This document discusses the 5S+Safety methodology for organizing, cleaning, and sustaining a productive work environment. It focuses on the first step of "Sort", which involves systematically identifying and removing unnecessary items from the work area through a "Red Tag Event". This event involves tagging unwanted items based on pre-established criteria and documenting them for disposal or relocation. The document provides examples of red tag forms and improvement logs used to track sorted items and needed workplace enhancements. The overall goal of Sort is to rationalize the workflow and only keep items essential to completing work in the area.
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.
The 5S system is a workplace organization method that involves 5 steps: Sort, Set In Order, Shine, Standardize, and Sustain. The goals of 5S are to reduce waste, improve safety and productivity, and establish standardized work processes. Each step is important for continuous improvement. Sort removes unneeded items. Set In Order organizes the workspace. Shine keeps it clean. Standardize develops processes. Sustain trains employees to maintain the system through discipline and correction. Proper implementation of 5S creates a visual and efficient work environment.
This document provides an overview of 5S, which is a system designed to ensure workplace safety, efficiency, cleanliness and quality. It describes the five S's of 5S: Sort, Set In Order, Shine, Standardize, and Sustain. Examples are given of how to implement each S through activities like red tagging unneeded items, creating shadow boards and labels, cleaning, and establishing routines to maintain the 5S system. Benefits include reduced wasted time and steps, improved safety, equipment reliability, and morale. Tools and contact information are also listed.
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.
5S Training materials From Deepak SahooDEEPAK SAHOO
This document presents an overview and training program about 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke), a methodology for organizing the workplace. It discusses the benefits of 5S including safety, efficiency, quality and eliminating breakdowns. It provides details on the 5 steps - Sort, Set in Order, Shine, Standardize, and Sustain. Examples and exercises are given to demonstrate how to implement each step. The goal is to create a clean, safe and efficient workplace through establishing standards and sustaining 5S practices over time.
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.
Application of 5S in a Warehouse by Supriya BasuSupriya Basu
A Brief elaboration regarding "How 5S can be implemented in a warehouse"
You will get to know What 5S is...
What are the Functions
Why to implement
how to implement
Benefits out of it.
The document discusses the concepts of 5S (Sort, Straighten, Shine, Standardize, Sustain) and visual management as tools for improving workplace organization and productivity. It provides objectives, definitions, examples, benefits and best practices for implementing 5S and visual controls. The overall goal is to create a clean, well-organized visual workplace where status and issues are easily understood.
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.
The 5S system is a workplace organization method that involves 5 steps: Sort, Set In Order, Shine, Standardize, and Sustain. The goals of 5S are to reduce waste, improve safety and productivity, and establish standardized work processes. Each step is important for continuous improvement. Sort removes unneeded items. Set In Order organizes the workspace. Shine keeps it clean. Standardize develops processes. Sustain trains employees to maintain the system through discipline and correction. Proper implementation of 5S creates a visual and efficient work environment.
This document provides an overview of 5S, which is a system designed to ensure workplace safety, efficiency, cleanliness and quality. It describes the five S's of 5S: Sort, Set In Order, Shine, Standardize, and Sustain. Examples are given of how to implement each S through activities like red tagging unneeded items, creating shadow boards and labels, cleaning, and establishing routines to maintain the 5S system. Benefits include reduced wasted time and steps, improved safety, equipment reliability, and morale. Tools and contact information are also listed.
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.
5S Training materials From Deepak SahooDEEPAK SAHOO
This document presents an overview and training program about 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke), a methodology for organizing the workplace. It discusses the benefits of 5S including safety, efficiency, quality and eliminating breakdowns. It provides details on the 5 steps - Sort, Set in Order, Shine, Standardize, and Sustain. Examples and exercises are given to demonstrate how to implement each step. The goal is to create a clean, safe and efficient workplace through establishing standards and sustaining 5S practices over time.
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.
Application of 5S in a Warehouse by Supriya BasuSupriya Basu
A Brief elaboration regarding "How 5S can be implemented in a warehouse"
You will get to know What 5S is...
What are the Functions
Why to implement
how to implement
Benefits out of it.
The document discusses the concepts of 5S (Sort, Straighten, Shine, Standardize, Sustain) and visual management as tools for improving workplace organization and productivity. It provides objectives, definitions, examples, benefits and best practices for implementing 5S and visual controls. The overall goal is to create a clean, well-organized visual workplace where status and issues are easily understood.
This document provides an overview of 5S training. The 5S system involves five steps - Sort, Set in Order, Shine, Standardize, and Sustain - for organizing and cleaning a workplace. It discusses the benefits of 5S including improved safety, quality and efficiency. Key aspects of implementing each 5S step are described such as identifying unnecessary items in Sort, optimizing storage locations in Set in Order, establishing cleaning standards in Shine, and visual management techniques for Standardize. Sustaining 5S requires ongoing communication to ensure standards are followed. The overview explains how 5S creates a more productive work environment through visual controls and waste elimination.
The document provides information on autonomous maintenance training for operators and technicians. It discusses the goals of autonomous maintenance which are to prevent equipment deterioration, maintain optimal conditions and eliminate failures. Autonomous maintenance expects operators to continuously monitor equipment, make minor adjustments and perform basic maintenance tasks. It emphasizes the importance of understanding how equipment works in order to recognize abnormalities early. The benefits include preventing waste, maximizing effectiveness and boosting productivity by freeing up maintenance staff for more critical tasks.
This document provides an overview of 5S, which refers to five disciplines for maintaining a visual workplace: Sort, Set in Order, Shine, Standardize, and Sustain. It describes each of the 5S disciplines and provides examples of work areas before and after implementing 5S. The document also introduces related concepts like kaizen (continuous improvement), lean manufacturing (removing waste), and defines some Japanese terms. It emphasizes that 5S is foundational for improvement efforts and ensuring business survival by removing waste and maintaining an organized workspace.
This document outlines the 5S methodology for organizing and standardizing a workplace. The 5S steps are: Sort, Set in Order, Shine, Standardize, and Sustain. For each step, the document defines the key activities and provides levels for achieving the goals of that step, from just beginning to continuously improving. Implementing 5S is intended to create a more efficient work environment through eliminating waste, improving storage of needed items, maintaining cleanliness and safety, and sustaining high standards of organization.
5S is a workplace organization method that involves sorting, systematizing, sweeping, sanitizing, and self-discipline. The document outlines the five steps of 5S - sorting, systematizing, sweeping, sanitizing, and self-discipline. It then lists eight benefits of implementing 5S including enhanced efficiency, safety, maintenance, quality, and corporate growth. The document stresses that 5S can be achieved by ensuring unnecessary items are removed, all items have designated places, work areas are kept clean, and rules/standards are followed.
The document outlines the 5S methodology for achieving operational excellence. It discusses the 5 steps of the 5S process: Sort, Straighten, Shine, Standardize, and Sustain. For each step, it provides details on the objectives and activities. Step 1 (Sort) involves separating necessary and unnecessary items, eliminating unnecessary items, and applying identification tags. Step 2 (Straighten) is about defining the best position for all items and materials to reduce search time. The 5S process aims to create an organized, clean, and standard workplace for improved safety, quality, efficiency and cost savings.
The document provides an introduction to the 6S methodology for organizing and standardizing a workplace. It explains that 6S was developed by Toyota and involves 5 stages ("Sort", "Set In Order", "Shine", "Standardize", "Sustain") plus a sixth stage of Safety. Each stage is described in 1-2 sentences. The goals of 6S are to remove unnecessary items, systematically improve processes, and establish standards to maximize efficiency and productivity.
