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5 s in office environment


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5 s in office environment

  1. 1. 15S IN OFFICEENVIRONMENTPutting 5S To Work For You
  2. 2. Objectives2  The importance of 5S  5S Elements and 5S Process  Put 5S into practices  Continuous Improvement Culture
  3. 3. Nice Place?3  There is no second chance to make the second impressions
  4. 4. The History of 5S4  5S traces it back to the 1950s (Post WWII)  Originated in Automotive industry (Toyota)  Developed out of necessity  Few and limited resources  Make every scrap count and waste nothing  Made famous by Hiroyuki Hirano
  5. 5. What is 5S?5  Principles taken from Japanese philosophy  Effective WPO & Standardize Work Procedures  K.I.S.S  Oriented towards waste elimination (NVA)  Time, space, effort, material, etc
  6. 6. What is 5S?6  Foundation for Continuous Improvement  When 5S is achieved everywhere is visually managed  Easy to distinguish normal and abnormal condition at a glance  Involves employee participation  Team based activity
  7. 7. In Summary: What is 5S?7  A method of creating a CLEAN and ORDERLY workplace that exposes WASTES and make ABNORMALITIES immediately VISIBLE
  8. 8. Life Without 5S8
  9. 9. A Clean and Orderly Office….9  Is more conducive  Is more organize  Is more productive  Is more safety  Is not a shame!
  10. 10. What are 5S?10  Seiri – only what is necessary (sort)  Seiton – a place for everything (set)  Seiso – clean (shine)  Seiketsu – standardize  Shitsuke – sustain
  11. 11. 5S Practical Level11  Level 1: Tidy Up First  Active 5S  Level 2: Making a Habit of 5S  Effective 5S  Level 3: Taking 5S to a Higher Level  Preventive 5S (Why Still….?)
  12. 12. 2 Dimensions of 5S12 Physical Psychological (Appearance) (Cultural) More than just a housekeeping activitie
  13. 13. 5S: Change of Mind Set13
  14. 14. 5 Steps Towards 5S Implementation14  Step 1: Team Preparation  Step 2: Involvement from top management  Step 3: Gotong-royong  Step 4: Complete 5S  Step 5: Audit
  15. 15. Preparing the Team15  Top management 5S Buy-In  Training & Tour  Get full management support  5S Steering Committee  Identify 5S leader and team and team members
  16. 16. Steering Committee16 Define roles and responsibilities for each members
  17. 17. 5S Promotional Approach17
  18. 18. 19 Step 1: Tidy Up First Active 5S
  19. 19. Preparation20  Record present situation before launching 5S activities  Pictures around your workplace  Useful for comparison purposes  Checkpoints  Position of each photos taken  Date all photos and use high resolution color photos
  20. 20. 1S – Sort (Seiri)21  Dictionary Definition  To put things in order (or organize them) according to a specific rule or principle  Industrial Definition  To distinguish between necessary things and unnecessary things, and getting rid of what you do not need.
  21. 21. Do These Situations Look Familiar?22Do you know what is where? What are they used for? When will they be used?
  22. 22. Our Workplace is Messy23 48-hour Rule: If it is not going to be used in the work area within 48 hours, it does not belong there.
  23. 23. Do You Throw These Things Away?24 It works! It has a value! Not necessary now, but maybe It’s still new! in the future It’s usable! It looks nice!
  24. 24. Red Tag Tactic – Visual Cleaning Up25  Vital clearing up technique  Too much inventory, obsolete, damaged  Have been there more than 48 hours  Anything out of its place  As soon as unnecessary item is identified  Marked with a red tag  Visible for anybody to see what need to be eliminated or moved  Use of red tag is 5S survival have a tag! Everything that moves should
  25. 25. Sort – Basic Flow26
  26. 26. Procedures to Implement Red Tag27 1. STARTING POINT Participants – Management & Workers, EHS Key Point – Ensure workers never hide Period – 1 to 2 months unnecessary items 2. DISTINGUISHING RED TAG ITEMS Stock – Office Materials, Pantries, Parts Spaces – Floor, Shelves, Storage, Columns, Facilities – Machines, Furniture, Toilet 3. FIXING RED TAG STANDARDS Clarify standards for unnecessary items: e.g. “NO TAG” for items to be used within the next month. “TAG ON” for items not to be used within the next month.
