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3
Quality Assurance
5S – A Program
to Improve Project
Performance
Venue: Project Site Office – LSI 3 Project
Date : October 10, 2006
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 2
Objectives
Improve housekeeping
Make every individual
responsible for housekeeping
Productivity improvement by
saving time, reduced waste,
space etc.
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 3
COMMON MIND SETS…
Its an additional burden. Too busy to do
5S activities.
Why clean it? It will get dirty again
We cannot change the existing setup.
More work pressure – No time for these
things
Expensive – Why to waste money?
We are comfortable – Why to change?
It will take time
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Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 4
So,
What’s good in
it?
Before we
answer . . .
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 5
Look
Familiar?
Why 5S?
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 6
So, what’s good in it again?
Work efficiency enhanced due to organized
work place
Achieve remarkable cost reduction in
construction process and improved
productivity by 20%
Waste elimination, Cycle time reduction,
Space generation, Inventory reduction and
improved work ethics
The winning companies
says…
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QAQC Manager LSI-3 Project
Quality Assurance
page 7
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
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 8
A program to help us
improve project
performance
3
Quality Assurance
Let’s begin….
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 10
Definition of 5S
(1) SEIRI (Sort)
Distinguishing between necessary and unnecessary things, and getting rid
of what you do not need
(2) SEITON (Set in Order)
The practice of orderly storage so the right item can be picked efficiently
(without waste) at the right time
(3) SEISOU(Shine)
Create a clean worksite without garbage and dust
(4) SEIKETSU(Standardization)
Standardization of best practices
(5) SHITSUKE (Sustain)
The practice of developing customs so that the workplace regulations and
rules are correctly practiced
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 11
Promotion of 5S
(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
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 12
First Module
SEIRI
(Sort)
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QAQC Manager LSI-3 Project
Quality Assurance
page 13
Dispose Assign fixed place
SEIRI (Sort) refers to:
Distinguishing between necessary
things and unnecessary things and
getting rid of what you do not need
Stratify
Steps
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 14
‘Stratification’ refers to:
Assorting things around oneself into those
that are required and those that are not
required
• Other than things used daily are non-required things
• Quantity in excess of what is used daily is non-required
• ‘Leave only this, just in case’ is strictly prohibited
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Version 1: Rev. 0
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 15
Standards Action
Frequency of Usage Dispose
Things used approximately once in 1 to 6 months Place in a warehouse faraway
Things used once a week
Gather together in the store in
vicinity of work
Things used daily
Place so that they are easyto pick.
Make it easyto return. Identifiable
Things used everyhour
Place within arm’s length where
they can be easilyreached
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 16
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 17
Assigning fixed places refers
to:
Preparing rules and making visible ‘where’
and in ‘what quantity’’ the required things are
to be placed
• Decide locations for things that will remain
• Make rules for locations
• Making visible refers to visual management
• Start with what can be done
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 18
Location of things that will remain
should consider :
(1) Where it will be used
(2) Where it will be placed
(3) How much it will be placed
(4) How it will be placed
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 19
Seiri = SortingSeiri = Sorting Improvement methods
1.Flow Process Chart (Procedural
Analysis)
Drawing a process flow chart for the system
Ex. How to make and use category wise grouping
2.Operational Analysis
Preparing the sequence of operations for system
Ex. How to perform Seiri (sorting)
3.Check List
A check sheet is used to decide what sort of main
system and sub system are necessary.
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 20
SEIRI = SortingSEIRI = Sorting
Meaning Distinguish between necessary and unnecessary
items and eliminate the unnecessary items
Meaning Distinguish between necessary and unnecessary
items and eliminate the unnecessary items
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
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 21
INTERACTIVE BIT
Give me three examples
of areas that could benefit
from sorting
isc1
Slide 21
isc1 ntil here, we can conclude the first ,module of the presentation.