The document introduces the 5S process, which consists of five Japanese words beginning with S that represent steps to organize a workplace: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain). It describes each step in detail and explains that implementing 5S can improve profits, quality, safety, and employee morale by reducing waste and improving efficiency. The 5S process originated in Japan as a way to create clean and orderly workplaces and can be applied by anyone, including housewives, nurses, managers, and more.
The 5S workplace organization system applies a set of basic management principles that many companies widely adopt to maximize productivity and organization. As a cornerstone of Lean management, 5S improves workplace morale, safety and efficiency.
In this training presentation, you will learn how to mobilize and align your management team to launch or improve a 5S and Visual Management implementation in your organization. The presentation covers 5S and Visual Management best practices, step-by-step implementation guidance, and the best ways to integrate lean 5S into the organization's culture to achieve sustainable world-class excellence.
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 workplace organization
4. Learn how to kick start and launch a 5S initiative
5. Define the critical success factors for 5S implementation
CONTENTS
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Establishes a Baseline for Kaizen Activities
5S as a Cornerstone of Employee Engagement
5S Helps to Eliminate Waste
What is 5S?
What is the Purpose of 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
5S Visual Management
5S Applications
5S Implementation
Starting & Launching 5S
5S Audit System & Maturity Levels
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
The document provides an introduction to the 5S methodology for organizational improvement. It discusses the goals of 5S which include creating a safer and more efficient workplace. It then explains the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Each step is described in detail along with its benefits such as reducing waste, improving productivity and safety. The document also provides examples of visual control techniques and strategies for implementing 5S.
The document discusses the 5S methodology, which is a workplace organization method that uses five Japanese words translated to English starting with "S": Sort, Set in Order, Shine, Standardize, and Sustain. The 5S principles help organize a work space for efficiency and effectiveness by identifying necessary and unnecessary items, storing items properly, maintaining cleanliness, standardizing processes, and sustaining the new systems. Implementing 5S results in benefits like increased safety, quality, productivity, and motivation of employees.
The document provides details on a presentation about implementing 5S. The objectives are to improve the work environment, support safe and efficient work practices, and establish an auditing system. The presentation covers defining 5S, the 5S terminology and benefits, the red tag process for identifying unneeded items, explaining each of the 5 S's, best practices, color coding standards, and a checklist. Implementation requires identifying a leader, training a team, sorting needed and unneeded items, properly storing and labeling everything, establishing cleaning and inspection standards, and sustaining the system through ongoing meetings and recognition.
This document presents an overview of the 5S methodology for improving workplace organization. 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. Each step is described in detail, with tips provided for successful implementation, including leveraging teamwork, taking progress photos, and using metrics and visual displays to sustain improvements. The overall document aims to educate about applying the 5S methodology to enhance time savings, workplace safety, employee pride and efficiency.
5S - A step-by-step approach to implement 5S at your workplaceAnanth Palaniappan
This document "A step-by-step approach to implement 5S at your workplace" is a part of the training material we provide to our clients. This is specifically about the implementation of 5S at your workplace.
TPM (Total Productive Maintenance) is a Japanese approach to equipment maintenance that focuses on minimizing breakdowns and maximizing equipment efficiency. It involves operators performing basic cleaning and inspections of equipment on a daily basis through autonomous maintenance. The goals of TPM and autonomous maintenance include eliminating equipment losses to improve overall equipment effectiveness (OEE) and increase productivity, quality and profitability through early problem detection and correction. Autonomous maintenance is carried out through a 7 step process that includes cleaning, inspection, identifying abnormalities, and standardizing maintenance procedures.
5S is a basic approach for improving productivity, quality, and safety in businesses. It focuses on having visual order, organization, cleanliness, and standardization. The 5S program with its five steps (Sort, Set in Order, Shine, Standardize, and Sustain) is a key part of establishing a visual workplace and continual improvement efforts like Kaizen in lean manufacturing.
This document provides an overview of the 5S methodology, which is a workplace organization technique used to improve efficiency and reduce waste. It describes the five pillars of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Sort involves removing unnecessary items from the workspace. Set In Order means designating storage locations for necessary items. Shine refers to cleaning and maintaining a tidy appearance. Standardize is creating standardized processes. Sustain is maintaining the 5S standards through discipline. Implementing 5S can improve employee productivity, efficiency, and safety while reducing waste.
Value Stream Mapping is a key component of Value Stream Management – the process by which Lean concepts and tools are utilized to minimize waste and promote one piece flow pulled by customer demand through the entire operation.
- The document discusses the origins and development of Lean manufacturing and Six Sigma processes at Toyota Motor Company in the 1950s as they struggled with limited resources. Engineers Taiichi Ohno and Shigeo Shingo developed the Toyota Production System (TPS) to reduce waste and increase efficiency.
- TPS and Six Sigma methodology focus on reducing defects and process variation to improve quality and efficiency. When implemented together as Lean Six Sigma, they provide a systematic approach to continuous process improvement.
- Lean Six Sigma can be applied to manufacturing and service industries to reduce waste and improve processes in order to increase customer satisfaction and cost savings. The document outlines a sample deployment plan to implement Lean Six Sigma at an organization.
This document provides an overview of 5S training. The 5S system involves five steps - Sort, Set in Order, Shine, Standardize, and Sustain - for organizing and cleaning a workplace. It discusses the benefits of 5S including improved safety, quality and efficiency. Key aspects of implementing each 5S step are described such as identifying unnecessary items in Sort, optimizing storage locations in Set in Order, establishing cleaning standards in Shine, and visual management techniques for Standardize. Sustaining 5S requires ongoing communication to ensure standards are followed. The overview explains how 5S creates a more productive work environment through visual controls and waste elimination.
The document provides information on autonomous maintenance training for operators and technicians. It discusses the goals of autonomous maintenance which are to prevent equipment deterioration, maintain optimal conditions and eliminate failures. Autonomous maintenance expects operators to continuously monitor equipment, make minor adjustments and perform basic maintenance tasks. It emphasizes the importance of understanding how equipment works in order to recognize abnormalities early. The benefits include preventing waste, maximizing effectiveness and boosting productivity by freeing up maintenance staff for more critical tasks.
This document provides an overview of 5S, which refers to five disciplines for maintaining a visual workplace: Sort, Set in Order, Shine, Standardize, and Sustain. It describes each of the 5S disciplines and provides examples of work areas before and after implementing 5S. The document also introduces related concepts like kaizen (continuous improvement), lean manufacturing (removing waste), and defines some Japanese terms. It emphasizes that 5S is foundational for improvement efforts and ensuring business survival by removing waste and maintaining an organized workspace.
This document outlines the 5S methodology for organizing and standardizing a workplace. The 5S steps are: Sort, Set in Order, Shine, Standardize, and Sustain. For each step, the document defines the key activities and provides levels for achieving the goals of that step, from just beginning to continuously improving. Implementing 5S is intended to create a more efficient work environment through eliminating waste, improving storage of needed items, maintaining cleanliness and safety, and sustaining high standards of organization.
5S is a workplace organization method that involves sorting, systematizing, sweeping, sanitizing, and self-discipline. The document outlines the five steps of 5S - sorting, systematizing, sweeping, sanitizing, and self-discipline. It then lists eight benefits of implementing 5S including enhanced efficiency, safety, maintenance, quality, and corporate growth. The document stresses that 5S can be achieved by ensuring unnecessary items are removed, all items have designated places, work areas are kept clean, and rules/standards are followed.
The document outlines the 5S methodology for achieving operational excellence. It discusses the 5 steps of the 5S process: Sort, Straighten, Shine, Standardize, and Sustain. For each step, it provides details on the objectives and activities. Step 1 (Sort) involves separating necessary and unnecessary items, eliminating unnecessary items, and applying identification tags. Step 2 (Straighten) is about defining the best position for all items and materials to reduce search time. The 5S process aims to create an organized, clean, and standard workplace for improved safety, quality, efficiency and cost savings.
