Corus 5S Lean Presentation


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  • Using the 5’s toolset gives you a structured, methodical approach in generating the ideal environment in terms of the address and place of tooling/equipment and creating sustainable housekeeping practices which promote a professional and efficient operation.
    5’s is typically a tool which is used early in the improvement cycle due to its simplicity and effectiveness in delivering substantial savings to the business. In many ways it’s the foundation to improvement.
    The benefits that can be achieved are considerable, a few examples can be seen on the slide. Talk the delegates through each of these benefits.
  • A Red Tag Exercise is conducted to essentially remove all the un-necessary items (tool, chairs, tables, paperwork etc.) from the area being assessed. A structured process must be followed if success is to realised, the following slides will take the delegates through the structured approach which must be taken and the proformas that are to be used.
  • Corus 5S Lean Presentation

    1. 1. 5S’s Notice Board5S’s Notice Board Sort Standardise Sustain Set in order Shine
    2. 2. 5’s Training Manual5’s Training Manual Target AudienceTarget Audience ::  5’s Facilitators / Trainers, Operations and Support Management &5’s Facilitators / Trainers, Operations and Support Management & Team MembersTeam Members  Purpose of Module :Purpose of Module :  To give a full understanding of the 5’s, their importance and howTo give a full understanding of the 5’s, their importance and how they can be effectively introduced.they can be effectively introduced.  Aims & Objectives :Aims & Objectives : – Understand the basis for 5’sUnderstand the basis for 5’s – What each of the steps areWhat each of the steps are – Measuring ImprovementMeasuring Improvement Aims and Objectives
    3. 3. ContentsContents  IntroductionIntroduction  5’s Overview / Getting Started5’s Overview / Getting Started  SortSort  Set in orderSet in order  ShineShine  StandardiseStandardise  SustainSustain Sort Standardise Sustain Set in order Shine
    4. 4. 5’s Overview5’s Overview  ‘‘There are no worldThere are no world class manufacturingclass manufacturing companies without 5’scompanies without 5’s in place’in place’
    5. 5. The 5’s ApproachThe 5’s Approach 5’s is a systematic approach to workplace organisation and housekeeping. Encouraging ownership and self discipline to sustain and further develop working practices. It aims to :- Remove waste from the workplace. Provide an environment where continuous improvement is embraced. Improve safety. Increase quality.
    6. 6. Things to consider before 5’sThings to consider before 5’s ImplementationImplementation Who When What Where How ….involving everyone with 100% communication!
    7. 7. 5’s Workplace Audit5’s Workplace Audit  Establish current state.Establish current state.  Using recommended audit sheets.Using recommended audit sheets.  Capture current state using colourCapture current state using colour photo’’s.  Record other problem areas, suchRecord other problem areas, such as safety issues or machine safety issues or machine breakdowns.
    8. 8. 5’s Workplace Audit5’s Workplace Audit ITEMS INDIVIDUAL INSTANCES IN WORKPLACE AREA AUDITED TOTAL No. OF INSTANCES SCORE POINTS Dirt & rubbish on floor .(paper,cigs dunnage etc.) 0 = No Dirt/Rubbish 5 = 1 - 5 Instances 10 = >5 Instances 0 5 10 Oil ,grease or other spillage’s evident.Machine & dirty and neglected. 0 = All machines clean 10 = 1 – 5 Machines 15 = >5 Machines 0 10 15 Locations of materials not defined .Mixed/ excess material evident. 0 = All locations defined 10 = 1 - 5 instances 15 = >5 Instances 0 10 15 Notice boards untidy & out of date .No ref. to QCD. 0 = QCD Up-to-Date 5 = <50% incorrect 10 = >50% incorrect 0 5 10 Safety equipment / procedures not adhered to. 0 = Safe operation 15 = Some procedures not used 0 15 Lights left switched on.Air leaking,energy wasted. 0 = No instances 5 = <3 Instances 10 = >3 Instances 0 5 10 Unnecessary materials & equipment in work areas. 0 = All necessary 5 = 1 – 5 Instances 10 = >5 Instances 0 5 10 Reject parts not clearly identified or segregated. 0 = All clearly identified / segregated 15 = Not all identified 0 15 COMMENTS TOTAL IMPROVEMENT POTENTIAL
    9. 9. What are the 5’sWhat are the 5’s ?? Sort Standardise Sustain Set in order Shine
    10. 10. 1st Step - Sort  Conduct major clean-down.Conduct major clean-down.  Remove all items that are notRemove all items that are not required or have becomerequired or have become unnecessary over a period of time.unnecessary over a period of time.  Includes repairing broken tools &Includes repairing broken tools &  Frequently used items should beFrequently used items should be stored at the work area.stored at the work area.  Infrequent used items stored awayInfrequent used items stored away from the work area and dispose offrom the work area and dispose of items that are not needed.items that are not needed.  NeverNever assumeassume. Ensure everyone is. Ensure everyone is in agreement. ….Remember! Redundant items cost money to store - If you don’t need it, don’t keep it!