Sid Calayag, 10/9/2006
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 22
Second Module
SEITON
(Set in order)
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 23
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
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 24
Assigning fixed places and
fixed quantity :
Refers to facilitating picking and placing and
ensuring zero shortages
• Give priority to use frequency and decide fixed place
• Consider also safety (mainly weight)
• Place heavy objects at a height where they are easy to pick
from
• Eliminate labor required for searching and returning
• Decide placing volume bused on usage volume (1 time, 1 day)
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 25
(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
Decision standards for fixed positions
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 26
Seiton = Systematic ArrangementSeiton = Systematic Arrangement
How to achieve Systematic
Arrangement ?
• Decide where things belong
• Decide how things should be put away
• Obey the Put away rules
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 27
Seiton = Systematic ArrangementSeiton = Systematic Arrangement
How to achieve Systematic Arrangement ?
• Decide where things belong
• Standardize Nomenclature
• Determine an analytical method of storage
• Decide how things should be put away
• Name & locations to everything. Label both item and
location
• Store material functionally
• Prevent mistakes with coding by shapes & color
contd..
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Version 1: Rev. 0
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 28
Seiton = Systematic ArrangementSeiton = Systematic Arrangement
How to achieve Systematic
Arrangement ?
• Decide how things should be put away
• Follow first in first out rule
• If two identical items are to be located, then store
them separately, color code them.
• Obey the rules
• Put the things back to their location after
their use
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 29
Examples of tools arrangement
(Seiton)
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 30
SEITON = Systematic ArrangementSEITON = Systematic Arrangement
The main target areas for Seri-Seiton improvement are :
Tool-setting and preparation operations,
line balancing and process planning,
peak time problems etc.
Improvement Methods
Kit Method / Assembly box method / Outside tool setting
Cassettisation / Parallel operations / Changes in
assignment method
The main target areas for Seri-Seiton improvement are :
Tool-setting and preparation operations,
line balancing and process planning,
peak time problems etc.
Improvement Methods
Kit Method / Assembly box method / Outside tool setting
Cassettisation / Parallel operations / Changes in
assignment method
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 31
SEITON = Systematic ArrangementSEITON = Systematic Arrangement
Meaning To determine type of storage and layout
that will ensure easy accessibility for everyone .
Meaning To determine type of storage and layout
that will ensure easy accessibility for everyone .
Activity - Functional storage
- Creating place for everything and putting
everything in its place
Success - Time saved in searching
Indicator - Time saved in material handling
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 32
INTERACTIVE BIT
Give me three examples
of areas that could benefit
from systematic arrangement/
isc4
Slide 32
isc4 This wiull conclude the second module of the presentation.
Sid Calayag, 10/9/2006
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 33
Third Module
SEISO
(Shine-Clean)
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 34
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
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 35
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.)
• The basic point is sweeping, cleaning and inspecting
• It is also important to take immediate actions such as placing a
cover etc.
• Accumulation of small points will lead to a situation where
sweeping is not required
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Version 1: Rev. 0
Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 36
Meaning Cleaning trash, filth, dust and other foreign
matter. Cleaning as a form of Inspection.
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 - CLEANINGSEISO – SHINE - CLEANING
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 37
INTERACTIVE BIT
Give me three examples
of areas that could benefit
from cleaning.
isc5
Slide 37
isc5 ntil here, we can conclude the first ,module of the presentation.
Sid Calayag, 10/9/2006
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 38
Make abnormalities visible in
management points
SEIKETSU (Standardization )
refers to:
Standardization of 5S through ‘visual
management’
Grasp vital points for
management
Steps
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Date: September 25, 2006
By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 39
Standardization of 5S
(1)
Clarification of vital points for management
- What are the minute defects
- Basic conditions: Cleanliness, refueling, replace tightly bind
fast, dirt, looseness
- Operating conditions: lighting, temperature, time, weight,
Equipment, jigs and tools, sub-materials
(2)
Prepare standards for the conditions
- Objectivity of judgment standards for normal versus
abnormal
- Judgment without using measurement, knowledge, intuition
and knack
(3)
Judgment standards for abnormalities
- Inspection methods that can be used by anybody
- Methods for actions against abnormalities
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 40
Points for Visual Management
(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
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 41
SEIKETSU - STANDARDIZING
Regularizing 5S activities by putting
systems in place – Everyone does things
the same way
Make it easy for everyone to identify the
state of normal or abnormal condition.
