬ ‫ﻭﻭﻅﻴﻔﺘﻪ‬ ‫ﺩﻭﺍء‬ ‫ﻛﻞ‬ ‫ﺍﺳﻢ‬ ‫ﻛﺘﺎﺑﻪ‬ 54
  55. 55. Make your own visual 55
  56. 56. Process Information ID Process Description ResourceType S1 Sorting Indoor S2 Set in Order (Stabilize) Indoor S3 Shine Indoor S4 Standardize Indoor S5 Sustain Indoor S6 Safety Indoor S7 Support Indoor 7S-A 7S Auditing Indoor Auditing Should be external, and if internal it should be from a different deptartment because you can’t audit yourself!!!56 ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‬ Eng. Mohammed HamedEng. Mohammed HamedEng. Mohammed HamedEng. Mohammed Hamed
  57. 57. Part ID Part Description Unit Open Inventory LeadTime Price / Unit (LE) Unit Size Waste possibility S1 RedTags Piece 2000 1 week 2/ piece --- 15% Digital Camera Piece 1 2-3 days 1000/ piece -- -- S2 Labels Roll 100 2-3 days 50m 15% Labels Printer Piece 1 2-3 days 1000 -- -- LiningTapes Roll 100 2-3 days 200 /Roll 50m 15% Paints Kilo 100 2-3 days 30 1 Kilo 10% S3 Cleaning Supplies Kit (brooms, dust pans, rags) 50 2-3 days 150 Kit Degreasers Kilo 100 2-3 days 250 /Kilo Kilo 10% S4 A3 papers Lot 1 2-3 days 120 /Lot 500 pieces 10% Color printer (A4) Piece 1 2-3 days 300/piece Piece 10% S5 A4 papers Lot 100 2-3 days 30/Lot 500 pieces 10% Material Information 57
  58. 58. Manpower Information Process ID Process Description Man.hr/workshop Crew Size man.hr LE man.day S1 Sort 2 1 50 S2 Set in Order 14 1 50 S3 Shine 21 1 50 S4 Standardize 14 1 50 S5 Sustain 1 1 50 S6 Safety -- -- -- Operating Condition Operating Conditions= 6days/week 7hrs/shift 1 shift/day Weekend=Friday 58 ‫ﻭﺭﺷﻪ‬ ‫ﻟﻛﻝ‬ ‫ﺍﻟﻣﻁﻠﻭﺑﻪ‬ ‫ﺍﻟﻌﻣﺎﻟﻪ‬ ‫ﺍﻟﻌﻣﻝ‬ ‫ﻅﺭﻭﻑ‬
  59. 59. ID Description Predecessor S1-0 Preparation of resources & material. S1-1 Select a 5S application area and take “before” pictures. S1-0 S1-2 Review sorting criteria – recommended criteria are frequency of use, criticality, and quantity needed for production. S1-1 S1-3 Create a red tag area – mark off a corner or space to identify it as the local red tag area. S1-2 S1-4 Tag, record, and move items to the red tag area – keep records so that the company can track assets. S1-3 S1-5 Take “after” pictures of the uncluttered work area and red tag area. S1-4 S1-6 Items not reclaimed by the work group within a set amount of days are moved to the company’s central red tag area. S1-5 Process Planning S1-Sorting S1-1 S1-3S1-2S1-0 S1-4S1-5S1-6 59 ‫ﺍﻟﺗﺧﻁﻳﻁ‬
  60. 60. S2-Set in Order ID Description Pred S2-0 Preparation of resources & material. S2-1 Place borders around equipment and objects that rest on the floor.This clearly identifies the location of equipment and also warns people passing by not to get too close. S2-0 S2-2 Use an address system to identify plant locations, storage areas, and shelf locations. S2-1 S2-3 Label tools, fixtures, jigs, etc., for easy cross-identification with storage location markings. S2-2 S2-4 Where possible, use pictures and graphics to facilitate recognition. Employees can implement this aspect of S3 by placing parts or images of parts above storage locations or creating shadow profiles on tool boards. S2-3 S2-5 Take “before” pictures.This is your last chance to capture the past before you move towards the future. S2-4 S2-6 Implement workplace changes. Plan to do…do the plan. Now is the time to implement your changes. Be sure to involve necessary company personnel, such as skilled trades, plant maintenance, engineering, quality, etc. S2-5 S-7 Take “after” pictures.Take lots of pictures – they memorialize your success and serve as a valuable company record. S2-6 60
  61. 61. S3-Shine ID Description Pred S3-0 Preparation of resources & material. S3-1 Define “clean” – you may face conflicting definitions for clean within your work area. Find a definition that everyone supports. S2-0 S3-2 Get cleaning supplies S2-1 S3-3 Take “before” pictures – a record of your current state often generates the motivation to keep things clean. S2-2 S3-4 Clean the work area – share the work load among the group. S2-3 S3-5 Eliminate small imperfections through cleaning and inspecting activity. S2-4 S3-6 Take “after” pictures – use photographs to demonstrate your results. S2-5 61
  62. 62. ID Description Pred S4-0 Preparation of resources & material. S4-1 Brainstorm ideas for making the 5S changes standard operating procedure. That may mean updating workplace procedures, checklists, job aids, diagrams and the like. S4-0 S4-2 Update documentation to reflect the changes. If your company has an ISO Coordinator, get the person involved to assure compliance with ISO requirements. S4-1 S4-3 Make sure all stakeholders are aware of the new standard – inform and educate. S4-2 S4-Standardize 62 ID Description Pred S5-0 Preparation of auditing list. S5-1 On site Investigation. S5-0 S5-Sustain
  63. 63. 1S - Sort 2S - Set In Order •Extra work space •Improved safety •Improved productivity •Improved utilization of materials, supplies, and resource •More visible work flow •Improved employee satisfaction (better place to work) •Improved quality •Elimination of time, motion, and effort needed to search for or retrieve tools and supplies (tools and supplies are located at point of use) •Improved safety through an organized workplace •Increased productivity 3S- Shine 4S - Standardize •Cleaner and more satisfying place to work •Improved Quality •Maintenance issues exposed faster (planned downtime vs. unplanned downtime) •Improved safety (fewer accidents) •Do things in a consistent and standard way. •Standardize activities. •Standardize procedures. •Standardize Instruction. •Standardize schedules. •Standardize persons responsibility. 63 ‫ﺍﻷﻫﺩﺍﻑ‬ ‫ﺃﻣﺭﻯ‬ ‫ﻟﻰ‬ ‫ﻭﻳﺳﺭ‬ ‫ﺻﺩﺭﻯ‬ ‫ﻟﻰ‬ ‫ﺍﺷﺭﺡ‬ ‫ﺭﺏ‬
  64. 64. 64 Literature References • 5S / Visual Workplace Handbook by Brady • Total Productive Maintenance by Steven Borris Eng. MohammedEng. MohammedEng. MohammedEng. Mohammed Hamed AhmedHamed AhmedHamed AhmedHamed Ahmed SolimanSolimanSolimanSoliman The American University in Cairo Email: mohammed@personal-lean.org m.h.ahmed@ess.aucegypt.edu Tel: +201001309903 For More Resources & Lectures PleaseVisit: www.personal-lean.org

×