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© Operational Excellence Consulting. All rights reserved.© Operational Excellence Consulting. All rights reserved.
5S for the Office
© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
1. Understand the benefits of working in a clean and
neat environment
2. Define the 5S principles, and identify visual tools
3. Explain how to apply the 5S principles and visual
tools to enhance office organization
4. Learn how to kick start and launch a 5S initiative
5. Define the critical success factors for 5S
implementation
© Operational Excellence Consulting. All rights reserved. 3
Outline
• Introduction & Overview
 5S Lays the Foundation for
a Lean Enterprise
 5S Helps to Eliminate
Waste
• 5S Principles
 What is 5S?
 Benefits of 5S
 How to Conduct a Red
Tagging Exercise
• Creating a Visual Office
• 5S Applications
• 5S Implementation
 5S Roadmap
 Starting & Launching 5S
• 5S Audit System &
Maturity Levels
• 5S & Kaizen
• Supporting Lean Tools for
5S
• Critical Success Factors
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please
visit: http://www.oeconsulting.com.sg
4© Operational Excellence Consulting. All rights reserved.
Do you really need them?
Files…files…everywhere!
5© Operational Excellence Consulting. All rights reserved.
The office is a
paperwork factory
© Operational Excellence Consulting. All rights reserved. 6
Many companies begin their Lean
transformation with 5S… Why?
• 5S exposes some of the
most visible examples
of waste
• 5S establishes the
framework and
discipline required to
successfully pursue
other continuous
improvement initiatives
© Operational Excellence Consulting. All rights reserved. 7
Introduction & Overview
• 5S is a structured
program to implement
workplace organization
and standardization
• 5S represents five
disciplines for maintaining
a visual workplace
• 5S is a foundation for
Kaizen and Lean
implementation
Sort
Set In OrderShine
Standardize
Sustain
8© Operational Excellence Consulting. All rights reserved.
5S lays the foundation for a Lean
Enterprise
5S
Heijunka Standardized Work Kaizen
Just-In-Time
• Continuous flow
• Takt time
• Pull system
• Flexible workforce
Jidoka
• Separate man &
machine work
• Abnormality
Identification
• Poka yoke
•Visual Control
Goals:
highest quality,
lowest cost, shortest lead times
Involvement
Toyota Production System (TPS) framework
9© Operational Excellence Consulting. All rights reserved.
5S helps to eliminate Waste
Over-production
Producing more than what
the customer needs
Inventory
Building and storing extra
services the customer has
not ordered
Transportation
Moving product from
one place to another
Defects
Reprocessing, or
correcting work
Over-processing
Adding excess value
when the customer
does not require it
Unnecessary Motion
Extra physical/mental
motion that doesn’t add
value
Intellect
Not using employees full
intellectual contribution
Waiting
Employees waiting for
another equipment,
process or information
Waste
© Operational Excellence Consulting. All rights reserved. 10
The 5S
Seiri
Seiton
Seiso
Seiketsu
Shitsuke
The 5 Japanese words that start with S
11© Operational Excellence Consulting. All rights reserved.
What is 5S?
Principles General Description
1S Sort
Remove what is not needed and keep
what is needed
2S Set in Order
Arrange essential items in order for
easy access
3S Shine
Keep things clean and tidy; no trash or
dirt in the workplace
4S Standardize
Establish standards and guidelines to
maintain a clean workplace
5S Sustain
Make 5S a habit and teach others to
adhere to established standards
© Operational Excellence Consulting. All rights reserved. 12
Benefits of 5S
• Reduce non-value adding activity
• Reduce mistakes from employees and
suppliers
• Reduce time for employee orientation and
training
• Reduce search time in navigating the facility
and locating files, tools and supplies
• Reduce parts stored in inventory, and
associated inventory carrying costs
• Improve floor space utilization
• Improve employee safety and morale
• Improve service quality
© Operational Excellence Consulting. All rights reserved. 13
1S : Sort
• Principle
 Stratification management
• Meaning
 Separate the necessary
from the unnecessary
 Get rid of what you do not
need
“When in doubt, move it out!”