  27. 27. Procedures to Implement Red Tag28 4. PRODUCTION OF RED TAGS It’s important that everybody can see them at a A4 size red paper glance Include name of items, quantity, reasons, etc. 5. ATTACHING TAGS Don’t let people directly concerned attach them Attach tags to any doubtful items! Listen to no excuse (be strict about it!) The no. of tags indicates efficiency 6. DEALING WITH RED TAG ITEMS & EVALUATION Stock – List unnecessary stock, by dividing into Equipment – Move or eject any items which dead or sleeping stocks hinder the implementation of 5S activities
  28. 28. What do we attach Red Tag to?29  Anything that is not needed  Stock, part or supply  Forms, Samples  Documents  File, cabinets, memos, reports, board, stationeries  Machine, furniture or equipment  Copy/fax machine, shredder, flower pots, desk, chairs  But never red tag people, even if you are tempted to Everything that moves should have a tag!
  29. 29. Where: Examples of Places30  Along walls, partitions, corners & columns  In designated room, mezzanines or staircase  On top of all flat surfaces  Under desks or workbenches  Inside storage cabinets  Any stack or pile  Information board or schedule board  Tool boxes No Man’s Land: Land or area that is unowned, uninhabited, or undesirable.
  30. 30. Standards for Red Tag31  People common and natural reactions  It’s wasteful to throw things away  I spent so much time to make these things  We might need it later  How to decide on clear standards  What is really needed?  How much is really needed?  What is not needed?
  31. 31. Examples of Standard – Pattern A32 Now 1 Month 2 Months Needed Not Needed = Red Tage
  32. 32. Examples of Standard – Pattern B33 Now 1 Week 2 Weeks Needed Not Needed = Red Tage
  33. 33. Examples of Standard – Pattern C34 Now 1 Month Not Needed = Red Tage
  34. 34. Examples of Standard – Pattern D35  No 5S Tag  5S Tag C  Used at least once every 2 days  Used once a year or less frequently  Do not remove from its place of  Consider storing it outside or use moving it off-site  5S Tag A  Use about once a week  5S Tag D  Remove it from direct work area  No longer needed but store it close  Remove: sell, scrap, return, donate  5S Tag B  Used once a month  Store it somewhere accessible in the facility
  35. 35. Examples of Standard36
  36. 36. Red Tag Example37  Red – to make the tag stand out & draw attention to office “grime”  To remind people of safety considerations  Any material can serve this purpose as long as it is striking
  37. 37. Attaching Red Tags38  “Shouldn’t workers at the workplace attach them?  NO! Get 2nd person viewpoint  Someone other than the place owner  Put tag on any doubtful items
  38. 38. Attaching Red Tags39  Checkpoints  Person responsible  Manager or members of staff not directly responsible for that workstation  Attachment period  1 or 2 days if necessary (max. 1 week)  Attitude  Employees will believe everything is necessary  Look at situation with a very critical attitude  Be a red tag demon
  39. 39. Action & Evaluation40  Clarify WHY red tag have been attached DEFECTIVE ITEMS  Decide what appropriate Eliminat e action to take DEAD/OBSOLETE STOCK  Tagged stock/supply TAGGED SUPPLY/STOCK  Equipment SLEEPING/SLOW Move to tagged item MOVING STOCK storage area  Eliminate anything which interferes with LEFTOVER Distinguish between improvement activities MATERIAL (WRITTEN OFF un- & necessary & ALREADY) disposition plan
  40. 40. Let’s Go Out And Play41  30min Exercise  Designate Red Tag Area for each team  Bring the Red Tags with you  Take pictures of each items or place tagged  Compile the List  Pile them up
  41. 41. 2S – Set/Organize (Seiton)42  Dictionary Definition  Establishing a neat layout so that you can always get just as much of what you need when you need it.  Industrial Definition  It is a way of eliminating search.
  42. 42. Where Do We Need to Organize?44  Rack & Shelves  Cabinets  Storage Bins  Scan & Save
  43. 43. Cleaning Before Organizing45  Get the dirt off  Organizing means standardization, but standardization cannot start until everything is clean  Eliminate unnecessary items first  Clean every dirty places and empty spaces from which unnecessary items have been removed
  44. 44. Cleaning Before Organizing46  Do cleaning together  Gotong-royong  Clean and paint
  45. 45. Set/Organize Key Words47
  46. 46. What Do We Search In An Office?48  Files, Documents & Forms  Building, Level, Department, Desk & Person  Rooms – Meeting, Store, Toilet, Cafeteria (Pantry), Lobby  Power Source, Switches, LAN, Aircon & Lighting Error proof the guide so that anyone can move around with less assistance
  47. 47. How Long Can You Wait?49  When you ask someone to bring a hammer, how long can you wait without getting mad?  How long is your Patience?  5 min  2 min  5 sec
  48. 48. How Long Can You Wait?50 What about searching file inside PC?
