This document discusses the 5S methodology for improving workplace organization. It explains that without clear organization rules, different teams or shifts will create their own systems leading to chaos. The 5S methodology identifies five phases to improve organization: sorting, straightening, shining, standardizing, and sustaining the new system. Examples show work areas before and after applying 5S principles. The document argues that implementing 5S rules can help a company reduce waste from issues like overproduction, waiting times, transport inefficiencies, and unnecessary inventory. With better organization, employees will be more efficient and productive.
Lean office: ridurre gli sprechi ed aumentare l’efficienza negli ufficiForema
E’ aumentata la complessità del mercato e sono aumentati i flussi di informazione da gestire in azienda. Infatti i costi di struttura indiretti pesano, a seconda del core business delle imprese, per una quota variabile del costo totale compresa tra il 25 e il 60%.
L’obiettivo dell’incontro è spiegare come, grazie all'applicazione delle logiche Lean, sia possibile abbattere i costi, snellire i processi e aumentare la produttività negli uffici.
Durante l’incontro saranno illustrate le metodologie di analisi e misurazione dei processi, individuazione delle inefficienze, quantificazione degli sprechi e loro eliminazione. Saranno inoltre evidenziati gli approcci consigliati per implementare un percorso di Lean Office in azienda.
5S è una strategia d’organizzazione del posto di lavoro per minimizzare lo spreco di tempo=MUDA
Avere tutto pulito, organizzato, e disposto nella giusta posizione, aumenta la qualità e la produttività perché rende le cose facili da reperire e i problemi più visibili.
“Un posto per ogni cosa, ogni cosa al suo posto, pulita e pronta per l’uso
The document discusses the 5S methodology for organizing and managing workspaces. It describes the 5S principles of Sorting, Straightening, Shining, Standardizing, and Sustaining. Implementing 5S creates a safer, more productive and efficient work environment by eliminating waste and improving workflow.
5S is a Japanese philosophy that focuses on effective workplace organization and standardized work procedures. 5S simplifies the work environment, reduces waste and non-value activity while improving quality efficiency and safety.
CLIT is an acronym for Cleaning, Lubrication, Inspection, and Tightening, which are important maintenance procedures. The document outlines each part of the CLIT process, explaining why they are important and describing appropriate methods and tools for cleaning parts, applying lubrication, inspecting for issues, and ensuring proper tightening. It emphasizes the importance of regular CLIT maintenance to keep equipment functioning properly and provides resources like stickers and cards to track maintenance.
This document discusses the 5S methodology for improving workplace organization. It explains that without clear organization rules, different teams or shifts will create their own systems leading to chaos. The 5S methodology identifies five phases to improve organization: sorting, straightening, shining, standardizing, and sustaining the new system. Examples show work areas before and after applying 5S principles. The document argues that implementing 5S rules can help a company reduce waste from issues like overproduction, waiting times, transport inefficiencies, and unnecessary inventory. With better organization, employees will be more efficient and productive.
Lean office: ridurre gli sprechi ed aumentare l’efficienza negli ufficiForema
E’ aumentata la complessità del mercato e sono aumentati i flussi di informazione da gestire in azienda. Infatti i costi di struttura indiretti pesano, a seconda del core business delle imprese, per una quota variabile del costo totale compresa tra il 25 e il 60%.
L’obiettivo dell’incontro è spiegare come, grazie all'applicazione delle logiche Lean, sia possibile abbattere i costi, snellire i processi e aumentare la produttività negli uffici.
Durante l’incontro saranno illustrate le metodologie di analisi e misurazione dei processi, individuazione delle inefficienze, quantificazione degli sprechi e loro eliminazione. Saranno inoltre evidenziati gli approcci consigliati per implementare un percorso di Lean Office in azienda.
5S è una strategia d’organizzazione del posto di lavoro per minimizzare lo spreco di tempo=MUDA
Avere tutto pulito, organizzato, e disposto nella giusta posizione, aumenta la qualità e la produttività perché rende le cose facili da reperire e i problemi più visibili.
“Un posto per ogni cosa, ogni cosa al suo posto, pulita e pronta per l’uso
The document discusses the 5S methodology for organizing and managing workspaces. It describes the 5S principles of Sorting, Straightening, Shining, Standardizing, and Sustaining. Implementing 5S creates a safer, more productive and efficient work environment by eliminating waste and improving workflow.
5S is a Japanese philosophy that focuses on effective workplace organization and standardized work procedures. 5S simplifies the work environment, reduces waste and non-value activity while improving quality efficiency and safety.
