5 S – A Program To Improve Project

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  • 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.
  • Introduction Popularized by Hiroyuki Hirano (1990). The origin is rooted in the works of two American pioneers Frederick W. Taylor and Henry Ford – Studied by Japanese managers 5S is a system to reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results. Implementation of this method "cleans up" and organizes the workplace basically in its existing configuration, and it is typically the first lean method which organizations implement. The 5S pillars, Sort ( Seiri ), Set in Order ( Seiton ), Shine ( Seiso ), Standardize ( Seiketsu ), and Sustain ( Shitsuke ), provide a methodology for organizing, cleaning, developing, and sustaining a productive work environment. In the daily work of a company, routines that maintain organization and orderliness are essential to a smooth and efficient flow of activities. This lean method encourages workers to improve their working conditions and helps them to learn to reduce waste, unplanned downtime, and in-process inventory. A typical 5S implementation would result in significant reductions in the square footage of space needed for existing operations. It also would result in the organization of tools and materials into labeled and color coded storage locations, as well as "kits" that contain just what is needed to perform a task. 5S provides the foundation on which other lean methods, such as TPM , cellular manufacturing , just-in-time production , and six sigma can be introduced.
  • It is difficult and confusing to decide which would be wanted in future. People tend to keep extras or duplicates “just in case a need comes in future” Sort. Sort, the first S, focuses on eliminating unnecessary items from the workplace that are not needed for current production operations. An effective visual method to identify these unneeded items is called "red tagging", which involves evaluating the necessity of each item in a work area and dealing with it appropriately. A red tag is placed on all items that are not important for operations or that are not in the proper location or quantity. Once the red tag items are identified, these items are then moved to a central holding area for subsequent disposal, recycling, or reassignment. Organizations often find that sorting enables them to reclaim valuable floor space and eliminate such things as broken tools, scrap, and excess raw material. People do not realize the importance of space, believing in unlimited space availability.
  • Set In Order. Set In Order focuses on creating efficient and effective storage methods to arrange items so that they are easy to use and to label them so that they are easy to find and put away. Set in Order can only be implemented once the first pillar, Sort, has cleared the work area of unneeded items. Strategies for effective Set In Order include painting floors, affixing labels and placards to designate proper storage locations and methods, outlining work areas and locations, and installing modular shelving and cabinets.
  • Shine. Once the clutter that has been clogging the work areas is eliminated and remaining items are organized, the next step is to thoroughly clean the work area. Daily follow-up cleaning is necessary to sustain this improvement. Working in a clean environment enables workers to notice malfunctions in equipment such as leaks, vibrations, breakages, and misalignments. These changes, if left unattended, could lead to equipment failure and loss of production. Organizations often establish Shine targets, assignments, methods, and tools before beginning the shine pillar.
  • Standardize. Once the first three 5S's have been implemented, the next pillar is to standardize the best practices in the work area. Standardize, the method to maintain the first three pillars, creates a consistent approach with which tasks and procedures are done. The three steps in this process are assigning 5S (Sort, Set in Order, Shine) job responsibilities, integrating 5S duties into regular work duties, and checking on the maintenance of 5S. Some of the tools used in standardizing the 5S procedures are: job cycle charts, visual cues (e.g., signs, placards, display scoreboards), scheduling of "five-minute" 5S periods, and check lists. The second part of Standardize is prevention - preventing accumulation of unneeded items, preventing procedures from breaking down, and preventing equipment and materials from getting dirty.
  • Sustain. Sustain, making a habit of properly maintaining correct procedures, is often the most difficult S to implement and achieve. Changing entrenched behaviors can be difficult, and the tendency is often to return to the status quo and the comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and standard of work place organization. Without the Sustain pillar the achievements of the other pillars will not last long. Tools for sustaining 5S include signs and posters, newsletters, pocket manuals, team and management check-ins, performance reviews, and department tours. Organizations typically seek to reinforce 5S messages in multiple formats until it becomes "the way things are done." Proper discipline keeps the 5S circle in motion.
  • This matrix identifies the first 4 steps in the 5S program and their related wastes and deliverables. This justifies the previous emphasis that 5S eliminates non-value added activities and creates opportunity to increase profits !
  • Listed above is the implementation plan for a 5S program. Each step is explained on the upcoming slides.
  • A further breakdown of the continual improvement tools for Six Sigma and Kaizen, indicating the importance of waste elimination & 5S in Kaizen efforts.