For maintaining previous 3S, use visual
management
5S IS EASY TO DO ONCE –
CONSISTENCY IS DIFFICULT
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QAQC Manager LSI-3 Project
Quality Assurance
page 42
Meaning Setting up standards / Norms for a neat, clean,
workplace and details of how to maintain the
norm (Procedure)
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 - STANDARDIZINGSEIKETSU - STANDARDIZING
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QAQC Manager LSI-3 Project
Quality Assurance
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INTERACTIVE BIT
Give example of how to
make the practice become
standard.
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QAQC Manager LSI-3 Project
Quality Assurance
page 44
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
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QAQC Manager LSI-3 Project
Quality Assurance
page 45
Make ‘5S’ is a HABIT
Without this, the time involved in
all the other S will be in vain.
SHITSUKE – SUSTAIN – SELF
DISCIPLINE & TRAINING
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QAQC Manager LSI-3 Project
Quality Assurance
page 46
Shitsuke = Self DisciplineShitsuke = Self Discipline
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
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QAQC Manager LSI-3 Project
Quality Assurance
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SHITSUKE – SUSTAIN – SELF
DISCIPLINE & TRAINING
Commitment
+ Everyone’s Involvement
= Success to 5S
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QAQC Manager LSI-3 Project
Quality Assurance
page 48
Meaning Every one sticks to the rule and
makes it a habit
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 - SUSTAINSHITSUKE - SUSTAIN
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QAQC Manager LSI-3 Project
Quality Assurance
page 49
The rules…
Remove fixed ideas.
Think of ways to make it possible.
No excuses needed.
Go for the simple solution, not the perfect one.
Correct mistakes right away.
Repeat ‘Why’ 5 times.
Ask ideas from many people.
There is no end to improvement.
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QAQC Manager LSI-3 Project
Quality Assurance
page 50
The benefits . . .
Reduced set-up times
Reduce searching time
Increased floor space
Lower safety incident/accident rate
Less wasted labor
Higher Quality
Lower cost
Reliable Delivery
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QAQC Manager LSI-3 Project
Quality Assurance
page 51
5 S Element Waste/ Improvement Item Deliverable
Sorting-Visual
Placement
Elimination of finding.
Elimination of nonconformances.
Elimination of motion.
Reduction of part selection errors.
Reduced Costs
Increased Safety
Improved Quality
Increased Product Options.
Systematic
Organization
Elimination of finding.
Reduction of part selection errors.
Reduced Costs
Improved Quality
Increased Product Options
Scrubbing Clean Increased safety.
Preventive maintenance.
Increased equipment knowledge.
Increased Safety
Improved Quality
Standardization
Control
Increased equipment life.
Higher morale.
Clean environment.
Increased visibility of nonconformances.
Improved Quality
Consistent Delivery
Improved Safety
Elimination of Waste
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QAQC Manager LSI-3 Project
Quality Assurance
page 52
5 S
Implementation
Plan
Systematic
Organization
Cleanliness
Visual Placement
Standardization
Progressive
Enhancement
s
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
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QAQC Manager LSI-3 Project
Quality Assurance
page 53
5S Audit
Conduct an audit
to measure
improvement
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QAQC Manager LSI-3 Project
Quality Assurance
page 54
Roles and Responsibility
Leaders must set the tone and lead by
example.
We should commit to the initiative, Provide
time to the workforce to develop and
implement 5S changes.
Any implementation should have a drive.
Conduct short, focused and frequent
communication sessions.