The document provides an introduction to the 6S methodology for organizing and standardizing a workplace. It explains that 6S was developed by Toyota and involves 5 stages ("Sort", "Set In Order", "Shine", "Standardize", "Sustain") plus a sixth stage of Safety. Each stage is described in 1-2 sentences. The goals of 6S are to remove unnecessary items, systematically improve processes, and establish standards to maximize efficiency and productivity.
The document introduces the 5S process, which consists of five Japanese words beginning with S that represent steps to organize a workplace: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain). It describes each step in detail and explains that implementing 5S can improve profits, quality, safety, and employee morale by reducing waste and improving efficiency. The 5S process originated in Japan as a way to create clean and orderly workplaces and can be applied by anyone, including housewives, nurses, managers, and more.
The 5S workplace organization system applies a set of basic management principles that many companies widely adopt to maximize productivity and organization. As a cornerstone of Lean management, 5S improves workplace morale, safety and efficiency.
In this training presentation, you will learn how to mobilize and align your management team to launch or improve a 5S and Visual Management implementation in your organization. The presentation covers 5S and Visual Management best practices, step-by-step implementation guidance, and the best ways to integrate lean 5S into the organization's culture to achieve sustainable world-class excellence.
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 workplace organization
4. Learn how to kick start and launch a 5S initiative
5. Define the critical success factors for 5S implementation
CONTENTS
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Establishes a Baseline for Kaizen Activities
5S as a Cornerstone of Employee Engagement
5S Helps to Eliminate Waste
What is 5S?
What is the Purpose of 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
5S Visual Management
5S Applications
5S Implementation
Starting & Launching 5S
5S Audit System & Maturity Levels
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
The document provides an introduction to the 5S methodology for organizational improvement. It discusses the goals of 5S which include creating a safer and more efficient workplace. It then explains the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Each step is described in detail along with its benefits such as reducing waste, improving productivity and safety. The document also provides examples of visual control techniques and strategies for implementing 5S.
The document discusses the 5S methodology, which is a workplace organization method that uses five Japanese words translated to English starting with "S": Sort, Set in Order, Shine, Standardize, and Sustain. The 5S principles help organize a work space for efficiency and effectiveness by identifying necessary and unnecessary items, storing items properly, maintaining cleanliness, standardizing processes, and sustaining the new systems. Implementing 5S results in benefits like increased safety, quality, productivity, and motivation of employees.
The document provides details on a presentation about implementing 5S. The objectives are to improve the work environment, support safe and efficient work practices, and establish an auditing system. The presentation covers defining 5S, the 5S terminology and benefits, the red tag process for identifying unneeded items, explaining each of the 5 S's, best practices, color coding standards, and a checklist. Implementation requires identifying a leader, training a team, sorting needed and unneeded items, properly storing and labeling everything, establishing cleaning and inspection standards, and sustaining the system through ongoing meetings and recognition.
This document presents an overview of the 5S methodology for improving workplace organization. 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. Each step is described in detail, with tips provided for successful implementation, including leveraging teamwork, taking progress photos, and using metrics and visual displays to sustain improvements. The overall document aims to educate about applying the 5S methodology to enhance time savings, workplace safety, employee pride and efficiency.
5S - A step-by-step approach to implement 5S at your workplaceAnanth Palaniappan
This document "A step-by-step approach to implement 5S at your workplace" is a part of the training material we provide to our clients. This is specifically about the implementation of 5S at your workplace.
TPM (Total Productive Maintenance) is a Japanese approach to equipment maintenance that focuses on minimizing breakdowns and maximizing equipment efficiency. It involves operators performing basic cleaning and inspections of equipment on a daily basis through autonomous maintenance. The goals of TPM and autonomous maintenance include eliminating equipment losses to improve overall equipment effectiveness (OEE) and increase productivity, quality and profitability through early problem detection and correction. Autonomous maintenance is carried out through a 7 step process that includes cleaning, inspection, identifying abnormalities, and standardizing maintenance procedures.
5S is a basic approach for improving productivity, quality, and safety in businesses. It focuses on having visual order, organization, cleanliness, and standardization. The 5S program with its five steps (Sort, Set in Order, Shine, Standardize, and Sustain) is a key part of establishing a visual workplace and continual improvement efforts like Kaizen in lean manufacturing.
This document provides an overview of the 5S methodology, which is a workplace organization technique used to improve efficiency and reduce waste. It describes the five pillars of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Sort involves removing unnecessary items from the workspace. Set In Order means designating storage locations for necessary items. Shine refers to cleaning and maintaining a tidy appearance. Standardize is creating standardized processes. Sustain is maintaining the 5S standards through discipline. Implementing 5S can improve employee productivity, efficiency, and safety while reducing waste.
Value Stream Mapping is a key component of Value Stream Management – the process by which Lean concepts and tools are utilized to minimize waste and promote one piece flow pulled by customer demand through the entire operation.
- The document discusses the origins and development of Lean manufacturing and Six Sigma processes at Toyota Motor Company in the 1950s as they struggled with limited resources. Engineers Taiichi Ohno and Shigeo Shingo developed the Toyota Production System (TPS) to reduce waste and increase efficiency.
- TPS and Six Sigma methodology focus on reducing defects and process variation to improve quality and efficiency. When implemented together as Lean Six Sigma, they provide a systematic approach to continuous process improvement.
- Lean Six Sigma can be applied to manufacturing and service industries to reduce waste and improve processes in order to increase customer satisfaction and cost savings. The document outlines a sample deployment plan to implement Lean Six Sigma at an organization.
Response Surface Regression - a useful tool for data mining, historical data analysis, and identifying critical factors in your process optimization efforts.
The document describes using evolutionary operation (EVOP) to optimize biodiesel production yield through incremental changes to methanol to oil ratio and sodium hydroxide catalyst concentration. It details conducting a first phase, cycle 1 experiment using a 22 factorial design at current operating conditions and high/low settings for each factor. Initial yields average 88.8%, with the maximum obtained at a methanol ratio of 0.34 and catalyst concentration of 0.95%.
The document discusses operational excellence in project management. It defines a project and explains that projects follow a typical life cycle of slow initiation, quick critical path management, and slow closure. Project effort also follows a typical distribution of minimal effort at initiation and closure, with peak effort during critical path management. Finally, the document outlines the four phases of the project management life cycle: initiation, planning, execution and control, and closure.
Niels analyzed process data from an aluminum extrusion company experiencing failed peel strength tests across multiple coating lines. He generated an individuals SPC chart that highlighted outliers across lines. A one-way ANOVA found no difference between line means. However, the report noted unusual data points. Niels then performed a one-way ANOVA to check for differences between peel strength test instruments, seeking the potential "bad actor" causing low results.
Measurement System Analysis is the first step of the Measure Phase of an improvement project. Before you can pass judgment on the process, you need to ensure that your measurement system is accurate, precise, capable and in control.
This document discusses process control and operational excellence. It covers key topics like:
- Reducing variation is important for process control and profitability. Variation is the enemy of Six Sigma.
- Standard deviation and variance are statistical measures of variation. Standard deviation quantifies how far data points deviate from the mean on average. Variance is the square of standard deviation.
- Many processes follow a normal distribution curve. Six sigma quality implies processes operate within 6 standard deviations of the mean 99.9997% of the time.
- Effective sampling plan design is needed to ensure sample data represents the true population and allows for statistical analysis despite non-normal parent distributions, according to the central limit theorem.