  • Another comparative analysis showing the major steps in each of a Six Sigma and a Kaizen Program and that the primary focus of 5S is process related i.e. not only to the processes of cleaning,organizing etc. associated wtih5S, but also the work processes of documentation,selling,purchasing,manufacturing,distribution and integration of these with5S processes.
  • 5 S – A Program To Improve Project

    1. 1. 5S – A Program to Improve Project Performance Venue: Project Site Office – LSI 3 Project Date : October 10, 2006
    2. 2. Objectives <ul><li>Improve housekeeping </li></ul><ul><li>Make every individual responsible for housekeeping </li></ul><ul><li>Productivity improvement by saving time, reduced waste, space etc. </li></ul>page
    3. 3. COMMON MIND SETS… <ul><li>Its an additional burden. Too busy to do 5S activities. </li></ul><ul><li>Why clean it? It will get dirty again </li></ul><ul><li>We cannot change the existing setup. </li></ul><ul><li>More work pressure – No time for these things </li></ul><ul><li>Expensive – Why to waste money? </li></ul><ul><li>We are comfortable – Why to change? </li></ul><ul><li>It will take time </li></ul>page
    4. 4. So, What’s good in it? page Before we answer . . .
    5. 5. Why 5S? page Look Familiar?
    6. 6. So, what’s good in it again? <ul><li>Work efficiency enhanced due to organized work place </li></ul><ul><li>Achieve remarkable cost reduction in construction process and improved productivity by 20% </li></ul><ul><li>Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics </li></ul>page The winning companies says…
    7. 7. page Remove waste Implement so that ‘waste becomes visible to facilitate waste removal’ Waste = Current work – money generating work From current work remove work that does not generate money
    8. 8. 5S page A program to help us improve project performance
    9. 9. Let ’ s begin … . 4 2 1 3 5S
    10. 10. Definition of 5S <ul><li>(1) SEIRI (Sort) </li></ul><ul><li>Distinguishing between necessary and unnecessary things, and getting rid of what you do not need </li></ul><ul><li>(2) SEITON (Set in Order) </li></ul><ul><li>The practice of orderly storage so the right item can be picked efficiently (without waste) at the right time </li></ul><ul><li>(3) SEISOU(Shine) </li></ul><ul><li>Create a clean worksite without garbage and dust </li></ul><ul><li>(4) SEIKETSU(Standardization) </li></ul><ul><li>Standardization of best practices </li></ul><ul><li>(5) SHITSUKE (Sustain) </li></ul><ul><li>The practice of developing customs so that the workplace regulations and rules are correctly practiced </li></ul>page
    11. 11. Promotion of 5S page (1) SEIRI (Sort) Dispose what is not needed (2) SEITON (set in order) Can retrieve when required (3) SEISOU (Shine) Make the workplace clean (4) SEIKETSU (Standard) Standardized the solution (5) SHITSUKE (Discipline) Develop customs that allow practice of regulations and rules
    12. 12. First Module <ul><li>SEIRI </li></ul><ul><li>(Sort) </li></ul>page
    13. 13. page SEIRI (Sort) refers to: Distinguishing between necessary things and unnecessary things and getting rid of what you do not need Stratify Steps Dispose Assign fixed place
    14. 14. page ‘ Stratification’ refers to : Assorting things around oneself into those that are required and those that are not required <ul><li>Other than things used daily are non-required things </li></ul><ul><li>Quantity in excess of what is used daily is non-required </li></ul><ul><li>‘ Leave only this, just in case’ is strictly prohibited </li></ul>
    15. 15. page
    16. 16. page
    17. 17. page Assigning fixed places refers to : Preparing rules and making visible ‘where’ and in ‘what quantity’’ the required things are to be placed <ul><li>Decide locations for things that will remain </li></ul><ul><li>Make rules for locations </li></ul><ul><li>Making visible refers to visual management </li></ul><ul><li>Start with what can be done </li></ul>
    18. 18. page <ul><li>Location of things that will remain should consider : </li></ul><ul><li>Where it will be used </li></ul><ul><li>Where it will be placed </li></ul><ul><li>(3) How much it will be placed </li></ul><ul><li>(4) How it will be placed </li></ul>
