2. Training
• Training is not a important thing it is
the readiness to take on the training
that’s important.
• Occasionally self improvement is fairly
common and easily achievable.
• Continuous self improvement is
virtually un achievable, but striving for
it is the single most effective way to
approach your personal paradise.
3. Self improvemenT
• How can we go about self
improvement? First write in block
letters improve ToDaY.
• Put the card in a prominent
corner of the mirror you use
when you comb your hair every
morning and brush your teeth
every night.
4. The Good, Bad and the Ugly
First the Bad and the Ugly - Life Without CANDO
6. 6
Why CANDO
•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 Maintena
of
Critical Process Parameters.
Look
Familiar?
9. KISS
• Keep iT Super
Simple.
• This is not tricky.
• There is no secret.
• You don't need a degree to do this.
• Just get it done.
10. What is CANDO
• A method of creating clean and
orderly work place that
exposes waste and increases
the efficiency of all process
involved in manufacturing unit.
11. CLEAN UP
• Keep it clean.
• Clean the shop floor.
• Clean the tools when done.
• Clean the work station when done.
• Place some one in charge of ensuring
this is done.
12. 12
Cleanliness involves cleaning every
aspect of the Organization and the
removal of dirt, dust,oil, scraps on the
floor, & garbage.
Key Deliverables
A clean Systematic Organization results in
increased safety and efficiency.
Increased
Safety
Increased
Efficiency
13. CANDO Examples - Clean
3. Clean - The area is cleaned as the work is performed (best)
andor there is a routine to keep the work area clean.
14. ARRANGING
• Identify and visualize minimum and
maximum level.
• Every thing has it own place.
• Arrange things in such a way that
easy to visualize if something is
missing.
15. Some CANDO Examples
Before CANDO
After CANDO - Cleaned,
organized and drawers labeled
(less time and frustration
hunting)
16. NEAT
• Distinguish between what is
& is not needed.
• Keep the environment clean.
• ASK1 Why do we need this?
• Where is this used?
• What is the frequency of use?
• Why is this stored here?
17. CANDO Examples – Arrange
Neat in Order
See the difference?
1. Arrange - All unneeded tools, parts and supplies are removed
from the area
2. Neat - A place for everything and everything is in its
place
18. 18
Removing “Red Tagged” stuff
What Stuff would you “Red Tag” in these
pictures ?
Picture
A__________________________________________________________
Picture B
_________________________________________________________
Think Break
19. NEAT
• Go to the determine area.
• Examine and record the current
condition.
• Ask the question around the current
condition.
• If unclear distinguish the items & code
them.
• Take the coded item to quarantine area.
20. DISCIPLINE
• Set a clear standered.
• Make platform for
improvement.
• All three (Clean,arrange&Neat)
should be maintained strictly.
• Should be made easy to
maintain.
21. 21
Some evidence of standardized work areas
•Clear, shiny aisle ways
•Color coded areas
•Slogans, banners
•No work-in-process
( WIP )
•One-Piece Flow
•Standardized Work
Sheets
22. • To make sure you are all
following up at least every thirty
days on CANDO basis.
ON GOING IMPROVMENT
23. Improvement
• Get rid of all false assumption.
• Don’t look for excuse, look for ways to
happen.
• Don’t worry about being perfect even if
you get it half right.
• It does not cost money to do CANDO.
• Good ideas will flow when going gets
tough.
• Look for wisdom from ten people rather
than one.
• Never stop doing CANDO.
24. Wastes
• Transportation
• Inventory.
• Motion.
• Waiting.
• Over processing.
• Over production.
• Defects.(rework)
• Untapped Creativity
• .just remember the name TIM WOOD.
26. 26
In the following pictures, identify some of the “finding wastes “
( assume you work in a distribution center and you have to fill an order
with product located in the following pictures).