  49. 49. Storage Proximity – Reducing Buffer51  If item is used several times a day  Store “in the workstation” if possible.  If item is used at least once every 2 days  Store in the work area.  If the item is used about once a week  Store close to the work area.  If item is used once a month  Store somewhere accessible in the facility. Don’t be a Squirrel Warehouse
  50. 50. Creating Address Grid (Zone Map)52  Does your office have a proper address grid?  Every equipment, cubicle and every storage place needs its own address  Whatto look for  Where to look for
  51. 51. Drawing Floor Lines53  Draw line to delineate workplace into sections  Each section denotes separate responsibility (accountability)  Draw line to mark location, space or position  Draw line to regulate traffic  Flow  Exit & entrance
  52. 52. Implement a Signboard & Label54  Part of visual organization strategy  Signor label should be large and clear  Major signboard should be visible from entrance  Dept  Section  Floor  Unit  Name Tag
  53. 53. 3 Keys to Organizing55  Organizing is a form of standardization  To organize is to standardize 3 KEYS storage Where? Fix Position Can See What? Fix Items Anybody Can Take How Fix Immediately Out many? Quantity Can Return Standardizatio n
  54. 54. 3 Keys – Basic Rules for Storage/Label56  Remember – WHERE? WHAT? HOW MANY?  Do labeling that anybody can understand these questions  Where?  Fix Position (indication of place)  What?  Fix Items (identification) Labeling Strategy  How Many?  Fix Quantity (indication of amount)
  55. 55. Labeling Strategy57 District ID Where? Sub District ID Shelf ID Stock/Supply What? Item ID Labeling Strategy ID of Min Qty (Visual How Many? Organization) ID of Max Qty Equipment/ Identification Workstation
  56. 56. Fixing Position58
  57. 57. Fixing Items59
  58. 58. Fixing Quantity60
  59. 59. Open Storage System61  Closed Storage System  Cannot be seen  Open Storage System  Visible at a glance
  60. 60. Shadow Board System62  Classify into groups  Store them together
  61. 61. Let’s Go Out and Play63  30min  Create an efficient layout and less search storage system  Map  Label  Kanban
  62. 62. 3S – Shine/Sweep (Seiso)64  Definition  Eliminating trash, filth, and foreign matters for a cleaner workplace. Cleaning as a form of inspection.
  63. 63. Shine/Sweep Key Words65
  64. 64. Order of Cleaning66  Decide what to clean  Decide who is in charge of each cleaning task  Decide on cleaning methods  Prepare cleaning tools and equipment  Implement cleaning Treat office properties as family treasures
  65. 65. Cleaning Targets (What to Clean?)67  Storage Areas  Cabinets, Rooms, Shelves  Office Equipments  Fax/Copy Machines, Aircond Blower, Fans  Cubicles, tables, chairs  Surrounding Workplace  Aisles, windows, meeting rooms, toilets, lights, etc
  66. 66. Cleaning Responsibility68  Draw up a cleaning responsibility map  Divide into small areas  Create a cleaning schedule  Duty roaster  Clearly display the map and the schedule
  67. 67. Cleaning Methods69  Decide how cleaning should be done  Identify tools needed  Identify locations to be cleaned  Identify cleaning procedures
  68. 68. Let’s Go Out and Play70  15min  Take one area and think of all the cleaning needs  Develop your duty roster  Develop your cleaning methods
  69. 69. 4S – Standardize (Seiketsu)71  Definition  Keeping things organized (seiri), neat (seiton) and clean (seiso), even in personal and environment aspect  A tidy workplace at all times  Institutionalizing everything that was implemented  The first 3S  Everyone follow the best practices the best way  Define best practices?