© Operational Excellence Consulting. All rights reserved. 14
1S : Sort
• The first step in 5S is to get
rid of what we do not need
• Go through all the desks,
shelves, cabinets, files,
equipment, storage areas,
etc. in the office
 Keep only essential items
 Everything else is stored away or
discarded
© Operational Excellence Consulting. All rights reserved. 15
2S : Set In Order
• Principle
 Functional storage
 Search elimination
• Meaning
 Find a permanent place for all
needed items
 Arrange needed items in order for
easy access
“A place for everything, with
everything in its place.”
16© Operational Excellence Consulting. All rights reserved.
Office Desk – Before & After 5S
An office desk before and after conducting 5S Sort, Set In
Order and Shine. Clutter and unused items have been
removed leaving only what is needed.
Before After
17© Operational Excellence Consulting. All rights reserved.
2S : Set In Order - Examples
All stationery items are clearly visible and easy to retrieve. On the left, there are
forms for re-ordering supplies. On the right is a map of the items and their
locations, forms for comments/suggestions, and contact information.
© Operational Excellence Consulting. All rights reserved. 18
3S : Shine
• Principle
 Cleaning as inspection
• Meaning
 Systematically clean and inspect
the workplace regularly
 Identify inconsistencies, problems
and improvement opportunities
 Remember to include your
electronic files
“Make it clean; keep it clean.”
19© Operational Excellence Consulting. All rights reserved.
Which is Cleaner - Your Keyboard or the
Toilet Seat?
A 2004 study by Dr. Charles
Gerba of the University of
Arizona found keyboards have
on average 3,295 germs per
square inch versus a toilet
seat which has 49 germs per
square inch. Gerba say,
“Desks are really bacteria
cafeterias.”
Clean your keyboard. Researchers recommend that you
should give your keyboard a good “spring cleaning” by dusting
off crumbs and cleaning with an appropriate disinfectant.
© Operational Excellence Consulting. All rights reserved. 20
4S : Standardize
• Principle
 5S standardization
 Visual management
• Meaning
 Establish standards and guidelines,
and make them visual
 Maintain the workplace at a level in
which deviations become obvious
“If you can’t see, you don’t
know; and if you don’t know,
you can’t control.”
© Operational Excellence Consulting. All rights reserved. 21
5S : Sustain
• Principle
 Habit formation
 Disciplined workplace
• Meaning
 Make 5S a habit
 Conduct regular ‘gemba’ walks
 Schedule for 5S audits
 Communicate
“Maintain the gain, forget the
blame.”
© Operational Excellence Consulting. All rights reserved. 22
How to Sustain 5S?
• Get management commitment
• Get everyone involved
• Promote 5S in the organization
• Gemba walk by CEO
• Conduct monthly review by 5S committee
• Establish 5S standards
• Reward and recognize individuals and teams
© Operational Excellence Consulting. All rights reserved. 23
What is Visual Management?
• Visual management is a
technique where information is
communicated by using visual
signals instead of texts or other
written instructions
• Examples include signs, labels,
photographs, trend charts and
displays
Note: Visual management IS
NOT decoration
© Operational Excellence Consulting. All rights reserved. 24
Everyday Visual Management
© Operational Excellence Consulting. All rights reserved. 25
3 Types of Visual Office
• Label to make it perfectly clear
where things belong and what the
procedures are
Visual
Display
• Quantify the path to targets for
success
• Graphs and Pareto charts
Visual
Metrics
• Create an error-proofed
environment to promote easy
adherence to standards
Visual
Controls
© Operational Excellence Consulting. All rights reserved. 26
Visual Office – Examples
27© Operational Excellence Consulting. All rights reserved.