Share the successes
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QAQC Manager LSI-3 Project
Quality Assurance
page 55
6 Sigma
• Disciplined Methodology
• Technical Approach
(Quantitative)
• Data Driven - Statistical
• Customer Focus
• Reduce Variation
• Focus on Large Impact
• Larger/Longer Projects
Kaizen
• Philosophical Approach
• Common Sense Approach
(Qualitative)
• Data Driven - Observation
• Operational Focus
• Waste Elimination 5S
• Incremental Change
• Smaller/Shorter Projects
Complimentary Tools Driving Continuous Improvement
Expanding the Strategy
Performance Excellence
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By: Sid Calayag
QAQC Manager LSI-3 Project
Quality Assurance
page 56
Comparative Analysis
Improvement Methodologies
• Similar in Structure
• Improvements measured against
established process
• Team oriented
• Similar improvement tools
• Measure effectiveness of improvements
• Maintain new performance level
• Standardize & Proceduralize
Results
• More Efficient Processes
Comparison
• Both are Effective Improvement
Mechanisms
• CPI/6s best applied to large complex
problems
• Kaizen/Lean best applied to achieve
incremental changes and eliminate wastes.
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/Lean6σ
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
3
Quality Assurance
Countdown begins now….
3

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5 s – a program to improve project.ppt [compatibility mode]

  • 1. 3 Quality Assurance 5S – A Program to Improve Project Performance Venue: Project Site Office – LSI 3 Project Date : October 10, 2006
  • 2. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 2 Objectives Improve housekeeping Make every individual responsible for housekeeping Productivity improvement by saving time, reduced waste, space etc.
  • 3. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 3 COMMON MIND SETS… Its an additional burden. Too busy to do 5S activities. Why clean it? It will get dirty again We cannot change the existing setup. More work pressure – No time for these things Expensive – Why to waste money? We are comfortable – Why to change? It will take time
  • 4. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 4 So, What’s good in it? Before we answer . . .
  • 5. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 5 Look Familiar? Why 5S?
  • 6. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 6 So, what’s good in it again? Work efficiency enhanced due to organized work place Achieve remarkable cost reduction in construction process and improved productivity by 20% Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics The winning companies says…
  • 7. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 7 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. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 8 A program to help us improve project performance
  • 10. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 10 Definition of 5S (1) SEIRI (Sort) Distinguishing between necessary and unnecessary things, and getting rid of what you do not need (2) SEITON (Set in Order) The practice of orderly storage so the right item can be picked efficiently (without waste) at the right time (3) SEISOU(Shine) Create a clean worksite without garbage and dust (4) SEIKETSU(Standardization) Standardization of best practices (5) SHITSUKE (Sustain) The practice of developing customs so that the workplace regulations and rules are correctly practiced
  • 11. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 11 Promotion of 5S (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. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 12 First Module SEIRI (Sort)
  • 13. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 13 Dispose Assign fixed place SEIRI (Sort) refers to: Distinguishing between necessary things and unnecessary things and getting rid of what you do not need Stratify Steps
  • 14. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 14 ‘Stratification’ refers to: Assorting things around oneself into those that are required and those that are not required • Other than things used daily are non-required things • Quantity in excess of what is used daily is non-required • ‘Leave only this, just in case’ is strictly prohibited
  • 15. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 15 Standards Action Frequency of Usage Dispose Things used approximately once in 1 to 6 months Place in a warehouse faraway Things used once a week Gather together in the store in vicinity of work Things used daily Place so that they are easyto pick. Make it easyto return. Identifiable Things used everyhour Place within arm’s length where they can be easilyreached
  • 16. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 16
  • 17. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 17 Assigning fixed places refers to: Preparing rules and making visible ‘where’ and in ‘what quantity’’ the required things are to be placed • Decide locations for things that will remain • Make rules for locations • Making visible refers to visual management • Start with what can be done
  • 18. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 18 Location of things that will remain should consider : (1) Where it will be used (2) Where it will be placed (3) How much it will be placed (4) How it will be placed
  • 19. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 19 Seiri = SortingSeiri = Sorting Improvement methods 1.Flow Process Chart (Procedural Analysis) Drawing a process flow chart for the system Ex. How to make and use category wise grouping 2.Operational Analysis Preparing the sequence of operations for system Ex. How to perform Seiri (sorting) 3.Check List A check sheet is used to decide what sort of main system and sub system are necessary.