  70. 70. Check Unnecessary Items First72  No unnecessary items remaining after application of CHECKLIST FOR UNNECESSARY ITEMS AT THE DEPT WORKPLACE CHECKER DATE red tag tactic NO. CHECKPOINTS YES CHECK NO ACTION (INC. DATELINE) 1 Are there any unused items in storage?  List items for scrap2 3 Is there anything in the aisles which is not in use? Are there any unnecessary equipments? Are there any unnecessary items on or above the 4 shelves or cabinets? Are there any unnecessary items around or under 5 the equipments or furnitures? 6 7 8 9 10
  71. 71. Check Storage (Set in Order)73  Are all items properly organized? DEPT WORKPLACE CHECKLIST CHECKER DATE CHECK ACTION NO. CHECKPOINTS YES NO (INC. DATELINE) 1 Is storage of supplies fully organized? Have the 3 keys been applied to the storage of 2 supplies? Have more than 80% of floor lines location been 3 drawn? Are there any unnecessary items on or above the 4 shelves or cabinets? 5 Do supplies have an open storage system? 6 Van all stored items be seen at a glance? 7 8 9 10
  72. 72. Check for Dust & Dirt74  Running a finger along a certain location can show just DUST FREE/DIRT FREE CHECKLIST DEPT CHECKER DATE how clean the NO. CHECKPOINTS YES CHECK NO ACTION (INC. DATELINE) Are the items and shelves in storage/workplace is workplace is 1 2 free of dust? Are supplies and shelves free of dust? 3 Are workplace free from dirt and dust? Is the are around the workplace free from dirt and 4 dust? 5 Are all the aisles and floors clean? 6 Has a clean strategy been implemented? 7 8 9 10
  73. 73. Let’s Come Out and Play75  20min  Use Google to search for checklist and develop your own:  Unnecessary checklist  Organize checklist  Cleaning checklist
  74. 74. 5S – Sustain (Shitsuke)76  Doing the right thing as a matter of course
  75. 75. Key Words77
  76. 76. Visual Control78  Visual Control  Build competitive environment DEPT VISUAL CONTROL CHECKLIST  Welcomes CHECKER DATE CHECK ACTION NO. CHECKPOINTS YES NO (INC. DATELINE) constructive 1 2 Are the 3 keys in operation in storage area? Can you distinguish unnecessary items in the office at a glance? criticism 3 4 Are all the lines work effectively? Is the color of the line correct? 5 Is the office cleaned?  Look at a glance 6 7 Is everybody sticking to the rules? 8 9 10
  77. 77. 5S Photo Display (Exhibition of Success)79  Photos of before and after  High traffic area  Communicate to everybody  Keep display for some time The office must have changed a lot since last taken picture.
  78. 78. 5S Slogan80  Get everybody to participate in 5s  Make everybody submit at least one idea  Select the best slogan  Put slogans on display (high traffic)  Change slogans frequently
  79. 79. Radar Chart81  Full evaluation of the effectiveness of 5S  Results posted with prizes  Incentive for CI  Separate checklist can be developed for different types of workplace  Office, Receptionist, Storage Room  Develop first, improve later Checklist 1 Checklist 2
  80. 80. Making A Habit Of 5S82  5S boards & checklist are valuable records of improvement  Now you should have a clean office  This is just a start of 5S journey  Don’t become complacent  Is it possible to keep it that way?  Strive to make 5S habitual
  81. 81. Habitual 1S83  Continuously apply red tag tactic  Monthly red tag patrol team  Red tag on unnecessary stock/inventory  Controlling quantity for inbox/outbox
  82. 82. Monthly Red Tag Tactic84  Inspection tour to ensure disposal of unnecessary items  Cross-functional team  Visit every area  Inspection results are announced
  83. 83. Red Tag On Stock/Inventory85  Controlling the quantity purchased/store  Reduce the quantity per order  Start with more than one month  Increase the number of deliveries of supply (stagger)  Min-Max level should be visible at a glance
  84. 84. Controlling Quantity for Inbox/Outbox86  Reduce work discontinuity between functions  Regularly reduce the quantity  Transit in smaller batch  Improve processing time  FIFO & GreenLane-RedLane
  85. 85. Habitual 2S87  Make it easy to use, return and arrange things  Oblique reference lines  Shadow board  Placement mark  Color coding  Creating working flow
  86. 86. Oblique Reference Line88  See at a glance any disorder from a distance  Color code
  87. 87. Shadow Board89  See at a glance any disorder from a distance  Color code
  88. 88. Placement Mark90  Outline the shape and position of equipment, furniture, dustbin, flower pots, ashtray, etc  Put names on placement even nothing is present  Remember the 3 Keys
  89. 89. Organize by Color Coding91  Avoid mistake by color coding  Divide items by group  AP, AR, PO, DO  Assign each group a color