• Gaps? Trends?What is
happening?
• Root causes?Why?
• Correct the problem – implement
containment action?
• Prevent the problem –
permanent corrective action?
What needs to
be done?
• Who does what?
• Any support needed?Who is going to
do it?
• Prioritization?
• Deadline?
• Milestones?
When is it going
to be done?
Visual measures facilitates communication and
identification of areas that need improvement
Productivity
Delivery
Quality
Customer Satisfaction
Sales per Employee
Cost Per Employee
First Call Resolution
SLA Metrics Met
Actual $3,200
Target $3,500
Actual $91.50
Target $78.39
Actual 80%
Target 95%
Actual 4.8
Target > 4 of 5
Actual 7.0
Target 9.0
Actual 5.0 hrs
Target 4.5 hrs
Actual 2 hr
Target 1 hrs
Customer Complaints
Actual 2.0
Target 1.0
Turnaround Time
Response Time
Overall Satisfaction
12108642
USL
Process Data
Sample N 100
StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *
Target *
USL 9
Sample Mean 6.21762
Potential (Within) Capability
Overall Capability
Pp *
PPL *
PPU 0.39
Ppk 0.39
Cpm
Cp
*
*
CPL *
CPU 0.41
Cpk 0.41
Observed Performance
PPM < LSL *
PPM > USL 130000.00
PPM Total 130000.00
Exp. Within Performance
PPM < LSL *
PPM > USL 108973.12
PPM Total 108973.12
Exp. Overall Performance
PPM < LSL *
PPM > USL 122385.02
PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USL
Process Data
Sample N 100
StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *
Target *
USL 9
Sample Mean 6.21762
Potential (Within) Capability
Overall Capability
Pp *
PPL *
PPU 0.39
Ppk 0.39
Cpm
Cp
*
*
CPL *
CPU 0.41
Cpk 0.41
Observed Performance
PPM < LSL *
PPM > USL 130000.00
PPM Total 130000.00
Exp. Within Performance
PPM < LSL *
PPM > USL 108973.12
PPM Total 108973.12
Exp. Overall Performance
PPM < LSL *
PPM > USL 122385.02
PPM Total 122385.02
Within
Overall
Process Capability of C2
12108642
USL
Process Data
Sample N 100
StDev(Within) 2.25841
StDev(Overall) 2.39212
LSL *
Target *
USL 9
Sample Mean 6.21762
Potential (Within) Capability
Overall Capability
Pp *
PPL *
PPU 0.39
Ppk 0.39
Cpm
Cp
*
*
CPL *
CPU 0.41
Cpk 0.41
Observed Performance
PPM < LSL *
PPM > USL 130000.00
PPM Total 130000.00
Exp. Within Performance
PPM < LSL *
PPM > USL 108973.12
PPM Total 108973.12
Exp. Overall Performance
PPM < LSL *
PPM > USL 122385.02
PPM Total 122385.02
Within
Overall
Process Capability of C2
Example of a visual board
28© Operational Excellence Consulting. All rights reserved.
5S for the Office Roadmap 1
Phase 1: Prepare the
Project
1. Get management
involvement
2. Identify target areas
3. Form an implementation
team
Phase 2: Perform an
Office Scan
4. Select project measures
and collect baseline data
5. Photograph current
conditions
6. Apply the office scan
checklist
7. Post a project
storyboard
Phase 3: Sort
Through & Sort Out
8. Determine criteria for
sort
9. Prepare a holding area
10. Apply Sort
Phase 4: Set Things
in Order & Set Limits
11. Map the current state
12. Create a Set-In-Order
plan
13. Apply Set-In-Order
• Define 5S zones
• Assign responsibilities
• Develop publicity
materials
• Educate everyone
• Purchase cleaning
equipment as needed
• Red tagging• Set up 5S activity
board
• Define 5S project
charter
© Operational Excellence Consulting. All rights reserved. 29
5S : Getting Started 1
• 5S publicity materials
 Booklets, badges, brochures, cups,
pens, etc.