  • 20. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 20 SEIRI = SortingSEIRI = Sorting Meaning Distinguish between necessary and unnecessary items and eliminate the unnecessary items Meaning Distinguish between necessary and unnecessary items and eliminate the unnecessary items 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. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 21 INTERACTIVE BIT Give me three examples of areas that could benefit from sorting isc1
  • 22. Slide 21 isc1 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
  • 23. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 22 Second Module SEITON (Set in order)
  • 24. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 23 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
  • 25. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 24 Assigning fixed places and fixed quantity : Refers to facilitating picking and placing and ensuring zero shortages • Give priority to use frequency and decide fixed place • Consider also safety (mainly weight) • Place heavy objects at a height where they are easy to pick from • Eliminate labor required for searching and returning • Decide placing volume bused on usage volume (1 time, 1 day)
  • 26. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 25 (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 Decision standards for fixed positions
  • 27. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 26 Seiton = Systematic ArrangementSeiton = Systematic Arrangement How to achieve Systematic Arrangement ? • Decide where things belong • Decide how things should be put away • Obey the Put away rules
  • 28. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 27 Seiton = Systematic ArrangementSeiton = Systematic Arrangement How to achieve Systematic Arrangement ? • Decide where things belong • Standardize Nomenclature • Determine an analytical method of storage • Decide how things should be put away • Name & locations to everything. Label both item and location • Store material functionally • Prevent mistakes with coding by shapes & color contd..
  • 29. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 28 Seiton = Systematic ArrangementSeiton = Systematic Arrangement How to achieve Systematic Arrangement ? • Decide how things should be put away • Follow first in first out rule • If two identical items are to be located, then store them separately, color code them. • Obey the rules • Put the things back to their location after their use
  • 30. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 29 Examples of tools arrangement (Seiton)
  • 31. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 30 SEITON = Systematic ArrangementSEITON = Systematic Arrangement The main target areas for Seri-Seiton improvement are : Tool-setting and preparation operations, line balancing and process planning, peak time problems etc. Improvement Methods Kit Method / Assembly box method / Outside tool setting Cassettisation / Parallel operations / Changes in assignment method The main target areas for Seri-Seiton improvement are : Tool-setting and preparation operations, line balancing and process planning, peak time problems etc. Improvement Methods Kit Method / Assembly box method / Outside tool setting Cassettisation / Parallel operations / Changes in assignment method
  • 32. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 31 SEITON = Systematic ArrangementSEITON = Systematic Arrangement Meaning To determine type of storage and layout that will ensure easy accessibility for everyone . Meaning To determine type of storage and layout that will ensure easy accessibility for everyone . Activity - Functional storage - Creating place for everything and putting everything in its place Success - Time saved in searching Indicator - Time saved in material handling
  • 33. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 32 INTERACTIVE BIT Give me three examples of areas that could benefit from systematic arrangement/ isc4
  • 34. Slide 32 isc4 This wiull conclude the second module of the presentation. Sid Calayag, 10/9/2006
  • 35. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 33 Third Module SEISO (Shine-Clean)
  • 36. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 34 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
  • 37. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 35 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.) • The basic point is sweeping, cleaning and inspecting • It is also important to take immediate actions such as placing a cover etc. • Accumulation of small points will lead to a situation where sweeping is not required
  • 38. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 36 Meaning Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection. 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 - CLEANINGSEISO – SHINE - CLEANING
  • 39. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 37 INTERACTIVE BIT Give me three examples of areas that could benefit from cleaning. isc5
  • 40. Slide 37 isc5 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
  • 41. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 38 Make abnormalities visible in management points SEIKETSU (Standardization ) refers to: Standardization of 5S through ‘visual management’ Grasp vital points for management Steps
  • 42. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 39 Standardization of 5S (1) Clarification of vital points for management - What are the minute defects - Basic conditions: Cleanliness, refueling, replace tightly bind fast, dirt, looseness - Operating conditions: lighting, temperature, time, weight, Equipment, jigs and tools, sub-materials (2) Prepare standards for the conditions - Objectivity of judgment standards for normal versus abnormal - Judgment without using measurement, knowledge, intuition and knack (3) Judgment standards for abnormalities - Inspection methods that can be used by anybody - Methods for actions against abnormalities
  • 43. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 40 Points for Visual Management (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
  • 44. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 41 SEIKETSU - STANDARDIZING Regularizing 5S activities by putting systems in place – Everyone does things the same way Make it easy for everyone to identify the state of normal or abnormal condition. For maintaining previous 3S, use visual management 5S IS EASY TO DO ONCE – CONSISTENCY IS DIFFICULT
  • 45. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 42 Meaning Setting up standards / Norms for a neat, clean, workplace and details of how to maintain the norm (Procedure) 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 - STANDARDIZINGSEIKETSU - STANDARDIZING
  • 46. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 43 INTERACTIVE BIT Give example of how to make the practice become standard.