CLIT is an acronym for Cleaning, Lubrication, Inspection, and Tightening, which are important maintenance procedures. The document outlines each part of the CLIT process, explaining why they are important and describing appropriate methods and tools for cleaning parts, applying lubrication, inspecting for issues, and ensuring proper tightening. It emphasizes the importance of regular CLIT maintenance to keep equipment functioning properly and provides resources like stickers and cards to track maintenance.
5S basic training ppt
http://smartmanagement.info/download-category/5s-forms/
5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).
These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts.
5S is one of the activities that will help ensure our company’s survival.
This presentation is based on the book ”Succeeding with 5S” by Oskar Olofsson
Download the presentation together with templates and tools from world-class-manufacturing.com
Prime esperienze di implementazione delle metodiche lean in Italia: l’esperie...Fabrizio Gemmi
Relazione sull'applicazione delle metodiche lean in diverse realtà del Servizio Sanitario della Toscana.
Alessandria, Azienda Ospedaliera, 13 giugno 2013
This guide to Lean manufacturing helps guide you to starting and keeping on task you lean manufacturing process. For more information on 5s search for www.creativesafetysupply.com
This document summarizes a 5S competition held by Sahney Kirkwood Pvt. Ltd. (SKPL) in Nashik, organized by Vedzen Institute. The 5S principles of sorting, setting in order, shining, standardizing and sustaining were promoted. Maintaining clean and organized workspaces through 5S was emphasized to improve safety, quality and productivity while reducing waste. Participation and teamwork of all employees was highlighted as important for achieving 5S goals and business excellence.
The document discusses Lean Manufacturing and 5S training. It defines Lean Manufacturing as eliminating waste to improve value for customers. 5S is an organizational method for workplace tidiness and efficiency. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S through visual controls and labels can help eliminate waste and improve safety. Sustaining 5S requires ongoing audits, employee involvement, and management support.
This document outlines a workshop on 5S practices conducted by Nathan & Nathan Consultants Pvt Ltd. It discusses the 5S methodology, which consists of Seiri (Sort), Seiton (Set In Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain). The benefits of implementing 5S include improved safety, quality and productivity as well as reduced costs. The document provides detailed information on implementing each element of 5S, such as using a red tag system for sorting and establishing clear storage locations and cleaning standards. Overall, the workshop teaches companies how to organize and clean their workspaces using 5S principles to gain significant business advantages.
The document discusses the concepts of 6S and visual management. It describes the 6 steps of 6S as sort, straighten, scrub, safety, standardize, and sustain. Each step is then defined in more detail with examples of how to implement the steps to organize and clean a work area. The document also defines visual devices and visual systems as tools to communicate important information visually at the point of use to guide behavior. Overall it provides guidance on using 6S and visual management techniques to establish clear and well-organized work cells and environments.
This presentation is designed as a gentle intro to the concept of 5s and shows the benefits clearly.
It is designed to be followed by practical exercises on the shop floor / office
Please feel free to comment, all feedback is appreciated
This document provides an overview of 5S, which are five disciplines for maintaining a visual workplace: sort, set in order, shine, standardize, and sustain. 5S aims to remove waste from processes through visual controls and continuous improvement. It discusses the goals of each S, examples of applying 5S to organize workspaces, and key terms related to 5S and lean manufacturing like kaizen, muda, and gemba. The document encourages adopting 5S habits to improve work environments and processes over time.
The document provides an overview of 5S, a workplace organization technique used in Lean activities. 5S involves five steps: (1) sorting to identify needed vs unneeded items, (2) simplifying by having a designated place for everything, (3) systematic cleaning, (4) standardizing processes, and (5) sustaining the organization. It describes each step in detail and how to implement 5S by forming a team, taking initial photos, evaluating the current state, and creating an implementation plan with targets and activities. The goal is to create cleaner, safer and more efficient work areas through organizing and standardizing processes.
This document provides information on scaffold safety hazards and requirements. It describes several scaffolding accidents that resulted in injuries from collapses or falls. Common scaffold hazards included lack of guardrails, defective planks, unsafe access, and inadequate bracing or footings. General requirements covered include following manufacturer instructions, having platforms at least 18 inches wide, securing planks, providing fall protection over 10 feet, and ensuring structures can support at least 4 times the intended load. Proper training, inspection, and fall protection were emphasized.
The document discusses the 5S methodology for organizing the workplace. It introduces the 5S concepts of sorting, straightening, shining, standardizing and sustaining an organized work environment. Examples are given showing the benefits of applying 5S principles by removing unnecessary items, clearly identifying what belongs and maintaining an orderly workspace. This allows for safer, more efficient work without wasted time searching for needed items. The document suggests implementing 5S is essential for a productive workplace and competitive company by establishing strong organizational foundations.