    19. 19. Seiri = Sorting page <ul><ul><li>Improvement methods </li></ul></ul><ul><li>Flow Process Chart (Procedural Analysis) </li></ul><ul><ul><li>Drawing a process flow chart for the system </li></ul></ul><ul><ul><li>Ex. How to make and use category wise grouping </li></ul></ul><ul><li>Operational Analysis </li></ul><ul><ul><li>Preparing the sequence of operations for system </li></ul></ul><ul><ul><li>Ex. How to perform Seiri (sorting) </li></ul></ul><ul><li>Check List </li></ul><ul><ul><li>A check sheet is used to decide what sort of main system and sub system are necessary. </li></ul></ul>
    20. 20. SEIRI = Sorting <ul><li>Meaning Distinguish between necessary and unnecessary items and eliminate the unnecessary items </li></ul>page Activity Establish a criteria for eliminating unwanted items Eliminate unwanted items either by disposing them or by relocating them. Success Area saved or percentage of space available Indicator
    21. 21. INTERACTIVE BIT page Give me three examples of areas that could benefit from sorting
    22. 22. Second Module <ul><li>SEITON </li></ul><ul><li>(Set in order) </li></ul>page
    23. 23. page Make it compact SEITON (Set in order) refers to : Implementing functional storage by deciding correct placement method and layout so that the required objects can be quickly used what it is required Assign fixed places and fixed quantity Steps
    24. 24. page Assigning fixed places and fixed quantity : Refers to facilitating picking and placing and ensuring zero shortages <ul><li>Give priority to use frequency and decide fixed place </li></ul><ul><li>Consider also safety (mainly weight) </li></ul><ul><ul><li>Place heavy objects at a height where they are easy to pick from </li></ul></ul><ul><li>Eliminate labor required for searching and returning </li></ul><ul><li>Decide placing volume bused on usage volume (1 time, 1 day) </li></ul>
    25. 25. Decision standards for fixed positions page (1) Where it will be used Clarification of usage objective and place (2) Where it will be placed Near where it will be used so that work can be done while walking. Stand-up operations (3) How much will be placed Maximum, Minimum, Order point (4) How will it be placed Easy to place, Easy to remove (one-touch operation) (5) Indication of placing location Coloring, boundaries (6) Recognize visually Illustrative indication, component name indication, Quantity indication (7) Stagnating time is visible First in- First out, Recognize by observing placement date (8) Decide person in-charge of supervision Indicate person responsible
    26. 26. Seiton = Systematic Arrangement page <ul><li>How to achieve Systematic Arrangement ? </li></ul><ul><li>Decide where things belong </li></ul><ul><li>Decide how things should be put away </li></ul><ul><li>Obey the Put away rules </li></ul>
    27. 27. Seiton = Systematic Arrangement page <ul><li>How to achieve Systematic Arrangement ? </li></ul><ul><li>Decide where things belong </li></ul><ul><ul><li>Standardize Nomenclature </li></ul></ul><ul><ul><li>Determine an analytical method of storage </li></ul></ul><ul><li>Decide how things should be put away </li></ul><ul><ul><li>Name & locations to everything. Label both item and location </li></ul></ul><ul><ul><li>Store material functionally </li></ul></ul><ul><ul><li>Prevent mistakes with coding by shapes & color </li></ul></ul><ul><li>contd.. </li></ul>
    28. 28. Seiton = Systematic Arrangement page <ul><li>How to achieve Systematic Arrangement ? </li></ul><ul><li>Decide how things should be put away </li></ul><ul><ul><li>Follow first in first out rule </li></ul></ul><ul><ul><li>If two identical items are to be located, then store </li></ul></ul><ul><li>them separately, color code them. </li></ul><ul><li>Obey the rules </li></ul><ul><ul><li>Put the things back to their location after </li></ul></ul><ul><ul><li>their use </li></ul></ul>
    29. 29. page Examples of tools arrangement (Seiton)