  • 47. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 44 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
  • 48. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 45 Make ‘5S’ is a HABIT Without this, the time involved in all the other S will be in vain. SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING
  • 49. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 46 Shitsuke = Self DisciplineShitsuke = Self Discipline 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
  • 50. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 47 SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING Commitment + Everyone’s Involvement = Success to 5S
  • 51. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 48 Meaning Every one sticks to the rule and makes it a habit 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 - SUSTAINSHITSUKE - SUSTAIN
  • 52. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 49 The rules… Remove fixed ideas. Think of ways to make it possible. No excuses needed. Go for the simple solution, not the perfect one. Correct mistakes right away. Repeat ‘Why’ 5 times. Ask ideas from many people. There is no end to improvement.
  • 53. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 50 The benefits . . . Reduced set-up times Reduce searching time Increased floor space Lower safety incident/accident rate Less wasted labor Higher Quality Lower cost Reliable Delivery
  • 54. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 51 5 S Element Waste/ Improvement Item Deliverable Sorting-Visual Placement Elimination of finding. Elimination of nonconformances. Elimination of motion. Reduction of part selection errors. Reduced Costs Increased Safety Improved Quality Increased Product Options. Systematic Organization Elimination of finding. Reduction of part selection errors. Reduced Costs Improved Quality Increased Product Options Scrubbing Clean Increased safety. Preventive maintenance. Increased equipment knowledge. Increased Safety Improved Quality Standardization Control Increased equipment life. Higher morale. Clean environment. Increased visibility of nonconformances. Improved Quality Consistent Delivery Improved Safety Elimination of Waste
  • 55. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 52 5 S Implementation Plan Systematic Organization Cleanliness Visual Placement Standardization Progressive Enhancement s 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
  • 56. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 53 5S Audit Conduct an audit to measure improvement
  • 57. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 54 Roles and Responsibility Leaders must set the tone and lead by example. We should commit to the initiative, Provide time to the workforce to develop and implement 5S changes. Any implementation should have a drive. Conduct short, focused and frequent communication sessions. Share the successes
  • 58. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 55 6 Sigma • Disciplined Methodology • Technical Approach (Quantitative) • Data Driven - Statistical • Customer Focus • Reduce Variation • Focus on Large Impact • Larger/Longer Projects Kaizen • Philosophical Approach • Common Sense Approach (Qualitative) • Data Driven - Observation • Operational Focus • Waste Elimination 5S • Incremental Change • Smaller/Shorter Projects Complimentary Tools Driving Continuous Improvement Expanding the Strategy Performance Excellence
  • 59. 3 4 2 5 1 Version 1: Rev. 0 Date: September 25, 2006 By: Sid Calayag QAQC Manager LSI-3 Project Quality Assurance page 56 Comparative Analysis Improvement Methodologies • Similar in Structure • Improvements measured against established process • Team oriented • Similar improvement tools • Measure effectiveness of improvements • Maintain new performance level • Standardize & Proceduralize Results • More Efficient Processes Comparison • Both are Effective Improvement Mechanisms • CPI/6s best applied to large complex problems • Kaizen/Lean best applied to achieve incremental changes and eliminate wastes. 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/Lean6σ 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