    11. 11. SortSort Sort tooling / equipment by frequency of use Code Description Action HIGH MEDIUM LOW Hourly Daily/Weekly Quarterly/6 Monthly Keep at workplace Store at dept store Store away from area or dispose …….within the LOW category, retrieval MUST still be quick!!
    12. 12. Red Tag StrategyRed Tag Strategy This means putting red tags on any items not required for the current production, any items kept in excessive amounts and any items used infrequently. Then removing these items from the area/cell.
    13. 13. How do we Red Tag ?How do we Red Tag ? RED TAG …...Red Tag Targets Physical Areas Types of items Documents Equipment Inventory Machines, tools, jigs consumable items, chairs, cabinets, trolleys, etc Notices, minutes, drawings, reports, etc Floor, walkways, staging, benches, walls, shelves, racks, etc Raw materials, procured parts assembly
    14. 14. Red Tag AuctionRed Tag Auction Team evaluate Red Tagged items Options : • Keep item where it is. • Move to new location of work area. • Store away from work area. • Hold in Red Tag Quarantine Area for evaluation. • Dispose of e.g throw away, return to stores. • Agree min/max quantities. Record Results • Records need to be kept of items moved to a Red Tagging Area or disposed of.
    15. 15. Why Sort ?Why Sort ?  Frees up space.  Removes clutter/obstacles.  Stops people adding to it.  Stops hoarding.  Improves safety.  Gives control of what is in your area.  Begins the orderliness process.
    16. 16. 2nd Step – Set in order2nd Step – Set in order  To arrange all necessary itemsTo arrange all necessary items for economy of movement.for economy of movement.  Place according to frequency ofPlace according to frequency of use.use.  To have a designated place forTo have a designated place for everything to label, classify andeverything to label, classify and make easily visible.make easily visible.  A place for everything andA place for everything and everything in it’s place.everything in it’s place.  Provide safe storage - heavyProvide safe storage - heavy items low, light items high.items low, light items high.
    17. 17. Set In Order ExamplesSet In Order Examples Personal Identity Tags Shadow Board used
    18. 18. Set In Order ExamplesSet In Order Examples Colour coded rubbish stations i.e.. Blue - Metallic materials Red - Electrical wiring Colour coded Direct Line Feed i.e.. Green - Rivets Red - Fasteners
    19. 19. Why Set In Order ?Why Set In Order ? • Makes things easier to find, use and return. • Removes frustration of searching for items. • Creates a better working environment. • Reduces accidents. • Assists cleanliness. • Begins standardisation.