• 5S training and education
 Provide 5S training to managers and
staff
 5S pamphlets
• 5S notice boards/intranet
 5S news
 ‘Before’ and ‘After’ photos
30© Operational Excellence Consulting. All rights reserved.
5S Launch Day in a Company
Getting rid of things that are not needed
31© Operational Excellence Consulting. All rights reserved.
Office 5S Audit Checklist & Results
32© Operational Excellence Consulting. All rights reserved.
5
Continuous
Improvement
Cleanliness
problem areas are
identified and mess
prevention actions
are in place
Needed items can
be retrieved in 30
seconds with
minimum steps
Potential problems
are identified and
countermeasures
documented
Proven methods for
area arrangement
and practices are
shared and used
Root causes are
eliminated and
improvement
actions include
prevention
4
Focus on
Reliability
Cleaning schedules
and responsibilities
are documented
and followed
Minimal needed
items arranged in
manner based on
retrieval frequency
Work areas
cleaning,
inspection, and
supply restocking
done daily
Proven methods for
area arrangement
and practices are
used in the area
Sources, frequency
of problems are
noted with root
cause and
corrective actions
3
Make It
Visual
Initial cleaning is
done and mess
sources are known
and corrected
Needed items are
outlined, dedicated
locations are
labeled in planned
quantities
Visual controls and
indicators are set
and marked for
work area
Agreements on
labeling, quantities,
and controls are
documented
Work group is
routinely checking
area to maintain 5S
agreements
2
Focus on
Basics
Necessary and
unnecessary items
are identified; those
not needed are
removed
Needed items are
safely stored and
organized
according to usage
frequency
Key area items are
marked to check
and required level
of performance
noted
Work group has
documented area
arrangement and
controls
Initial 5S level is
established and is
posted in the area
1
Just
Beginning
Needed and not
needed items are
mixed throughout
the area
Items are randomly
placed throughout
the workplace
Key area items
checked are not
identified and
unmarked
Work area methods
are not always
followed and are
not documented
Work area checks
are randomly done
and there is no 5S
measurement
Sort Set In Order Shine Standardize Sustain
5S Maturity Levels
© Operational Excellence Consulting. All rights reserved. 33
How to conduct a 5S Kaizen event
1. Set up a team
2. Define 5S Kaizen
charter
3. Decide on event
duration
4. Provide training
5. Conduct pre-event
assessment
6. Take pictures
7. Start physical work for
5S
8. Perform post-event
assessment
9. Document and close
10.Presentation to
management
11.Recognize the team
© Operational Excellence Consulting. All rights reserved. 34
Example: 5S Kaizen
Project type: 5S Area: Sales & Marketing Office Team Leader: John Smith
Before After
Reasons project chosen:
• Difficult to move around a cluttered
office
• Difficult to find information and
supplies
Tools used on project:
• Cleaning equipment and tools
• 5S principles
Results:
• Unwanted materials were discarded
• Less waste – e.g. transportation,
motion, waiting, etc.
• Improved staff morale
Next steps:
• Conduct monthly 5S audits
• 5S for other common areas
© Operational Excellence Consulting. All rights reserved. 35
Supporting Lean Tools for 5S
Zone 1
Zone 3 Zone 4
Zone 2 Chores
John Mark Sue Jim
Pack Table Restocking X X X
Supply Shelf Restocking X X X
Handling Incompletes X
Equipment Maintenance X
File Organizing X X X X
Visual Charts X X X
Cleaning X X X X
1. Zone Chart
3. Cross-training Matrix
Before
After
2. ‘Before’ & ‘After’ Photos
© Operational Excellence Consulting. All rights reserved. 36
Critical Success Factors
• Top management commitment
• Involvement of all staff
• Sufficient resources, manpower,
training, publicity, etc.
