2. Executive Overview Participant manual Tools Workbook Knowledge Breakthrough Lecture notes Lecture notes Performance Excellence Series Training Module Elements
3. Session 1.0 Introduction…….……...……………………. 3 Session 2.0 Waste Management ……………………….. 14 Session 3.0 5S Implementation…………………………. 20 Element 3.1 Systematic Organization…………………... 31 Element 3.1.1 Red Tag System……………………………. 47 Element 3.2 Sorting Visual Placement………………….. 33 Element 3.2.1 Visual Sign System………………………….. 66 Element 3.2.2 Visual Color System………………………... 76 Element 3.3 Scrubbing Clean……………………………. 40 Element 3.4 Standardizing Control……………………... 45 Element 3.5 Self Discipline Control……………………... 48 5s Table of Contents Knowledge Breakthrough
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5. 5S Performance Excellence Model Systematic-Systematic Organization Scrubbing clean Self-Discipline- Control Customer Expectations Sorting Visual Placement Standardizing Control Improved Quality Improved Safety Reduced costs Consistent Deliveries Improved Product/ Service Options 5s
6. The Five Elements of 5S Systematic Systematic Organization - Identifying what items are required and which are not. Sorting Visual Placement- Items should be easily retrievable, easy to get, and visual-easy to see. Self-Discipline/Control- Ensuring that Systematic Organization, Visual Placement & Cleanliness are maintained. Scrubbing Clean- Keep the area free from debris, dirt, oil, items not needed. Standardizing Control- Maintain and continually improve the previous improvements. 5s
7. Tool Kit Comparison Major CPI Tools (6 ) Kaizen Lean Description Cp/Cpk Process capability assessment DOE Design of experiments SPC Process control based on statistics and data analysis FMEA Risk assessment tool Regression Correlate effect one variable has on another Process Map Map process steps to communicate and identify opportunities 5 whys /2 hows Determination methods for root cause discovery Pareto Column chart ranking items highest to lowest Fishbone Cause / Effect Diagram 5S Elimination waste Visual Mgmt Emphasis on visual techniques to manage process Poka-Yoke Error proofing techniques Spagetti Chart Kanban Material storage technique used to control process Takt Time Determine pace or beat of a process Std Work Evaluate tasks done during a process SMED Single minute exchange of dies - Quick machine set up TPM Integrate maintenance strategy with process Cellular Flow Reduce inventory & cycle time thru process layout and pull production techniques Expand Process Improvement Program to Utilize Kaizen Tool Kit 5s
14. Systematic Organization Cleanliness Visual Placement Standardization 5 S Implementation Plan Progressive Enhancements Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan Step 4 Develop 5 S Training Plan Step 5 Implement 5 S Step 6 Verification of Effectiveness
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19. Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage. Key Deliverables A clean Systematic Organization results in increased safety and efficiency . Increased Safety Increased Efficiency
20. Step 2: Allocation: Assign resources to the specific tasks required to make 3S a habit.
5S is the foundation, the building blocks, for a “Kaizen” approach to incremental improvement. 5S focuses on the elimination of wastes( Muda) in the work environment: to include the office environment as well as the manufacturing environment. In simplest terms , it is the cleaning up of all the wastes so that the work environment produces “what” it wants, at the “time” it is needed in the “correct quantities”.
5S was created in the Japanese manufacturing environment and literally stands for 5 Japanese words which begin with S: Seiri, Seiton, Seison, Seiketsu, Shitsuke When translated together mean a cleaning activity at a workplace. Aforementioned, 5S is an integral step towards Kaizen and Lean-site Manufacturing with the primary goal of being able to supply the customer ( internal,external) with the “right product” at the “right time” in the correct quantities.
This model shows the inter-relationship of the 5S steps with the customer’s expectations of improved quality,improved safety, reduced nonconformance costs, improved product service options;thus, leading to a satisfied customer. Please note that the base of the pyramid is self-discipline-control. This step is key in maintaining the progress already achieved by the previous 4 S’s. Also please note, that the deliverables are closely related to the deliverables of a Kaizen process.
Each of the translated 5S’s are defined here.
This matrix is extremely important in understanding the relationship of Kaizen, Six Sigma, and Lean- site manufacturing. Notice that many of the continual improvement tools are common amongst the three programs. In essence it is important to note that Lean-site Manufacturing is really a deliverable of Kaizen ( when employed completely and correctly). It is also important here to recognize where 5S fits into the equation. 5S focuses on the elimination of wastes, so it is common and required for successful completion of Kaizen and Lean-site initiatives.
A further breakdown of the continual improvement tools for Six Sigma and Kaizen, indicating the importance of waste elimination & 5S in Kaizen efforts.
Another comparative analysis showing the major steps in each of a Six Sigma and a Kaizen Program and that the primary focus of 5S is process related i.e. not only to the processes of cleaning,organizing etc. associated wtih5S, but also the work processes of documentation,selling,purchasing,manufacturing,distribution and integration of these with5S processes.
The primary focus of 5S is the elimination of wastes in the work environment that result from unorganized, unclean material, tools, machines, desks, inventories, aisles,walkways, storage locations. 5S provides a structured methodical approach towards this goal.
The 7 types of wastes are identified. It is important that the group understand these 7 wastes. The primary focus of Kaizen and Lean-site Manufacturing are focused on the elimination of these wastes. 5S in turn focuses on the elimination of many of these wastes ( Delays, Transportation, Inventories, Motions, Defective products).
Have each member work by themselves and identify an example of each type of the seven wastes. ( 10 minutes)
This matrix identifies the first 4 steps in the 5S program and their related wastes and deliverables. This justifies the previous emphasis that 5S eliminates non-value added activities and creates opportunity to increase profits !
Listed above is the implementation plan for a 5S program. Each step is explained on the upcoming slides.
Have the group get in teams of three or more and identify the items in each picture that they would red tag. For each item they identified to be red tagged, have them identify why, and under what conditions they would red tag an item.
Have the group form teams of two. Identify the wastes in each picture. Define why they are wastes. Give them about 15 minutes do this.
A standardized work area is a result of applying the first 3 S’s. the result will be a clean, organized work area with evidence of visual color and sign strategies.
Cleaning should involve everyone;including people in the office environment. Make it as fun as possible. Have competitions, awards, recognition programs. Make it simple, use cleaning tools you have available.( rags,mops,soap).
The Resource Allocation Matrix identifies the required 5S task that needs to be completed in each 5S step job with the required frequency of action.