The document discusses the importance of implementing 6S (Sort, Set in Order, Shine, Standardize, and Sustain) in the workplace. It describes each element of 6S and provides examples of how work areas are improved by sorting unneeded items, properly storing and labeling needed items, cleaning the workspace, establishing work standards, and making cleanup and organization part of daily work routines. Implementing 6S leads to a cleaner, safer, more organized work environment where work is easier and stress is reduced.
This document provides an overview of the 5S methodology for performance excellence. It discusses the five elements of 5S - systematic organization, visual placement, self-discipline/control, scrubbing clean, and standardizing control. The goals of 5S are to eliminate waste, improve organization and visual controls, and maintain standardized processes. Implementing 5S involves training, communication, identifying waste, and progressively enhancing organization, cleanliness and standardization.
This presentation is a great start-up tool for any company wishing to implement 5S. Simply explained and engaging for the viewer to grasp where 5S began, what the 5 steps are and how to implement.
This document provides an overview of 5S and its implementation. It discusses the 5 key principles of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Various 5S tools are also described that help organize the workplace, including red tags, safety signs, labeling, and a 5S corner. The steps to implement 5S are outlined, such as identifying unnecessary items, arranging necessary items by frequency of use, thorough cleaning to find problems, defining standards, and auditing to sustain improvements. Overall, the document promotes applying 5S principles and visual tools to create a more organized, efficient, safe, and higher quality work environment.
Hierarchical kanban boards in action - Ignite talk at Lean Kanban North Ameri...Yuval Yeret
This document discusses hierarchical kanban systems used in practice and provides examples of real boards from the portfolio level down to individual stories. It shows how boards have evolved from single flat boards to more complex hierarchical structures with multiple levels such as portfolios, initiatives, features, and stories. It also notes some of the challenges with using a single board for large, dynamic teams and recommends using separate boards that individual teams can personalize when the team structure is stable.
5S basic training ppt
http://smartmanagement.info/download-category/5s-forms/
5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).
These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts.
5S is one of the activities that will help ensure our company’s survival.
This presentation is based on the book ”Succeeding with 5S” by Oskar Olofsson
Download the presentation together with templates and tools from world-class-manufacturing.com
Prime esperienze di implementazione delle metodiche lean in Italia: l’esperie...Fabrizio Gemmi
Relazione sull'applicazione delle metodiche lean in diverse realtà del Servizio Sanitario della Toscana.
Alessandria, Azienda Ospedaliera, 13 giugno 2013
This guide to Lean manufacturing helps guide you to starting and keeping on task you lean manufacturing process. For more information on 5s search for www.creativesafetysupply.com
This document summarizes a 5S competition held by Sahney Kirkwood Pvt. Ltd. (SKPL) in Nashik, organized by Vedzen Institute. The 5S principles of sorting, setting in order, shining, standardizing and sustaining were promoted. Maintaining clean and organized workspaces through 5S was emphasized to improve safety, quality and productivity while reducing waste. Participation and teamwork of all employees was highlighted as important for achieving 5S goals and business excellence.
The document discusses Lean Manufacturing and 5S training. It defines Lean Manufacturing as eliminating waste to improve value for customers. 5S is an organizational method for workplace tidiness and efficiency. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S through visual controls and labels can help eliminate waste and improve safety. Sustaining 5S requires ongoing audits, employee involvement, and management support.
This document outlines a workshop on 5S practices conducted by Nathan & Nathan Consultants Pvt Ltd. It discusses the 5S methodology, which consists of Seiri (Sort), Seiton (Set In Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain). The benefits of implementing 5S include improved safety, quality and productivity as well as reduced costs. The document provides detailed information on implementing each element of 5S, such as using a red tag system for sorting and establishing clear storage locations and cleaning standards. Overall, the workshop teaches companies how to organize and clean their workspaces using 5S principles to gain significant business advantages.
The document discusses the concepts of 6S and visual management. It describes the 6 steps of 6S as sort, straighten, scrub, safety, standardize, and sustain. Each step is then defined in more detail with examples of how to implement the steps to organize and clean a work area. The document also defines visual devices and visual systems as tools to communicate important information visually at the point of use to guide behavior. Overall it provides guidance on using 6S and visual management techniques to establish clear and well-organized work cells and environments.
This presentation is designed as a gentle intro to the concept of 5s and shows the benefits clearly.