This document provides an overview of operational excellence and design of experiments (DOE). It defines key DOE terms and concepts, including factors, levels, interactions, resolution, coding/decoding variables. It discusses the objectives of different DOE designs (screening, modeling, optimizing) and considerations for choosing a design based on factors, levels, and resources. Guidelines are given for planning, executing, and analyzing a DOE. Examples are provided to illustrate DOE concepts like resolution, coding variables, and a full factorial design. The overall purpose is to introduce the reader to the technique of DOE for improving processes.
The document provides an overview of 5S and visual workplace concepts used in lean manufacturing. 5S involves sorting through a work area to remove unnecessary items, which creates a clean and orderly environment. This establishes stability for continuous improvements. Visual workplace emphasizes critical information at the point of need through visual tools to eliminate waste from lack of information. Both 5S and visual workplace aim to improve productivity, quality, safety and reduce waste.
The document discusses the 5S methodology for workplace organization and continuous improvement. 5S involves the steps of Sort, Set in Order, Shine, Standardize, and Sustain. The primary goal is to create a clean, orderly work environment where everything has a place. Implementing 5S has measurable benefits such as reducing waste, improving safety and productivity, and extending equipment life. A key aspect is developing a visual workplace using labels, signs, and visual controls to provide critical information where it is needed.
The document provides information on 5S and visual workplace concepts that are foundational to lean manufacturing. 5S involves sorting through a work area to remove non-essential items in order to create a clean, orderly environment. This establishes stability for continuous improvements. Visual workplace emphasizes critical information at the point of need to eliminate waste from information deficits. Both 5S and visual workplace can generate measurable benefits like reduced waste, improved productivity, quality and safety.
This document discusses the 5S methodology, which is a method for organizing and standardizing a workplace. It consists of five steps: Sort, Set in Order, Shine, Standardize, and Sustain. The document provides details on how to implement each step, such as removing unneeded items, labeling storage areas, cleaning regularly, creating standards and checklists, and sustaining the system through ongoing audits. It also discusses benefits like improved safety, efficiency and productivity. Examples are given of applying 5S principles in construction activities like organizing tools and materials and cleaning the work site.
This document provides an overview of the 5S system, which is a Lean Manufacturing tool used to organize and clean the workplace. It describes the five steps of 5S: Sort, Set in Order, Shine, Standardize, and Sustain. Sort involves removing unnecessary items from the work area. Set in Order creates a designated storage place for every necessary item. Shine focuses on thoroughly cleaning the work area. Standardize develops visual communication standards for labels and signs. Sustain makes 5S practices part of routine work. The benefits of 5S include increased productivity, quality, and safety while reducing waste and costs when properly implemented and maintained over time.
This document provides an overview of operational performance improvement techniques including leadership, workplace organization, visual management, and standard work. It discusses the benefits of an organized and visually managed workplace including improved safety, efficiency, and quality. Specific techniques covered include the 5S methodology of sorting, straightening, shining, standardizing, and sustaining. Examples of effective visual management tools are also presented such as signage, color coding, checklists, skills matrices, and display boards for tracking performance metrics and improvement activities. The importance of standardizing operations and documenting them in standard operating procedures is emphasized.
This document provides a step-by-step guide to implementing a 5S workplace organization method. 5S involves sorting, setting in order, shining, standardizing, and sustaining a clean, organized work environment. The guide outlines the benefits of 5S and details the 12 steps to successfully sorting unneeded items. It also describes how to set in order a workspace by identifying designated storage locations and using visual controls. Maintaining cleanliness through regular shining activities is also discussed.
This document provides a step-by-step guide to implementing the 5S methodology for workplace organization. 5S involves five Japanese words that begin with S: seiri, seiton, seiso, seiketsu, and shitsuke. The guide outlines the steps for each element: sort, set in order, shine, standardize, and sustain. Implementing 5S brings numerous benefits like reduced costs, improved quality and safety, and increased productivity and floor space. The steps provided give guidance on sorting unneeded items, designating storage locations, cleaning standards, visual controls, and sustaining the new systems.
The 5S philosophy focuses on effective workplace organization and standard work procedures. It is based on five Japanese words that begin with S. This document contains a translation of those words and their corresponding meanings in values into the English language.
5S programs have been implanted in organizations and the world as a way to improve production values while also improving employee morale and safety.
The 5S philosophy may be applied to most workplace scenario in a short period of time due to its simple nature. However, we are aware that most every organization
has specific needs. If you have questions about how Add Value Consulting Inc can assist you as you implement your 5S program, please feel free to contact us at any
time using the information printed on the front of this booklet.
The 5 s
1s - Seiri
2s - Seiton
3s - Seiso
4s - Seiketsu
5s - Shitsuke
This document provides an overview of 5S and workplace organization. It begins with course objectives to understand the five S's (Sort, Simplify, Shine, Standardize, Sustain), benefits of 5S implementation, and examples of applying 5S in different work areas. The document then describes each of the five S's in detail with examples, providing guidance on sorting and removing unneeded items, organizing the workspace, cleaning, creating visual standards, and sustaining the 5S system over time. It concludes with recommendations for getting started with a 5S program and additional resources.
This document discusses concepts and activities related to 5S (Seiri, Seiton, Seisoh, Seiketsu, Shitsuke), which refers to a basic activity for creating an exciting and comfortable work environment. It aims to improve production activity through environmental improvement, quality improvement, cost reduction, and increased productivity and innovation. The key aspects of 5S include classifying and removing unnecessary items, arranging necessary items neatly in designated areas, cleaning the work area, maintaining the 3S activities, and establishing habits and compliance with processes. Proper implementation of 5S requires total participation, autonomous performance by roles, creativity, and establishing responsibility. Visual controls and 3R (right items in the right places in the right amounts)
The document summarizes the implementation of 5S practices in a manufacturing setting. It describes the 5S process which includes Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S provided several benefits such as increased productivity, improved employee morale, reduced waste, and a safer work environment. Data was collected before and after the implementation, which showed improvements in various areas and processes. Suggestions included adding more testing and inspection machines to eliminate bottlenecks. In conclusion, implementing 5S and visual controls led to better space utilization, safety, accuracy, and inventory management.
The document discusses principles for implementing lean manufacturing, including eliminating various types of waste like overproduction, defects, and transportation. It advocates for workplace organization using 5S principles like sorting, setting in order, sweeping, standardizing, and sustaining clean and organized work areas. Visual controls and standardized work processes are also recommended to clearly define work expectations and enable continuous improvement.
Introduction to principles of 5S - one of the fundamentals of Lean Transformation. 5S is also a very good leadership test to see if you are ready for Lean Transformation
RESITOFLEX was founded in 1947 by R.K. Jain and offers products for vibration, shock, noise control, flexible piping systems, air springs, and seismic isolation systems. The company implemented the 5S methodology to establish order and cleanliness in the workplace. The 5S include sorting, setting in order, shining, standardizing, and sustaining processes. Through red tagging and organizing equipment, establishing cleaning procedures, creating standards, and sustaining practices with training and rewards, RESITOFLEX aims to foster continual improvement using the PDCA cycle.
5S Implementation Plan
This resource tool includes a detailed explanation of 5S
to help guide and support teams to improve visual workplace organization
This document provides a detailed 5S implementation plan to guide teams in improving visual workplace organization through 5S. The plan outlines six key steps for developing a 5S implementation project including identifying a project area, forming a project team, coordinating the 5S week, communicating the plan, coordinating support services, and communicating the plan to management. It then provides guidance on performing sorting activities such as identifying unnecessary items, conducting a sorting auction, and completing the sorting process. Finally, it discusses preparing for the simplifying process.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapte...University of Maribor
Slides from talk presenting:
Aleš Zamuda: Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapter and Networking.