• Link with company goals and
objectives
• Regular 5S audit and
management review
• Recognition and reward for good
5S practices
© Operational Excellence Consulting. All rights reserved.
About
Operational Excellence
Consulting
© Operational Excellence Consulting. All rights reserved. 38
About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg
© Operational Excellence Consulting. All rights reserved.
To download this presentation,
please visit us at:
www.oeconsulting.com.sg
END OF PARTIAL PREVIEW

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5S For The Office by Operational Excellence Consulting

  • 1. © Operational Excellence Consulting. All rights reserved.© Operational Excellence Consulting. All rights reserved. 5S for the Office
  • 2. © Operational Excellence Consulting. All rights reserved. 2 Learning Objectives 1. Understand the benefits of working in a clean and neat environment 2. Define the 5S principles, and identify visual tools 3. Explain how to apply the 5S principles and visual tools to enhance office organization 4. Learn how to kick start and launch a 5S initiative 5. Define the critical success factors for 5S implementation
  • 3. © Operational Excellence Consulting. All rights reserved. 3 Outline • Introduction & Overview  5S Lays the Foundation for a Lean Enterprise  5S Helps to Eliminate Waste • 5S Principles  What is 5S?  Benefits of 5S  How to Conduct a Red Tagging Exercise • Creating a Visual Office • 5S Applications • 5S Implementation  5S Roadmap  Starting & Launching 5S • 5S Audit System & Maturity Levels • 5S & Kaizen • Supporting Lean Tools for 5S • Critical Success Factors NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
  • 4. 4© Operational Excellence Consulting. All rights reserved. Do you really need them? Files…files…everywhere!
  • 5. 5© Operational Excellence Consulting. All rights reserved. The office is a paperwork factory
  • 6. © Operational Excellence Consulting. All rights reserved. 6 Many companies begin their Lean transformation with 5S… Why? • 5S exposes some of the most visible examples of waste • 5S establishes the framework and discipline required to successfully pursue other continuous improvement initiatives
  • 7. © Operational Excellence Consulting. All rights reserved. 7 Introduction & Overview • 5S is a structured program to implement workplace organization and standardization • 5S represents five disciplines for maintaining a visual workplace • 5S is a foundation for Kaizen and Lean implementation Sort Set In OrderShine Standardize Sustain
  • 8. 8© Operational Excellence Consulting. All rights reserved. 5S lays the foundation for a Lean Enterprise 5S Heijunka Standardized Work Kaizen Just-In-Time • Continuous flow • Takt time • Pull system • Flexible workforce Jidoka • Separate man & machine work • Abnormality Identification • Poka yoke •Visual Control Goals: highest quality, lowest cost, shortest lead times Involvement Toyota Production System (TPS) framework
  • 9. 9© Operational Excellence Consulting. All rights reserved. 5S helps to eliminate Waste Over-production Producing more than what the customer needs Inventory Building and storing extra services the customer has not ordered Transportation Moving product from one place to another Defects Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Unnecessary Motion Extra physical/mental motion that doesn’t add value Intellect Not using employees full intellectual contribution Waiting Employees waiting for another equipment, process or information Waste
  • 10. © Operational Excellence Consulting. All rights reserved. 10 The 5S Seiri Seiton Seiso Seiketsu Shitsuke The 5 Japanese words that start with S
  • 11. 11© Operational Excellence Consulting. All rights reserved. What is 5S? Principles General Description 1S Sort Remove what is not needed and keep what is needed 2S Set in Order Arrange essential items in order for easy access 3S Shine Keep things clean and tidy; no trash or dirt in the workplace 4S Standardize Establish standards and guidelines to maintain a clean workplace 5S Sustain Make 5S a habit and teach others to adhere to established standards
  • 12. © Operational Excellence Consulting. All rights reserved. 12 Benefits of 5S • Reduce non-value adding activity • Reduce mistakes from employees and suppliers • Reduce time for employee orientation and training • Reduce search time in navigating the facility and locating files, tools and supplies • Reduce parts stored in inventory, and associated inventory carrying costs • Improve floor space utilization • Improve employee safety and morale • Improve service quality
  • 13. © Operational Excellence Consulting. All rights reserved. 13 1S : Sort • Principle  Stratification management • Meaning  Separate the necessary from the unnecessary  Get rid of what you do not need “When in doubt, move it out!”