It is designed to be followed by practical exercises on the shop floor / office
Please feel free to comment, all feedback is appreciated
This document provides an overview of 5S, which are five disciplines for maintaining a visual workplace: sort, set in order, shine, standardize, and sustain. 5S aims to remove waste from processes through visual controls and continuous improvement. It discusses the goals of each S, examples of applying 5S to organize workspaces, and key terms related to 5S and lean manufacturing like kaizen, muda, and gemba. The document encourages adopting 5S habits to improve work environments and processes over time.
The document provides an overview of 5S, a workplace organization technique used in Lean activities. 5S involves five steps: (1) sorting to identify needed vs unneeded items, (2) simplifying by having a designated place for everything, (3) systematic cleaning, (4) standardizing processes, and (5) sustaining the organization. It describes each step in detail and how to implement 5S by forming a team, taking initial photos, evaluating the current state, and creating an implementation plan with targets and activities. The goal is to create cleaner, safer and more efficient work areas through organizing and standardizing processes.
This document provides information on scaffold safety hazards and requirements. It describes several scaffolding accidents that resulted in injuries from collapses or falls. Common scaffold hazards included lack of guardrails, defective planks, unsafe access, and inadequate bracing or footings. General requirements covered include following manufacturer instructions, having platforms at least 18 inches wide, securing planks, providing fall protection over 10 feet, and ensuring structures can support at least 4 times the intended load. Proper training, inspection, and fall protection were emphasized.
The document discusses the 5S methodology for organizing the workplace. It introduces the 5S concepts of sorting, straightening, shining, standardizing and sustaining an organized work environment. Examples are given showing the benefits of applying 5S principles by removing unnecessary items, clearly identifying what belongs and maintaining an orderly workspace. This allows for safer, more efficient work without wasted time searching for needed items. The document suggests implementing 5S is essential for a productive workplace and competitive company by establishing strong organizational foundations.
The document discusses the importance of implementing 6S (Sort, Set in Order, Shine, Standardize, and Sustain) in the workplace. It describes each element of 6S and provides examples of how work areas are improved by sorting unneeded items, properly storing and labeling needed items, cleaning the workspace, establishing work standards, and making cleanup and organization part of daily work routines. Implementing 6S leads to a cleaner, safer, more organized work environment where work is easier and stress is reduced.
This document provides an overview of the 5S methodology for performance excellence. It discusses the five elements of 5S - systematic organization, visual placement, self-discipline/control, scrubbing clean, and standardizing control. The goals of 5S are to eliminate waste, improve organization and visual controls, and maintain standardized processes. Implementing 5S involves training, communication, identifying waste, and progressively enhancing organization, cleanliness and standardization.
This presentation is a great start-up tool for any company wishing to implement 5S. Simply explained and engaging for the viewer to grasp where 5S began, what the 5 steps are and how to implement.
This document provides an overview of 5S and its implementation. It discusses the 5 key principles of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Various 5S tools are also described that help organize the workplace, including red tags, safety signs, labeling, and a 5S corner. The steps to implement 5S are outlined, such as identifying unnecessary items, arranging necessary items by frequency of use, thorough cleaning to find problems, defining standards, and auditing to sustain improvements. Overall, the document promotes applying 5S principles and visual tools to create a more organized, efficient, safe, and higher quality work environment.
Hierarchical kanban boards in action - Ignite talk at Lean Kanban North Ameri...Yuval Yeret
This document discusses hierarchical kanban systems used in practice and provides examples of real boards from the portfolio level down to individual stories. It shows how boards have evolved from single flat boards to more complex hierarchical structures with multiple levels such as portfolios, initiatives, features, and stories. It also notes some of the challenges with using a single board for large, dynamic teams and recommends using separate boards that individual teams can personalize when the team structure is stable.
WQD2011 - KAIZEN - SILVER WINNER - DUBAL - Improve Materials Management in To...Dubai Quality Group
Kaizen case study – Silver Prize winning submission by Dubal during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
Implantando el concepto de fábrica o factoría visual conseguiremos obtener un lugar de trabajo auto-regulable y auto-explicativo gracias a señales o paneles luminosos de bajo costo que proporcionen una información rápida a los operarios y reduzcan así costes de tiempo, mejoren la seguridad o ayuden a entender los problemas más eficazmente.
The document discusses pull systems and how they work. It defines pull systems as methods for controlling the flow of resources by replacing only what has been consumed. It contrasts this with push systems, which provide resources based on forecasts. It provides examples of how pull signals like cards or containers can be used to trigger the replenishment of consumed materials.