Presentation at IcETRAN 2024 session:
"Inter-Society Networking Panel GRSS/MTT-S/CIS
Panel Session: Promoting Connection and Cooperation"
IEEE Slovenia GRSS
IEEE Serbia and Montenegro MTT-S
IEEE Slovenia CIS
11TH INTERNATIONAL CONFERENCE ON ELECTRICAL, ELECTRONIC AND COMPUTING ENGINEERING
3-6 June 2024, Niš, Serbia
A SYSTEMATIC RISK ASSESSMENT APPROACH FOR SECURING THE SMART IRRIGATION SYSTEMSIJNSA Journal
The smart irrigation system represents an innovative approach to optimize water usage in agricultural and landscaping practices. The integration of cutting-edge technologies, including sensors, actuators, and data analysis, empowers this system to provide accurate monitoring and control of irrigation processes by leveraging real-time environmental conditions. The main objective of a smart irrigation system is to optimize water efficiency, minimize expenses, and foster the adoption of sustainable water management methods. This paper conducts a systematic risk assessment by exploring the key components/assets and their functionalities in the smart irrigation system. The crucial role of sensors in gathering data on soil moisture, weather patterns, and plant well-being is emphasized in this system. These sensors enable intelligent decision-making in irrigation scheduling and water distribution, leading to enhanced water efficiency and sustainable water management practices. Actuators enable automated control of irrigation devices, ensuring precise and targeted water delivery to plants. Additionally, the paper addresses the potential threat and vulnerabilities associated with smart irrigation systems. It discusses limitations of the system, such as power constraints and computational capabilities, and calculates the potential security risks. The paper suggests possible risk treatment methods for effective secure system operation. In conclusion, the paper emphasizes the significant benefits of implementing smart irrigation systems, including improved water conservation, increased crop yield, and reduced environmental impact. Additionally, based on the security analysis conducted, the paper recommends the implementation of countermeasures and security approaches to address vulnerabilities and ensure the integrity and reliability of the system. By incorporating these measures, smart irrigation technology can revolutionize water management practices in agriculture, promoting sustainability, resource efficiency, and safeguarding against potential security threats.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
1. Operational Excellence
5S + Safety
Operational Excellence
Introduction
2/4/2017 Ronald Morgan Shewchuk 1
• Fundamentals of any company are process flow and workplace organization.
• You may have visited factories in the past, which were cluttered, poorly organized,
unclean and lacking in visual controls.
• Often, these same factories have poor safety records and are at risk for
environmental impacts.
• You probably did not leave these facilities with a good impression and confidence
in the output product quality.
• Similarly, you have probably come across a colleague, associate or acquaintance
whose personal work area (office, cube, work station etc.) looks like the wreck of
the Hesperus.
• The look of incredulity on your face is responded to with “Don’t worry … Harold
can zero-in on any document blind-folded”.
• But what if a bus hits Harold?
• Who will sort out his mess and establish an organized work environment so that
the job functions that Harold conducted can be effectively continued?
2. Operational Excellence
5S + Safety
Operational Excellence
Introduction
2/4/2017 Ronald Morgan Shewchuk 2
• Companies that accept shoddy workplace organization as a function of the
workplace owner’s persona are demonstrating bad management and setting a
poor precedent within the organization.
• 5S + Safety is a methodology for organizing, cleaning, developing and sustaining a
productive work environment.
• It is a key component of the House of Quality as shown in Figure 5.1.
• Hiroyuki Hirano popularized the 5S method in his book 5 Pillars of the Visual
Workplace in 1990 and the Productivity Press Development Team focused Hirano’s
work in 5S for Operators in 1996.
• 5S refers to the acronym of the original Japanese terms that describe this
improvement process – Seiri, Seiton, Seiso, Seiketsu and Shitsuke.
• The literal English translation of these terms are Organization, Orderliness,
Cleanliness, Standardized Cleanup and Discipline.
• OOCSD does not make for a user-friendly acronym, consequently the Client
Services Group at Productivity Press adopted the English-equivalent 5S terms –
Sort, Set in Order, Shine, Standardize and Sustain.
3. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 3
Lean Manufacturing Infrastructure Six Sigma
Customer Satisfaction
Market Leadership
Our
People
Our
Technology
Our
Shareholders
Our
Customers
Our
Community
Waste
Minimization
VOC
Standardized
Work
5S+Safety
TPM
SMED
Pull System
Flow
Value Stream
Poka-yoke
Variation
Minimization
DMAIC
Process Map
C&E Diagram
MSA
SPC
ANOVA
FMEA
DOE
Control Plan
5S + Safety is a Key Component of the Lean Six Sigma Tool Kit
Figure 5.1 House of Quality
4. Operational Excellence
5S + Safety
Operational Excellence
Sort
2/4/2017 Ronald Morgan Shewchuk 4
• The first step in 5S + Safety is to sort out the clutter which has accumulated in your
work area over many years.
• You may have thought that the pullout keyboard drawer attachment which came
with your new workstation was a neat idea at the time, but since the attachment
was never installed and has not been used for five years it is probably safe to say
that you do not need this attachment.
• This is the essence of the sorting step.
• Your work area should contain only the items needed for you to accomplish your
job – everything else is just taking up space.
• Non-essential items create clutter, which impede the workflow and prevent proper
safety inspections from occurring.
• An effective method for sorting is the Red Tag Event.
• No … this is not a sale at your favorite fashion boutique - it is much more pragmatic.
• It is a systematic way of identifying items requiring disposition action.
• The steps in a Red Tag Event are described in Figure 5.2.
Sort
5. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 5
Figure 5.2 Red Tag Event Steps
1.
• Select team members
• Organize supplies
• Block-off time for the red tag event
• Identify red tag holding area
• Plan for disposal of red tag items
2.
3.
• Inventory
• Equipment
• Physical areas
4.
5.
6.
7.
8.
9.
Review Status of Red Tag Register at Monthly Staff Meetings
Continue Reg Tagging Items During Monthly 5S+Safety Audits
Establish Red Tag Criteria
Team Visits Each Production and Support Area
Items Meeting Red Tag Criteria are Tagged
Document Red Tags on Red Tag Register
Red Tag Event Steps
Prepare for the Red Tag Event
Define Areas of Responsibility
Identify Red Tag Targets
Sort
6. Operational Excellence
5S + Safety
Operational Excellence
Sort
2/4/2017 Ronald Morgan Shewchuk 6
• The Red Tag Team typically consists of the functional department managers and
supervisors within the organization.
• The team must include representatives from all the areas to be sorted who are
intimately familiar with operations and managers with the authority to implement
changes to the workflow and organization.
• The supplies required are minimal.
• You will need a supply of red tags, which are commercially available from a number
of 5S supply stores such as that shown in Figure 5.3.
• These tags come in packages of one hundred and include wire ties to facilitate
hanging on items to be sorted.
• You will also need two clipboards to hold the Red Tag Registers and two clipboards
to hold the 5S+Safety Improvement Logs.
• It is recommended to bring along a digital camera to record the “before
improvement” conditions if this is not prohibited by your company’s safety or
confidentiality policy.
Sort
7. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 7
Figure 5.3 Red Tag – Front & Back
Source: http://www.the5sstore.com/5s-red-tags.html
Sort
8. Operational Excellence
5S + Safety
Operational Excellence
Sort
2/4/2017 Ronald Morgan Shewchuk 8
• The time required for the Red Tag Event is dependent on the size of your plant and
the intended scope of your 5S+Safety program.
• It is typical to allocate two days to the event – the first four hours are dedicated to
5S+Safety training and the next day and a half are allocated to physically walking
through the plant, tagging items and recording 5S+Safety improvement actions
required.
• By the end of the second day you will clearly see that your team knows what to look
for and how to document required actions.
• It is helpful to identify a red tag holding area.
• This area is for obsolete goods and items no longer required in the work area that
are easily transportable.
• Items transferred to the holding area may not reside there for more than thirty
days.