Think Break
___________________ ___________________ _________________
___________________ ___________________ _________________
___________________ ___________________ _________________
___________________ ___________________ _________________
Everything has a useable place
Finding Wastes
27. WaItIng
• If we are waiting for anything R/M ,
information, parts etc question 5 Times,
remove or change the cause so don’t wait
for something for the same reason ever
again. Depending on the situation a
reduction in waiting time may be all that is
achievable, sometimes challenging the
cause will lead to greater improvement.
• Q Why should you wait for anything or
anyone? All it suggest if you have to is that
the process isn't set up as good as it could
be so change it improve.
28. OverprOductiOn
• If you are making more than required by
customer, you are making too much and
subsequently repeating other wastes
activities while doing it--- so STOP.
• I've heard all the excuses I can take,
detailing why this inst possible, but all they
are excuses because over production is
common practice and therefore
comfortable.
• Overproduction is wrong—simple as that—
Black and White no grey areas.
29. rewOrk
• If you have any rework, that means
only one thing—your design process
or your system is not good enough.
Improve it to remove rework.
• If you work in an enviourment that
deals with rework as a matter of
course, i.e. its acceptable to you ands
you think it is unavoidable you need to
sincerely change your way of thinking.
30. MOtiOn
• If you have to move question 5 times, if you
can redesign your
• Piece part presentation
• Layout
• Sequence
• Structure
• Roles and responsibility
• To reduce the amount you move, you will
save throughput time and therefore reduce
the lead-time, making you more reactive to
customer requirement.
31. Over prOcessing
• If your system, process and
procedures require you to do more
than the absolute minimum for the
same end result, regards QCDSM, your
are doing too much. Doing more takes
more resource,time,money,space etc.
restricting the creativity in process.
Makes changes to wasted efforts.
32. • Holding excess stocks
because your system is crap
ties up capital, restricting cash
flow. if you don’t use up the
complete replace the stock you
hold ten times a year or more
on a FIFO basis—you are not
doing enough.
inventOry
33. transpOrtatiOn
• If have to move materials about between
production line, departments, storage, sites
is moving to far. Change the structure and
mentality of the business to reduce the
transportation to minimum.
• If you store—bring it inside.
• If you buy in stock—negotiate right quantity
right time to customer order.
• Control your stock through common sense
and not historical development.
34. untapped creativity
• You have people working within your
system, using this process and
procedures, they have experience.
Therefore experience is the greatest
asset a company can tap in to. Make
sure your people understand what is
VA, NVA, than drawn on their
experience and creativity to find
solutions.
35. suMMary
• CANDO is for you.
• Clean up and organize your work area
every day so that each new day is easier
and safer than the day before.
• Share your input with your leaders so that
the tools will be available to you when you
need this will increase your efficiency.
• Volunteer your to help CANDO tours and
CANDO events.
• Take good around—imagine zero waste/
zero confusion.
36. THANK YOU
• Neat clean & discipline soul reaches to
heaven.
naik devang
Editor's Notes
09/21/13 The primary focus of 5S is the elimination of wastes in the work environment that result from unorganized, unclean material, tools, machines, desks, inventories, aisles,walkways, storage locations. 5S provides a structured methodical approach towards this goal.
09/21/13 Listed above is the implementation plan for a 5S program. Each step is explained on the upcoming slides.
09/21/13 Cleaning should involve everyone;including people in the office environment. Make it as fun as possible. Have competitions, awards, recognition programs. Make it simple, use cleaning tools you have available.( rags,mops,soap).
09/21/13 Have the group get in teams of three or more and identify the items in each picture that they would red tag. For each item they identified to be red tagged, have them identify why, and under what conditions they would red tag an item.
09/21/13 A standardized work area is a result of applying Clean Arrange Neat. the result will be a clean, organized work area with evidence of visual color and sign strategies.
09/21/13 Have the group form teams of two. Identify the wastes in each picture. Define why they are wastes. Give them about 15 minutes do this.