    30. 30. SEITON = Systematic Arrangement <ul><li>The main target areas for Seri-Seiton improvement are : </li></ul><ul><li>Tool-setting and preparation operations, </li></ul><ul><li>line balancing and process planning, </li></ul><ul><li>peak time problems etc. </li></ul><ul><li>Improvement Methods </li></ul><ul><li>Kit Method / Assembly box method / Outside tool setting </li></ul><ul><li>Cassettisation / Parallel operations / Changes in assignment method </li></ul>page
    31. 31. SEITON = Systematic Arrangement <ul><li>Meaning To determine type of storage and layout that will ensure easy accessibility for everyone . </li></ul>page Activity - Functional storage - Creating place for everything and putting everything in its place Success - Time saved in searching Indicator - Time saved in material handling
    32. 32. INTERACTIVE BIT page Give me three examples of areas that could benefit from systematic arrangement/
    33. 33. Third Module <ul><li>SEISO </li></ul><ul><li>(Shine-Clean) </li></ul>page
    34. 34. page Take action to prevent dirtiness and its occurrence SEISO (Shine, cleaning) refers to : Removal of dirt and by investigating source of dirt preparing countermeasures Identify source of occurrence Steps
    35. 35. page Actions to prevent dirtiness and its occurrence refers to : countermeasures against source of occurrence include countermeasures (challenge towards common sense) for process methods (defects in processing conditions etc.) <ul><li>The basic point is sweeping, cleaning and inspecting </li></ul><ul><li>It is also important to take immediate actions such as placing a cover etc. </li></ul><ul><li>Accumulation of small points will lead to a situation where sweeping is not required </li></ul>
    36. 36. page Meaning Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection. Activity - Keep workplace spotlessly clean - Inspection while cleaning - Finding minor problems with cleaning inspection Success - Reduction in machine down time Indicator - Reduction in no. of accidents SEISO – SHINE - CLEANING
    37. 37. INTERACTIVE BIT page Give me three examples of areas that could benefit from cleaning.
    38. 38. page Make abnormalities visible in management points SEIKETSU (Standardization ) refers to: Standardization of 5S through ‘visual management’ Grasp vital points for management Steps
    39. 39. Standardization of 5S page (1) <ul><li>Clarification of vital points for management </li></ul><ul><ul><li>What are the minute defects </li></ul></ul><ul><ul><li>Basic conditions: Cleanliness, refueling, replace tightly bind fast, dirt, looseness </li></ul></ul><ul><ul><li>Operating conditions: lighting, temperature, time, weight, Equipment, jigs and tools, sub-materials </li></ul></ul>(2) <ul><li>Prepare standards for the conditions </li></ul><ul><ul><li>Objectivity of judgment standards for normal versus abnormal </li></ul></ul><ul><ul><li>Judgment without using measurement, knowledge, intuition and knack </li></ul></ul>(3) <ul><li>Judgment standards for abnormalities </li></ul><ul><ul><li>Inspection methods that can be used by anybody </li></ul></ul><ul><ul><li>Methods for actions against abnormalities </li></ul></ul>
    40. 40. Points for Visual Management page (1) Recognize well even from a distance (2) There are indicators on items to be managed (3) Whether good or bad is clear, and anybody can point out (4) Anybody can use, and convenient if used (5) Anybody can follow and repair quickly (6) Use of tools leads to neatness
    41. 41. SEIKETSU - STANDARDIZING <ul><li>Regularizing 5S activities by putting systems in place – Everyone does things the same way </li></ul><ul><li>Make it easy for everyone to identify the state of normal or abnormal condition. </li></ul><ul><li>For maintaining previous 3S, use visual management </li></ul>page 5S IS EASY TO DO ONCE – CONSISTENCY IS DIFFICULT
    42. 42. page Meaning Setting up standards / Norms for a neat, clean, workplace and details of how to maintain the norm (Procedure) Activity - Innovative visual management - Color coding - Early detection of problem and early action Success - Increase in 5S indicator Indicator SEIKETSU - STANDARDIZING
    43. 43. INTERACTIVE BIT page Give example of how to make the practice become standard.