• Advance plans for disposal are also helpful, such as arranging for scrap steel, wood
and cardboard roll-off containers.
Sort
9. Operational Excellence
5S + Safety
Operational Excellence
Sort
2/4/2017 Ronald Morgan Shewchuk 9
• You will be pleasantly surprised to see managers make quick decisions to discard an
item to avoid writing it up on the Red Tag Register.
• Be careful, however, to not discard something which has book value – this will
impact your plant’s P&L for the month.
• Why not include your cost accountant on the Red Tag Team?
• Items that are too large to move can be tagged in place.
• Once the disposition is decided the item will be moved to its final location which
may be outside the plant.
• It is important for the Red Tag Team to agree upon areas of responsibility.
• A layout drawing of the plant must be divided into areas of 5S+Safety responsibility.
• Any area that is not assigned typically defaults to the facility manager otherwise
known as the “landlord” for your site.
• An example of defined areas is shown in Figure 5.4.
Sort
10. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 10
Figure 5.4 Defined Areas of 5S+Safety Responsibility
N
W E
S
West Tank Farm
East Tank Farm
Shipping
Receiving &
Warehouse
Production Bldg
Packaging
Quality Control
Maint Shop
Maint Stores
Administrative/Sales
Waste Water
Treatment
Plant
Production Control
Boiler Room
Compressed Air
Production – Production Mgr
Shipping, Receiving & Warehouse – SRW Mgr
Quality Control – QC Mgr
Administrative/Sales – HR Mgr
Maintenance – Maint Mgr
All Other Areas – Facilities Mgr
N
W E
S
West Tank Farm
East Tank Farm
Shipping
Receiving &
Warehouse
Production Bldg
Packaging
Quality Control
Maint Shop
Maint Stores
Administrative/Sales
Waste Water
Treatment
Plant
Production Control
Boiler Room
Compressed Air
Production – Production Mgr
Shipping, Receiving & Warehouse – SRW Mgr
Quality Control – QC Mgr
Administrative/Sales – HR Mgr
Maintenance – Maint Mgr
All Other Areas – Facilities Mgr
Sort
11. Operational Excellence
5S + Safety
Operational Excellence
Sort
2/4/2017 Ronald Morgan Shewchuk 11
• The Red Tag Event targets can focus on physical areas, items or both.
• Physical areas include floor space, walkways, operations areas, walls, shelves, etc.
• Items include inventory such as raw material, work-in-process (WIP), finished goods
and supplies.
• Items also include equipment, jigs, tools, gages, dies, carts, conveyors, worktables,
cabinets, chairs, etc.
• Prior to visiting the production and support areas the Red Tag Team needs to
establish the red tag criteria – the rules by which the team decides to tag a certain
item.
• These rules will vary depending on the type of business you are in, local, state and
federal regulations, your company’s quality policy, and your company’s records
retention policy.
• An example set of Red Tag Criteria is presented in Figure 5.5.
Sort
12. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 12
Figure 5.5 Red Tag Criteria
Red Tag
Sort
13. Operational Excellence
5S + Safety
Operational Excellence
Sort
2/4/2017 Ronald Morgan Shewchuk 13
• The group now visits each production and support area to tag items that violate the
Red Tag Criteria.
• Each tag gets a unique log number with the details of the tag transcribed onto the
Red Tag Register, an example of which is shown in Figure 5.6.
• It is recommended to have two team members writing up red tags and two team
members documenting the red tags on their Red Tag Registers to maintain
productivity and avoid other team members from getting distracted during the
documentation process.
• Care must be taken to issue and record unique log numbers without duplication.
• Once a red tag log number has been used it is retired for life.
• The Red Tag Register hard copy is later transcribed to an electronic file that is stored
on your company’s shared drive.
• This allows the responsible parties to update their individual assigned actions.
• A monthly review of the current status of open red tags on the register should be
part of your facility’s monthly staff meeting agenda.
• This follow-up is a requirement of the sustain pillar of the 5S+Safety process.
Sort
14. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 14
Figure 5.6 Red Tag Register Example
Project Date: Jan 19 Work Area: West Tank Farm Status Date: Jan 26
Item Description Date Sorted Log Number Reason for Tag Action Responsibility TCD Status1
Discarded seal flush
plumbing for Pump 826A Jan 19 WTF001
Plumbing clogged - not
recoverable
Determine if classified as
hazardous waste and dispose
of accordingly Richard Jones Feb 19 In process
Pallets stacked in
northwest corner of tank
farm Jan 19 WTF002
Pallets have not been used or
moved in 6 months
Email announcement to key
plant personnel if they have
need for these pallets - if not
discard Lynda Thompson Jan 31 Email sent out Jan 20
Used butterfly valves
sitting on pallet by tank #
823 Jan 19 WTF003
Valves were removed 3 month's
ago as part of capital upgrade.
Relocate valves to
maintenance shop Joe Phillips Feb 19 Done Jan 26
1
Status Color Coding: Disposition under review
Disposition complete
Disposition exceeded Target Completion Date
Red Tag Register
Sort
15. Operational Excellence
5S + Safety
Operational Excellence
Sort
2/4/2017 Ronald Morgan Shewchuk 15
• During the red tag walk through it is a convenient time to begin documenting 5S+
Safety improvement activities required for a given area.
• For example, how can we expect Operators to perform cleaning and inspection if
they don’t have cleaning supplies?
• How will Operators know what to clean, how to clean and what to inspect if they
don’t have the proper instructions?
• How can we ask the Shipping Clerk to organize his labels if he doesn’t have
appropriate shelving or shelving labels?
• These kinds of actions are documented on the 5S Improvement Activity Log, an
example of which may be found in Figure 5.7.
• Similar to the Red Tag Register, the 5S+Safety Improvement Activity Log is stored on
your shared drive and is reviewed at monthly staff meetings.
• The Red Tag Event will give you a jump-start on sorting. The next pillar of the
5S+Safety improvement process is Set in Order.
Sort
16. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 16
Figure 5.7 5S+Safety Improvement Activity Log Example
5S+Safety Improvement Activities
Facility: Shipping/Receiving Warehouse
Indicates Improvement Activities in Process Indicates completed Improvement Activities
Issue
#
Date
Identified Location
Assigned
To Close Date
Effectiveness
Checked By
1 Jan 19 Near Bay # 1 J. Smith Feb 1 R. Taylor
2 Jan 19 West Wall of Office T. Williams
3 Jan 19 Dock Locks S. Jones
4 Jan 19 Floor Markings S. Jones
5 Jan 19 I-Beam # 42 S. Jones
6 Jan 19 Stretch Wrapper S. Jones
7 Jan 19 Stretch Wrapper S. Jones
8 Jan 19 General S. Jones
Lantech Stretch Wrapper has no
Standard Operating Procedure (SOP)
Posted
Copy SOP from Manufacturer's Manual
and post on control panel
No Cleaning/Inspection Checklist
Write Cleaning/Inspection Methods
Checklist, provide training to personnel
and post near stretch wrapper
No 5S Job Cycle Chart
Prepare 5S Job Cycle Chart indicating
what cleaning/inspection will be
conducted by which personnel at the
required frequency.
No procedure posted for Dock Lock
operation
Write one point lesson, provide training
to all receivers and post above Dock
Locks
High traffic lanes for fork lifts are not
marked off
Mark off high fork lift traffic lanes with
yellow paint. Post signs warning that
yellow paint zones have high fork lift
traffic.
Fire Extinguisher on I-Beam # 42
encumbered by packaging supplies.
Relocate packaging supplies and paint 3
feet "No-Fly Zone" around I-Beam # 42.
Issue Improvement Activities
No cleaning supplies or storage cabinet
Purchase push broom, dust pan, oil
absorbent material, wipers, cleaning
solutions and storage cabinet.