  • 14. © Operational Excellence Consulting. All rights reserved. 14 1S : Sort • The first step in 5S is to get rid of what we do not need • Go through all the desks, shelves, cabinets, files, equipment, storage areas, etc. in the office  Keep only essential items  Everything else is stored away or discarded
  • 15. © Operational Excellence Consulting. All rights reserved. 15 2S : Set In Order • Principle  Functional storage  Search elimination • Meaning  Find a permanent place for all needed items  Arrange needed items in order for easy access “A place for everything, with everything in its place.”
  • 16. 16© Operational Excellence Consulting. All rights reserved. Office Desk – Before & After 5S An office desk before and after conducting 5S Sort, Set In Order and Shine. Clutter and unused items have been removed leaving only what is needed. Before After
  • 17. 17© Operational Excellence Consulting. All rights reserved. 2S : Set In Order - Examples All stationery items are clearly visible and easy to retrieve. On the left, there are forms for re-ordering supplies. On the right is a map of the items and their locations, forms for comments/suggestions, and contact information.
  • 18. © Operational Excellence Consulting. All rights reserved. 18 3S : Shine • Principle  Cleaning as inspection • Meaning  Systematically clean and inspect the workplace regularly  Identify inconsistencies, problems and improvement opportunities  Remember to include your electronic files “Make it clean; keep it clean.”
  • 19. 19© Operational Excellence Consulting. All rights reserved. Which is Cleaner - Your Keyboard or the Toilet Seat? A 2004 study by Dr. Charles Gerba of the University of Arizona found keyboards have on average 3,295 germs per square inch versus a toilet seat which has 49 germs per square inch. Gerba say, “Desks are really bacteria cafeterias.” Clean your keyboard. Researchers recommend that you should give your keyboard a good “spring cleaning” by dusting off crumbs and cleaning with an appropriate disinfectant.
  • 20. © Operational Excellence Consulting. All rights reserved. 20 4S : Standardize • Principle  5S standardization  Visual management • Meaning  Establish standards and guidelines, and make them visual  Maintain the workplace at a level in which deviations become obvious “If you can’t see, you don’t know; and if you don’t know, you can’t control.”
  • 21. © Operational Excellence Consulting. All rights reserved. 21 5S : Sustain • Principle  Habit formation  Disciplined workplace • Meaning  Make 5S a habit  Conduct regular ‘gemba’ walks  Schedule for 5S audits  Communicate “Maintain the gain, forget the blame.”