    44. 44. page Innovate to ensure observance SHITSUKE (Sustain ) refers to: Preparation of workplace atmosphere where visual management is properly observed Check state of observance of standardization of 5S Steps
    45. 45. <ul><li>Make ‘5S’ is a HABIT </li></ul><ul><li>Without this, the time involved in all the other S will be in vain. </li></ul>SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING page
    46. 46. Shitsuke = Self Discipline page We need everyone to maintain 5S guidelines. To maintain DISCIPLINE , we need to practice and repeat until it becomes a way of life . Discipline is the Core of 5S
    47. 47. SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING <ul><li>Commitment </li></ul><ul><li>+ Everyone’s Involvement </li></ul><ul><li>= Success to 5S </li></ul>page
    48. 48. page Meaning Every one sticks to the rule and makes it a habit Activity - Participation of everyone in developing good habits - Regular audits and aiming for higher level Success - High employee morale Indicator - Involvement of all people SHITSUKE - SUSTAIN
    49. 49. The rules… <ul><li>Remove fixed ideas. </li></ul><ul><li>Think of ways to make it possible. </li></ul><ul><li>No excuses needed. </li></ul><ul><li>Go for the simple solution, not the perfect one. </li></ul><ul><li>Correct mistakes right away. </li></ul><ul><li>Repeat ‘Why’ 5 times. </li></ul><ul><li>Ask ideas from many people. </li></ul><ul><li>There is no end to improvement. </li></ul>page
    50. 50. The benefits . . . <ul><li>Reduced set-up times </li></ul><ul><li>Reduce searching time </li></ul><ul><li>Increased floor space </li></ul><ul><li>Lower safety incident/accident rate </li></ul><ul><li>Less wasted labor </li></ul><ul><li>Higher Quality </li></ul><ul><li>Lower cost </li></ul><ul><li>Reliable Delivery </li></ul>page
    51. 51. page Elimination of Waste
    52. 52. page 5 S Implementation Plan Systematic Organization Cleanliness Visual Placement Standardization Progressive Enhancements Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan Step 4 Develop 5 S Training Plan Step 5 Implement 5 S Step 6 Verification of Effectiveness
    53. 53. 5S Audit page Conduct an audit to measure improvement
    54. 54. Roles and Responsibility <ul><li>Leaders must set the tone and lead by example. </li></ul><ul><li>We should commit to the initiative, Provide time to the workforce to develop and implement 5S changes. </li></ul><ul><li>Any implementation should have a drive. </li></ul><ul><li>Conduct short, focused and frequent communication sessions. </li></ul><ul><li>Share the successes </li></ul>page
    55. 55. Expanding the Strategy page <ul><li>6 Sigma </li></ul><ul><li>Disciplined Methodology </li></ul><ul><li>Technical Approach </li></ul><ul><ul><li>(Quantitative) </li></ul></ul><ul><li>Data Driven - Statistical </li></ul><ul><li>Customer Focus </li></ul><ul><li>Reduce Variation </li></ul><ul><li>Focus on Large Impact </li></ul><ul><li>Larger/Longer Projects </li></ul><ul><li>Kaizen </li></ul><ul><li>Philosophical Approach </li></ul><ul><li>Common Sense Approach </li></ul><ul><ul><li>(Qualitative) </li></ul></ul><ul><li>Data Driven - Observation </li></ul><ul><li>Operational Focus </li></ul><ul><li>Waste Elimination 5S </li></ul><ul><li>Incremental Change </li></ul><ul><li>Smaller/Shorter Projects </li></ul>Complimentary Tools Driving Continuous Improvement Performance Excellence 5s
    56. 56. Comparative Analysis page <ul><li>Improvement Methodologies </li></ul><ul><li>Similar in Structure </li></ul><ul><li>Improvements measured against established process </li></ul><ul><li>Team oriented </li></ul><ul><li>Similar improvement tools </li></ul><ul><li>Measure effectiveness of improvements </li></ul><ul><li>Maintain new performance level </li></ul><ul><li>Standardize & Proceduralize </li></ul><ul><li>Results </li></ul><ul><li>More Efficient Processes </li></ul><ul><li>Comparison </li></ul><ul><li>Both are Effective Improvement Mechanisms </li></ul><ul><li>CPI/6s best applied to large complex problems </li></ul><ul><li>Kaizen/Lean best applied to achieve incremental changes and eliminate wastes. </li></ul>Measure - Data Collection - Determine Process Potential / Goals Evaluate - Root Cause / Vital Few - Statistical Analysis Improve & Verify - Implement Improvement - Validate Improvement Standardize - Standardize / Leverage - SPC - Update Procedures Evaluate - Baseline Process Performance - Establish Target Decide -Compare solutions - Choose Act -Communicate - Implement improvement - Control Measure - Validate improvement - Standardize - Update Procedures Focus - Reduce Process Variation - Identify Critical Cause and Focus Resources for Maximum Impact Focus - Eliminate Waste 5S - Seek Incremental Process Changes Kaizen/Lean 6  Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week 5s
    57. 57. Countdown begins now … . 4 2 1 3 5S

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