Shipping labels are disorganized (some
obsolete)
Sort through labels, organize onto labeled
shelves, discard obsolete labels.
Sort
17. Operational Excellence
5S + Safety
Operational Excellence
Set in Order
2/4/2017 Ronald Morgan Shewchuk 17
• Now that the clutter has been removed, the remaining items can be organized such
that they have labeled storage locations, are available at point of use, are easy to
locate when needed, are easy to return to their respective locations and are readily
inspected for functional condition.
• The sorting step provides you with the opportunity to rationalize the workflow and
organization of the area.
• It is recommended that Operators from the area be involved with the workflow
design and layout.
• This is their backyard and it is imperative that they be involved in the decision
process.
• An effective layout will avoid wasted motion searching for parts, tools and supplies.
• Excess inventory caused by ordering parts, tools and supplies that cannot be located
will be prevented.
• Waste resulting from defective products caused by the use of wrong parts, tools,
jigs and supplies will be eliminated.
Set in Order
18. Operational Excellence
5S + Safety
Operational Excellence
Set in Order
2/4/2017 Ronald Morgan Shewchuk 18
• Unsafe conditions will be minimized by effective Set in Order implementation.
• The acid test for effective Set in Order is that someone coming into the area for the
first time will easily understand the organization and workflow of the area.
• Consequently, a new employee can be quickly trained on operating procedures
resulting in increased productivity.
• Types of 5S Order are shown in Figure 5.8.
• Consider these questions.
• What do I need to do my job?
• Where should I locate this item?
• How many of this item do I need?
• The answers to these questions will lead to an effective Set in Order strategy for
your work area
Set in Order
19. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 19
Figure 5.8 Types of 5S Order
1.
2.
3.
4.
5.
6.
7.
Operations Order
Documents Order
Paperwork Process Order
Communications Order
Types of 5S Order
Equipment Order
Parts, Tools and Supplies Order
Inventory Order
• The spaghetti diagram of Figure 3.4 is a useful tool to rationalize storage locations
to minimize Operator travel.
• Floor painting/labeling, stair painting, modular shelving, signboards, color-coding,
cabinets, tool shadow boards and work cells may be used to improve 5S+Safety
Order.
Set in Order
20. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 20
Figure 3.4 Spaghetti Diagram
Spaghetti Chart Completed by: R Shewchuk
Area: Building 10 Fabrication Area Process: GA59/GA79 Gear Assembly Product Changeover Date: August 5th
Quality Control
Lab
Engineering Customer Service
Coil Clean Coil Stamping
Metal Part
Assembly
Plastic Gear
Extrusion
Pellet Dryer
Assemble Plastic
Gears to Metal
Subassembly
Ultrasonic
Welding
Labeling &
Packaging
Shipping
Coil Storage
Pellet Storage
Chemical
Storage
Tool & Die
Storage
Maintenance
Shop
MRO Stores
Operator # 1
Set in Order
21. Operational Excellence
5S + Safety
Operational Excellence
Shine
2/4/2017 Ronald Morgan Shewchuk 21
• The third pillar of 5S+Safety is Shine.
• It is a logical progression of removing the clutter from the workplace and organizing
the remaining materials for easy access at point of use.
• Now we must thoroughly clean the work area and implement daily cleaning
schedules to facilitate the daily equipment and material inspections that are vital to
your plant’s preventive maintenance strategy.
• You will note the emphasis on daily cleaning and inspection.
• Operators are the first line of defense in improving plant reliability.
• Changes in equipment vibration, power draw, temperature, sound, odor, etc. can be
detected by the Operators and preventive maintenance tasks implemented to avoid
a small problem turning into a plant shutdown or safety incident
Shine
22. Operational Excellence
5S + Safety
Operational Excellence
Shine
2/4/2017 Ronald Morgan Shewchuk 22
• Operators cannot do this, however, if the equipment is caked with dirt, not easily
accessible or if the area has insufficient lighting.
• The Operators also need instructions on what cleaning and inspection is required
for each equipment unit operation.
• This is the function of the Cleaning /Inspection Methods Checklist an example of
which is shown in Figure 5.9.
• The checklist must be supplemented by relevant Standard Operating Procedures
and training for responsible parties to ensure that required actions are crystal clear.
Shine
23. Operational Excellence
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2/4/2017 Ronald Morgan Shewchuk 23
Figure 5.9 Cleaning/Inspection Methods Checklist
Cleaning/Inspection Methods Checklist
Facility: Topeka, KS
Department: Central Manufacturing
Equipment: Cylinder Bore/Glue
Asset Code: 11090462
Location: Building 9
Mechanism
Ref.
No. Inspection
Clean
Refill
Lubricate
Replace
Restore
Reference SOP Frequency
Checked
by Date Time Result
Input Conveyor 1 Drive V-belt condition CBG9384.002 Daily RMS Jan 14 0930 OK
Drive 1 Drive motor current EMT4267.003 Daily RMS Jan 14 0935 OK
1 Drive motor alignment CBG9384.002 Daily RMS Jan 14 0940 OK
1 Drive shaft pillow block LUB5843.006 Weekly JRT Jan 10 0710 OK
Input Conveyor 2 Rollers rotate freely CBG9384.002 Daily RMS Jan 14 0945 OK
Rollers 2 Roller V-belt condition CBG9384.002 Daily RMS Jan 14 0955 OK
Input Conveyor 3 No contaminants on conveyor belt CBG9384.002 Daily RMS Jan 14 1015 OK
Belt 3 No tears in conveyor belt CBG9384.002 Daily RMS Jan 14 1015 OK
3 Conveyor belt tension CBG9384.002 Daily RMS Jan 14 1015 OK
3 Conveyor belt alignment CBG9384.002 Daily RMS Jan 14 1015 OK
3 Mechanical splice condition CBG9384.002 Daily RMS Jan 14 1015 OK
Cylinder Bore 4 Air regulator particulate filter CBG9384.002 Daily RMS Jan 14 1020 OK
Machine 4 Air regulator coalescing filter CBG9384.002 Daily RMS Jan 14 1020 OK
4 Diamond bit condition CBG9384.002 Daily RMS Jan 14 1025 OK
4 Boring arm alignment CBG9384.002 Daily RMS Jan 14 1025 OK
Aluminum Chip 5 Aluminum chip discharge hopper CBG9384.002 Daily RMS Jan 14 1035 OK
Recovery 5 Aluminum chip waste bin CBG9384.002 Daily RMS Jan 14 1035 OK
Method
Cylinder
Bore
Cylinder
Glue
1
2
3
4
5
6
7
8
9
5
10
8
11
Cylinder
Bore
Cylinder
Glue
1
2
3
4
5
6
7
8
9
5
10
8
11
Shine
24. Operational Excellence
5S + Safety
Operational Excellence
Standardize
2/4/2017 Ronald Morgan Shewchuk 24
• Standardization is the method by which the first three pillars of 5S+Safety are
maintained within your facility.
• The early stages of the 5S+Safety improvement initiative result in a considerable
amount of excitement, especially with the visible changes made to the workplace
cleanliness, organization and workflow.
• After several months, however, the honeymoon can come to an end and the
workplace will begin to regress to its former self.
• Standardization of work practices prevents this from happening by integrating Sort,
Set in Order and Shine into routine daily operations.
• Standardization is accomplished in three steps as shown in Figure 5.10.
• The 5S+Safety Job Cycle Chart defines who will perform what sort, set in order and
shine tasks for each area and at what frequency.
• An example 5S+Safety Job Cycle Chart is shown in Figure 5.11.
Standardize
25. Operational Excellence
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2/4/2017 Ronald Morgan Shewchuk 25
Figure 5.10 Steps Required to Standardize
1.