  90. 90. Get the Work to Flow92  Make work flow seamlessly between function  Setup suitable layout  Effective and efficient work  Reduce T.A.T  Reduce Work-In-Progress (WIP)
  91. 91. Habitual 3S93  Making cleaning and checking habitual  Checking as part of cleaning  Procedures for Clean & Check  Deciding what to Clean & Check  Deciding responsibility to Clean & Check  Deciding on Clean & Check procedures  Implementation of Clean & Check
  92. 92. Checking As Part of Cleaning94  No time to clean & check separately  Cleaning should include checking  Point out checking point
  93. 93. Procedures for Clean & Check95  Aim to achieve zero failure, zero error and zero stoppages  Step 1: Decide what to clean  What & where  Step 2: Decide responsibility  Do not allow no-man’s land  Step 3: Decide how to clean & check  Which points & in what order  Step 4: Implement cleaning & checking  Step 5: Implement cleaning and maintenance  Simple autonomous maintenance
  94. 94. Deciding on Clean & Check Procedures96  Obvious problem points  Identify repeating points  5-Why?  Develop countermeasures  Clean  Repair  Replace  Lubricate
  95. 95. Implementation of Cleaning & Checking97  Display the Clean & Check List near workstation/work area  Implement the schedule  Check and confirm at each point to be cleaned and checked
  96. 96. Habit 4S98  Maintaining a spotless workplace  Is there a standard for the elimination of unnecessary items?  Can order be restored quickly?  Is the dirt cleaned up immediately?  Are the first 3S is being practiced fully?
  97. 97. Standards to Eliminate Unnecessary Items99  Establish standards to make eliminate clutter from your immediate surroundings  How long are items kept surrounding by  Red tag and remove ASAP
  98. 98. Can Order be Restored Quickly?100  What happens if any items lying around and not returned after use?  Is 3 Keys working?  Does manager regularly patrol the workplace?  Is proper storage taken seriously?  Be strict “on the spot” about a messy workplace
  99. 99. Is Dirt Clean Up Immediately?101  Is the workplace is ever left dirty?  Cleaning area defined?  Responsibility fixed?  Daily cleaning schedule?  Has inspection patrol team set up?  Are frank opinions and advice freely exchange?
  100. 100. Are the First 3S Practiced Fully?102  To what extend the first 3S become habitual?  Do you have a standard? Do you follow you standard?  Can you detect messy and disarray at a glance? Is it taken care of immediately?  Is environment kept so clean and dirt noticeable? Is there regular checking schedule?  Do what you say and say what you do
  101. 101. Habitual 5S103  Has 5S become a habit and taken root?  Rewarding the right behavior  Give constructive behavior  Focus improvement  Radar Chart
  102. 102. Rewarding the Right Behavior104  Suggestion System  Participation & Desire  Contest or Quiz  Build knowledge  Penalizing the Wrong Behavior
  103. 103. Giving Constructive Criticism105  Constructive criticism is a sign of commitment  Boss who fail to provide constructive criticism is a failure manager  Leaders should also be ready to accept criticism
  104. 104. Focus Improvement106  Whenever there is a sign of disorder or failure  Do you react immediately?  Is corrective action identified?  Is the actions effective?
  105. 105. Habitual 5S Radar Chart107  Have you succeeded in doing that yet?  Cleaning up after unnecessary items appear  Cleaning up so that unnecessary items don’t appear  Organizing after things become disordered  Organizing so that things never get disordered  Cleaning after things get dirty  Cleaning so that things won’t get dirty  Standardizing to avoid mess  Standardizing so that mess becomes impossible  Compulsory 5S  Quick implementation of improvement
  106. 106. 108
  107. 107. 5S In a Nutshell109
  108. 108. 6S Terminology110 Sort  When in doubt, move it out Set In Order  A place for everything and everything in its Shine place Standardize  To clean and inspect Sustain  Make up the rules and follow them Safety  Make it part of everyday life  No job is so important that we can not stop to do it safely
  109. 109. Seiri111
  110. 110. Seiton112
  111. 111. Seiso113
  112. 112. Seiketsu114
  113. 113. Shitsuke115
  114. 114. Safety116  Create a safe place to work.  Safety is priority #1.  Prevent accidents and injuries while enhancing safety consciousness.  Safety and quality go hand-in-hand.  Safety improves as the other S’s are established.
  115. 115. 5S Job Cycle Chart117
  116. 116. Single Piece Flow118
  117. 117. Milk-Run System119