Este documento describe el sistema de las 5S, un método para mantener el orden, la limpieza y la seguridad en el lugar de trabajo. Consiste en 5 pasos: seleccionar (seiri), ordenar (seiton), limpiar (seiso), estandarizar (seiketsu) y disciplina (shitsuke). Siguiendo estos pasos se pueden lograr beneficios como menos accidentes, menos defectos, menos demoras y mayor satisfacción de clientes. Se recomienda aplicar las 5S en diferentes áreas como la oficina, el hogar y el automó
The document describes the 5S methodology, which consists of 5 steps: Sort, Systematize, Sweep, Standardize, and Self-discipline. The steps are aimed at organizing and cleaning a workplace to improve efficiency, quality, safety and morale. Sort involves removing unnecessary items. Systematize is arranging necessary items for efficient use. Sweep is cleaning the workplace daily. Standardize is maintaining cleanliness through schedules. Self-discipline is practicing 5S habits without being told. Benefits include improved workflow, quality, costs and safety as well as increased production and morale.
Kanban is a scheduling system used in lean manufacturing to control work in process inventory and optimize production. It tells producers what to make, when to make it, and how much to make based on customer demand. There are different types of kanbans including raw material, work in process, and finished goods kanbans. Kanbans work by signaling when more inventory is needed to replenish bins and keep just the right amount of materials and products flowing through the production process. The goal is smooth and efficient production without waste.
3. 5S – Perché ?
21/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
3
• Risparmio di spazio: „lo spazio viene occupato solo da cose necessarie
alla creazione di valore sul luogo di lavoro“
• Sistema di deposito ottimizzato: „Riducendo i tempi di ricerca e
produzione si riduce il ciclo del processo.“
• Conformazione ergonomica del posto di lavoro: „ gli strumenti
di lavoro di utilizzo giornaliero hanno un accesso diretto, comodo e vicino“
• Pulizia: „Solo un posto di lavoro pulito produce un risultato di lavoro pulito.“
• Sicurezza del posto di lavoro: „un posto di lavoro pulito, strutturato
e ordinato riduce il pericolo di incidenti.“
• Le terre di nessuno sono eliminate: „E‘ assicurata la disponibilità di
apparecchiature e di utensili di utilizzo comune.“
5. 5S – Sgomberare (Seiri)
• Ciò che non è più necessario, viene subito gettato o
eliminato
ad esempio:
o vecchie carte, formulari, raccoglitori
o utensili e depositi non utilizzati
o quantità troppo grandi di prodotti di pulizia e materiali ausiliari
o Materiale in eccedenza
macchine non necessarie
Dove non si può prendere alcuna decisione, si scrive una
nota di selezione („cartellino rosso“) e tutto viene raccolto in
un posto definito
21/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
5
7. 5S – Sistemare (Seiton)
• Trovare il posto migliore per tutto ciò è necessario sul posto di lavoro à “a
portata di mano“
• Tutti gli oggetti dovrebbero essere disposti in ordine in vicinanza del luogo
di lavoro
• Dichiarare / segnare esattamente i posti
(Le visualizzazioni rendono il processo più chiaro)
• Valutazione della frequenza con cui vengono utilizzati gli utensili (mai,
quotidianamente, settimanalmente, ecc.)
21/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
7
Risultato:
à Nessuna perdita di tempo per la ricerca
à Più spazio per depositare le cose necessarie
à Una migliore visione del posto di lavoro e della zona circostante
10. 5S – Splendere (Seiso)
• Pulizia del posto di lavoro, zona circostante, utensili
e apparecchiature
• Elaborazione di un piano di pulizia
• Stabilire chi assume la responsabilità di mantenimento
21/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
10
La pulizia è un mezzo diretto e immediato per rendere visibili difetti di qualità
sulle macchine e utensili.
Un posto di lavoro pulito rende il lavoro più leggero, più piacevole e più sicuro.
“Solo un‘officina di produzione pulita produce qualità”
11. 5S – Standard(Seiketsu)
• Standardizzazione con il coinvolgimento dei collaboratori e delle loro
esperienze
• Visualizzazione degli standards
• piani di pulizia
• marcatura del pavimento
• applicazione di diciture
• targhe
21/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
11
Istruzioni
norme di
procedura
piani del lavoro
Sistema di controllo
Visualizzazioni
ottiche
marcature,
iscrizioni
13. 5S – Sostenere (Shitsuke)
• Mantenimento delle regole stabilite
• Premesse: Disciplina e training
• Controllo regolare
21/02/16
Venanzio Figliolino - Lean Six Sigma University
http://leansixsigma.university
13
I controlli 5S assicurano lo stato raggiunto e mostrano
possibilità di miglioramento.