  • 22. © Operational Excellence Consulting. All rights reserved. 22 How to Sustain 5S? • Get management commitment • Get everyone involved • Promote 5S in the organization • Gemba walk by CEO • Conduct monthly review by 5S committee • Establish 5S standards • Reward and recognize individuals and teams
  • 23. © Operational Excellence Consulting. All rights reserved. 23 What is Visual Management? • Visual management is a technique where information is communicated by using visual signals instead of texts or other written instructions • Examples include signs, labels, photographs, trend charts and displays Note: Visual management IS NOT decoration
  • 24. © Operational Excellence Consulting. All rights reserved. 24 Everyday Visual Management
  • 25. © Operational Excellence Consulting. All rights reserved. 25 3 Types of Visual Office • Label to make it perfectly clear where things belong and what the procedures are Visual Display • Quantify the path to targets for success • Graphs and Pareto charts Visual Metrics • Create an error-proofed environment to promote easy adherence to standards Visual Controls
  • 26. © Operational Excellence Consulting. All rights reserved. 26 Visual Office – Examples
  • 27. 27© Operational Excellence Consulting. All rights reserved. • Gaps? Trends?What is happening? • Root causes?Why? • Correct the problem – implement containment action? • Prevent the problem – permanent corrective action? What needs to be done? • Who does what? • Any support needed?Who is going to do it? • Prioritization? • Deadline? • Milestones? When is it going to be done? Visual measures facilitates communication and identification of areas that need improvement Productivity Delivery Quality Customer Satisfaction Sales per Employee Cost Per Employee First Call Resolution SLA Metrics Met Actual $3,200 Target $3,500 Actual $91.50 Target $78.39 Actual 80% Target 95% Actual 4.8 Target > 4 of 5 Actual 7.0 Target 9.0 Actual 5.0 hrs Target 4.5 hrs Actual 2 hr Target 1 hrs Customer Complaints Actual 2.0 Target 1.0 Turnaround Time Response Time Overall Satisfaction 12108642 USL Process Data Sample N 100 StDev(Within) 2.25841 StDev(Overall) 2.39212 LSL * Target * USL 9 Sample Mean 6.21762 Potential (Within) Capability Overall Capability Pp * PPL * PPU 0.39 Ppk 0.39 Cpm Cp * * CPL * CPU 0.41 Cpk 0.41 Observed Performance PPM < LSL * PPM > USL 130000.00 PPM Total 130000.00 Exp. Within Performance PPM < LSL * PPM > USL 108973.12 PPM Total 108973.12 Exp. Overall Performance PPM < LSL * PPM > USL 122385.02 PPM Total 122385.02 Within Overall Process Capability of C2 12108642 USL Process Data Sample N 100 StDev(Within) 2.25841 StDev(Overall) 2.39212 LSL * Target * USL 9 Sample Mean 6.21762 Potential (Within) Capability Overall Capability Pp * PPL * PPU 0.39 Ppk 0.39 Cpm Cp * * CPL * CPU 0.41 Cpk 0.41 Observed Performance PPM < LSL * PPM > USL 130000.00 PPM Total 130000.00 Exp. Within Performance PPM < LSL * PPM > USL 108973.12 PPM Total 108973.12 Exp. Overall Performance PPM < LSL * PPM > USL 122385.02 PPM Total 122385.02 Within Overall Process Capability of C2 12108642 USL Process Data Sample N 100 StDev(Within) 2.25841 StDev(Overall) 2.39212 LSL * Target * USL 9 Sample Mean 6.21762 Potential (Within) Capability Overall Capability Pp * PPL * PPU 0.39 Ppk 0.39 Cpm Cp * * CPL * CPU 0.41 Cpk 0.41 Observed Performance PPM < LSL * PPM > USL 130000.00 PPM Total 130000.00 Exp. Within Performance PPM < LSL * PPM > USL 108973.12 PPM Total 108973.12 Exp. Overall Performance PPM < LSL * PPM > USL 122385.02 PPM Total 122385.02 Within Overall Process Capability of C2 Example of a visual board
  • 28. 28© Operational Excellence Consulting. All rights reserved. 5S for the Office Roadmap 1 Phase 1: Prepare the Project 1. Get management involvement 2. Identify target areas 3. Form an implementation team Phase 2: Perform an Office Scan 4. Select project measures and collect baseline data 5. Photograph current conditions 6. Apply the office scan checklist 7. Post a project storyboard Phase 3: Sort Through & Sort Out 8. Determine criteria for sort 9. Prepare a holding area 10. Apply Sort Phase 4: Set Things in Order & Set Limits 11. Map the current state 12. Create a Set-In-Order plan 13. Apply Set-In-Order • Define 5S zones • Assign responsibilities • Develop publicity materials • Educate everyone • Purchase cleaning equipment as needed • Red tagging• Set up 5S activity board • Define 5S project charter