    20. 20. 3rd Step - Shine3rd Step - Shine  Identify Cleaning Zones.Identify Cleaning Zones.  It is everybody’s responsibility.It is everybody’s responsibility.  Set targets and work to them.Set targets and work to them.  Keep your area clean and tidy on aKeep your area clean and tidy on a continual basis.continual basis.  Cleanliness extends to non-seenCleanliness extends to non-seen areasareas (eg under the jig!, behind cupboards(eg under the jig!, behind cupboards etc).etc).  Routine maintenance may beRoutine maintenance may be incorporated (TPM).incorporated (TPM). ……...Agree & Visualise
    21. 21. ShineShine Can be divided into 3 sections :-Can be divided into 3 sections :- Overall Situation Major cleaning operations and plan to find sources of dirt. Individual Situation Cleaning workplace and all equipment. Detailed Situation Preventing defects by cleaning & checking machines, jigs and tools (Equipment 5C). …..Creating a spotless workplace
    22. 22. ShineShine Machine concern / fault analysisMachine concern / fault analysis …..through cleaning you touch, through touching you find when you find, you fix !!
    23. 23. Why Shine ?Why Shine ? • Makes defects easier to detect. • Better customer perception. • Creates a better working environment. • Aids efficiency and reduces accidents. • Helps standardisation.
    24. 24. 4th Step – Standardise4th Step – Standardise …..the system must be controlled and maintained (using agreed standards.)  Use visual controls.Use visual controls.  To maintain the workplace at a level which uncovers and makes problemsTo maintain the workplace at a level which uncovers and makes problems obvious.obvious.  To continuously improve by continuous assessment and generating actions.To continuously improve by continuous assessment and generating actions.  To include routine health and safety.To include routine health and safety.
    25. 25. StandardiseStandardise Location Indicators Aspect Method Location indicators Set limits Danger indicators Address signboards Location / limit lines Labels Height lines Fixed length racking Std container sizes Walkways Danger signs
    26. 26. 5’s Audit Check Sheet5’s Audit Check Sheet • Continual assessment. • Periodically but not scheduled. • Help maintain the set standard. • Apply common sense. • Enables Plan, Do, Check, Action cycle. • Promotes safety first. • Publish scores on notice boards. • Impresses the customer.
    27. 27. Housekeeping Area MapHousekeeping Area Map  To be used by HOB and Ops/Logistics ManagersTo be used by HOB and Ops/Logistics Managers  Once per week audit, PUMs to lead Ops Manager around appropriate cells.Once per week audit, PUMs to lead Ops Manager around appropriate cells.  Display on “Info. Centre” boardsDisplay on “Info. Centre” boards  PUM to feedback major non-conformance's back to Cell / Shift Leaders andPUM to feedback major non-conformance's back to Cell / Shift Leaders and T/Ls immediately following auditT/Ls immediately following audit
    28. 28. Why Standardise ?Why Standardise ? • Provides schedule of 5’s activities. • Ensures deterioration does not occur. • Gives a standard to work to. • Starts problem solving/improvement activities. • Makes first 3S’s a habit. • Promotes ownership.
    29. 29. 5th Step - Sustain5th Step - Sustain  Probably the most difficult of the 5S’s.Probably the most difficult of the 5S’s.  Make it a habit.Make it a habit.  Setting review frequency.Setting review frequency.  Cleaning checklist matrix.Cleaning checklist matrix.  To maintain our habit we need to practice and report until it becomes a way of life.To maintain our habit we need to practice and report until it becomes a way of life.  Visual communication instead of verbal!Visual communication instead of verbal! “Its everyone’s responsibility” …..Ownership !! Without it the other steps will fail!
    30. 30. Why Custom & Practice ?Why Custom & Practice ? • It makes 5S routine. • Sustains all improvements. • Builds on the improvements already made. • Maintains agreed procedures. • Ensures we don’t fall back into our old ways.
    31. 31. 5’s Summary5’s Summary • Improves safety. • A structured approach. • Applicable to the General Manager and everyone else. • Improves productivity. • Improves quality. • Improves morale and teamwork. • Enjoy - working in a clean, organised, quality, successful, safe environment. • You do it at home why not at work?
    32. 32. Finally ….Finally …. Improvements should be in-expensive. The more money we spend, the less ingenuity we use to find solutions. Created By Glyn Owen