2. History
Henry Ford first perfected flow production in the early part of the 20th
Century.
Toyota improved Ford’s design in the 30s and 40s developing its LEAN
production system to be more adaptive to needs and changes.
It is based on “order & structure”
It was required to ensure the sustainability of the “Visual Factory” concept.
3. Origins of 5S
5S as a methodology has come out of the techniques within Total
Productive Maintenance (TPM) and from the Toyota Production
System (TPS).
Many of the individual components such as creating ergonomic
and efficient work places can be seen to owe their roots to people
such as Taylor for his work on “scientific management” and Frank
Gilbert's “time and motion studies.”
4. The 5 S
5S Seiri; Sort, Clearing, Classify
5S Seiton; Straighten, Simplify, Set in order, Configure
5S Seiso; Sweep, shine, Scrub, Clean and Check
5S Seiketsu; Standardize, stabilize, Conformity
5S Shitsuke; Sustain, self discipline, custom and
practice
5. 5C and CANDO
There has been reluctance for some companies in the past to take up “Japanese” initiatives for business
improvement, so some consultancies and other bodies have come up with non-Japanese equivalents; two of
which are listed below as alternatives for 5S.
5S is also known in some quarters as 5C, with the “S” words replaced by
Clearing,
Configure,
Clean and Check,
Conformity and finally
Custom and practice.
CANDO is;
Cleanup,
Arrange,
Neatness,
Discipline, and
Ongoing Improvement.
http://leanmanufacturingtools.org/192/what-is-5s-seiri-seiton-seiso-seiketsu-shitsuke/
6.
7. Seiri or Sort
5S Seiri or Sort is the first step in
5S, it refers to the sorting of the
clutter from the other items
within the work area that are
actually needed.
This stage requires the team to
remove all items that clearly do
not belong in the working area
and only leave those that are
required for the processes in
question.
8. Seiton or Straighten / Set in order
5S Seiton or Straighten is the process of taking the required items that are remaining after
the removal of clutter and arranging them in an efficient manner through the use of
ergonomic principles and ensuring that every item “has a place and that everything is in its
place.”
9. Seiso or Sweep / shine
5S Seiso or Sweep is the thorough cleaning of the area, tools, machines and other
equipment to ensure that everything is returned to a “nearly new” status. This will ensure
that any non-conformity stands out; such as an oil leak from a machine onto a bright, newly
painted clean floor.
12. Seiketsu or Standardize
5S Seiketsu or standardize is the process of ensuring that what we have done within the first
three stages of 5S become standardized; that is we ensure that we have common standards
and ways of working. Standard work is one of the most important principles of Lean
manufacturing.
13.
14. Shitsuke or Sustain
The final stage is 5S Shitsuke or sustain, ensuring that the company continue to continually
improve using the previous stages of 5S, maintain housekeeping, and conduct audits and so
forth. 5S should become part of the culture of the business and the responsibility of
everyone in the organization.
15.
16. 5S Audit
• Audits do serve the short-term purpose of both the reinforcement of the
new process we are implementing (necessary if your organizations have had
many ”programs of the month”) and advanced 5-S training activities (How
do we achieve a score of a “5.0” on an audit of our work area?).
• The audit team should consist of both factory and office associates, an
hourly and salary mix. General guidelines are four to six auditors (not
including the lean facilitator, per 250-person organization).
• The audit team should do practice audits to get everyone on the same page
and develop a baseline. Also, consider how government regulations can set
baseline scores.
• In the beginning, audits should occur at least every two weeks. Remember,
it is both process reinforcement and a learning experience. As the average
audit score climbs, the audit time span can be increased.
• 5-S job instructions (the fourth S) and audit areas should be established by
natural work groups and teams in both manufacturing and the office.
• It is suggested that 5-S office guidelines be developed for each organization.
Office areas, unlike manufacturing areas, can be categorized into basically
one group. The organization should create common 5-S job instructions
(part of the fourth S) that define the organization’s office 5-S expectations.
19. Usefulness of 5S.
A great teaching example is pit stops in auto racing. Milliseconds can decide who
wins.
20.
21. Increases in productivity
• Reduces lead times thereby improving product
delivery times
• Reduces equipment downtime, maintenance and
cycle time
• Improves daily and shift startup times and
reduces changeover time
• Reduces the amount of time wasted searching for
tools and equipment
22. Increases in quality
• Improves quality by reducing the amount of
errors/defects
• Implements standardization thereby achieving
output consistency
• The pleasantries of the simplified work
environment increases employee moral
23. Reduction in cost
• Provides cost-savings by reducing inventory,
storage fees and space requirements
• Improves safety thereby reducing the cost of
worker injuries
• Reduces the amount of scrap thereby reducing
production cost
24. Examples of 5_S
Library/Bookstores
Traffic Signs & Maps
Parking Lots
Department, Building Supply, & Grocery Stores
Airports
Fire Stations & Engines
Fast food restaurants
32. Key Items for Implementation & Success
Make the facility “VISUAL”.
Make the workplace “Easy to Use”.
Think of new methods to make work easy (don’t criticize methods that fail).
Think outside the box & don’t accept excuses for “why it has to be that way”.
Continually improve – it won’t be perfect in an instant.
Correct mistakes immediately – never ignore out of standard.
Ask Why? Five times to find the root cause.(The Why Why Analysis)
To change the current state you must change the culture.
Everyone must “buy-in”.
Live 5S on a daily basis.
Lead by example not by exception.