  • 29. © Operational Excellence Consulting. All rights reserved. 29 5S : Getting Started 1 • 5S publicity materials  Booklets, badges, brochures, cups, pens, etc. • 5S training and education  Provide 5S training to managers and staff  5S pamphlets • 5S notice boards/intranet  5S news  ‘Before’ and ‘After’ photos
  • 30. 30© Operational Excellence Consulting. All rights reserved. 5S Launch Day in a Company Getting rid of things that are not needed
  • 31. 31© Operational Excellence Consulting. All rights reserved. Office 5S Audit Checklist & Results
  • 32. 32© Operational Excellence Consulting. All rights reserved. 5 Continuous Improvement Cleanliness problem areas are identified and mess prevention actions are in place Needed items can be retrieved in 30 seconds with minimum steps Potential problems are identified and countermeasures documented Proven methods for area arrangement and practices are shared and used Root causes are eliminated and improvement actions include prevention 4 Focus on Reliability Cleaning schedules and responsibilities are documented and followed Minimal needed items arranged in manner based on retrieval frequency Work areas cleaning, inspection, and supply restocking done daily Proven methods for area arrangement and practices are used in the area Sources, frequency of problems are noted with root cause and corrective actions 3 Make It Visual Initial cleaning is done and mess sources are known and corrected Needed items are outlined, dedicated locations are labeled in planned quantities Visual controls and indicators are set and marked for work area Agreements on labeling, quantities, and controls are documented Work group is routinely checking area to maintain 5S agreements 2 Focus on Basics Necessary and unnecessary items are identified; those not needed are removed Needed items are safely stored and organized according to usage frequency Key area items are marked to check and required level of performance noted Work group has documented area arrangement and controls Initial 5S level is established and is posted in the area 1 Just Beginning Needed and not needed items are mixed throughout the area Items are randomly placed throughout the workplace Key area items checked are not identified and unmarked Work area methods are not always followed and are not documented Work area checks are randomly done and there is no 5S measurement Sort Set In Order Shine Standardize Sustain 5S Maturity Levels
  • 33. © Operational Excellence Consulting. All rights reserved. 33 How to conduct a 5S Kaizen event 1. Set up a team 2. Define 5S Kaizen charter 3. Decide on event duration 4. Provide training 5. Conduct pre-event assessment 6. Take pictures 7. Start physical work for 5S 8. Perform post-event assessment 9. Document and close 10.Presentation to management 11.Recognize the team
  • 34. © Operational Excellence Consulting. All rights reserved. 34 Example: 5S Kaizen Project type: 5S Area: Sales & Marketing Office Team Leader: John Smith Before After Reasons project chosen: • Difficult to move around a cluttered office • Difficult to find information and supplies Tools used on project: • Cleaning equipment and tools • 5S principles Results: • Unwanted materials were discarded • Less waste – e.g. transportation, motion, waiting, etc. • Improved staff morale Next steps: • Conduct monthly 5S audits • 5S for other common areas
  • 35. © Operational Excellence Consulting. All rights reserved. 35 Supporting Lean Tools for 5S Zone 1 Zone 3 Zone 4 Zone 2 Chores John Mark Sue Jim Pack Table Restocking X X X Supply Shelf Restocking X X X Handling Incompletes X Equipment Maintenance X File Organizing X X X X Visual Charts X X X Cleaning X X X X 1. Zone Chart 3. Cross-training Matrix Before After 2. ‘Before’ & ‘After’ Photos
  • 36. © Operational Excellence Consulting. All rights reserved. 36 Critical Success Factors • Top management commitment • Involvement of all staff • Sufficient resources, manpower, training, publicity, etc. • Link with company goals and objectives • Regular 5S audit and management review • Recognition and reward for good 5S practices
  • 37. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  • 38. © Operational Excellence Consulting. All rights reserved. 38 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
  • 39. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PARTIAL PREVIEW