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

The document outlines a quality assurance program focused on implementing the 5S methodology (Sort, Set in order, Shine, Standardize, Sustain) to improve project performance and efficiency. It emphasizes the need for housekeeping, effective organization, and waste elimination to enhance productivity and reduce costs. The program aims to create a structured work environment through defined practices and visual management techniques.

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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
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 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
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 . . .
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?
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…
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
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
3 Quality Assurance Let’s begin…. 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 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
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
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)
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
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
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
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
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
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
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.
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
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
Slide 21 isc1 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
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)
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
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)
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
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
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..
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
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)
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
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
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
Slide 32 isc4 This wiull conclude the second module of the presentation. Sid Calayag, 10/9/2006
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)
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
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
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
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
Slide 37 isc5 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006
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
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
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
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
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
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.
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
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
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
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
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
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.
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
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
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
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
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
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
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
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
  • 9.
  • 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 ntilhere, 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 Thiswiull 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 ntilhere, 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
  • 60.