2.
3.
Standardization Steps
Define responsibilities for activities needed to maintain
5S+Safety conditions: 5S+Safety Job Cycle Charts
Integrate cleaning/inspection duties into regular work
schedules
Perform audits to determine how well 5S+Safety conditions
are being maintained and to discover required improvements
Standardize
26. Operational Excellence
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2/4/2017 Ronald Morgan Shewchuk 26
Figure 5.11 5S+Safety Job Cycle Chart
5S+Safety Job Cycle Chart
Facility: Topeka, KS
Department: Central Manufacturing
Area: Cylinder Bore/Glue Assembly Area
Location: Building 9
Job
No. 5S Job
Sort
SetinOrder
Shine
Standardize
Sustain
Resp.
Continuously
Daily-am
Daily-pm
Weekly
Monthly
Validation
Completed
by Date Time Result
1 Red Tag items - new Operator
No items in area which violate Red
Tag Criteria RMS Jan 14 1230 OK
2
Red Tag items - previously
tagged Supv.
No Red Tag items remaining in area
for more than 30 days WRH Jan 12 0700 OK
3
Floor, stair and rail safety
markings Operator
Markings are in good condition and
comply with OSHA and ANSI
guidelines PTT Jan 14 1930 OK
4
Floor, cabinet and shelving
marking/labeling Operator
Marking and labeling are legible
and in good condition. PTT Jan 14 1945 OK
5
Raw material, WIP and finished
goods inventory Operator
Inventory is orderly, arranged for
FIFO and quantity is consistent
with Red Tag Criteria
RMS
PTT
Jan 14
Jan 14
0730
1930
OK
OK
6 Machinery order check Operator
Cylinder Bore/Glue
Cleaning/Inspection Methods
Checklist RMS Jan 14 1145 OK
7 Tool order check Operator
Changeover tools are in good
condition and placed on shadow
boards
RMS
PTT
Jan 14
Jan 14
0715
1915
OK
OK
8 Supplies order check Operator
Production supplies are present in
sufficient quantity and stored in
labeled locations
RMS
PTT
Jan 14
Jan 14
0720
1920
OK
OK
Frequency5S Focus
Standardize
27. Operational Excellence
5S + Safety
Operational Excellence
Standardize
2/4/2017 Ronald Morgan Shewchuk 27
• The effectiveness of standardization is best measured by monthly audits.
• The audit team will typically consist of the department manager and shift
supervisors of the area to be audited.
• Seven aspects of 5S+Safety are rated for each audit area.
• These seven aspects and their associated 5S+Safety scoring criteria are shown in
Figure 5.12.
• A rating of one indicates poor 5S+Safety conditions whereas a rating of five
indicates excellent conditions with preventive measures in place to control
cleanliness and workflow organization.
• Each audit team member will assess the 5S+Safety conditions and then provide his
or her score for each aspect.
• Verbal justification for the score will help focus improvement actions to achieve
higher scores for that aspect in the future.
• The department manager should speak last to prevent his or her opinions from
influencing the other team members
Standardize
28. Operational Excellence
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2/4/2017 Ronald Morgan Shewchuk 28
Figure 5.12 5S+Safety Audit Aspects and Scoring Criteria
Score Area Safety:
1 Minor safety problems noted
2 No safety problems noted
3 Safety concerns clearly identified and marked
4 Preventative activities are evident
5 All major activities have been analyzed using a hazard prevention method
Score Area and Equipment Cleanliness:
1 The Workplace is left dirty
2 The Workplace is cleaned once in a while
3 The Workplace is cleaned daily
4 Cleanliness has been combined with Inspection
5 Cleanliness (dirt-prevention) techniques have been implemented
Score Tools and Jigs Orderliness:
1 It is impossible to tell what goes where and in what amount
2 It is possible, but not easy, to tell what goes where and in what amount
3 There are location and item indicators for all jigs and tools
4 Various techniques (color-coding, outlining, etc) are used to facilitate replacing things properly
5 Jigs and tools are unified and when possible, eliminated
Score WIP and Supplies Orderliness:
1 It is impossible to tell what goes where and in what amount
2 It is possible, but not easy, to tell what goes where and in what amount
3 General location signs show what goes where
4 Location indicators, item indicators, and divider lines enable anyone to see what goes where
5 A FIFO system and specific indicators show what goes where and in what amount
5S+Safety Audit Scoring Criteria
Standardize
29. Operational Excellence
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2/4/2017 Ronald Morgan Shewchuk 29
Figure 5.12 5S+Safety Audit Aspects and Scoring Criteria
Score Responsibilities and Expectations:
1 No cleanliness standards or responsibilities exist
2 Some cleaning responsibilities are assigned
3 Some standards for cleanliness are documented
4 All areas have cleanliness responsibilities assigned and documented
5 Demonstrated continuous improvements of cleanliness standards and responsibilities
Score 5S Tools:
1 No 5S tools are obviously available
2 Cleaning equipment is available
3 Storage areas are clearly marked for cleaning supplies
4 Cleaning equipment is stored and clearly identified at locations where needed
5 Cleaning equipment maintained and schedules for replacement are documented
Score Visual Controls:
1 No useful Visual Controls
2 Visual Controls are evident, but not necessarily functional
3 Visual Controls are obviously part of normal activities
4 Visual Controls are functional without detailed knowledge of activities
5 Major activities are obviously controlled visually without detailed knowledge
5S+Safety Audit Scoring Criteria
Standardize
30. Operational Excellence
5S + Safety
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Standardize
2/4/2017 Ronald Morgan Shewchuk 30
• The rating scores are then averaged for each 5S+Safety aspect.
• An example 5S+Safety audit form is included in Figure 5.13 and the associated radar
chart summarizing the audit result is shown in Figure 5.14.
• The monthly audit is a convenient time to check for progress on Red Tagged items in
the area and to validate the effectiveness of improvement actions completed as
part of the 5S+Safety Improvement Activity Log (reference Figure 5.7).
• New items that violate your plant’s Red Tag Criteria should be appropriately
documented as well as any new tasks for the 5S+Safety Improvement Activity Log.
• The 5S+Safety audit results, Red Tag Register and Improvement Activity Log should
be updated monthly and posted in a high-traffic area within your plant on the
5S+Safety Communication Board – an essential part of the Sustain pillar that we will
discuss next.
Standardize
31. Operational Excellence
5S + Safety
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2/4/2017 Ronald Morgan Shewchuk 31
Figure 5.13 5S+Safety Audit Form
5S+Safety Standardization Level Audit
1 Mnr Probs 1 Dirty 1 No Order 1 No Order 1 No Stds 1 None 1 None
2 Min Safe 2 Okay 2 Basic Order 2 Basic Order 2 Some Stds 2 Tools Avail. 2 Some
3 Identified 3 Cleaned 3 Locations 3 Locations 3 Some Doc 3 Mrk Stores 3 Normal Act.
4 Prevention 4 Clean/Insp 4 Easy Repl 4 Easy Repl 4 Assigned 4 Str by Need 4 Functional
5 Highly Safe 5 Prevent 5 Eliminate 5 FIFO Qty 5 Cont Imprv 5 Maintained 5 Full Control
Department: Central Manufacturing Audit Leader: T. Williams Date: Jan 30 Page: 1
Area or Work Center
5S Tools Visual Controls
Cylinder Bore/Glue
Assembly Area
2 2 3 3 2 2 162
Responsibilities
& Expectations
Area Safety Area & Equip.
Cleanliness
Tools & Jigs
Orderliness
WIP & Supplies
Orderliness
Total
Score
Cylinder Bore/Glue Assembly Area
January 5S+Safety Audit Result
0
1
2
3
4
5
Area Safety
Area & Equip. Cleanliness
Tools & Jigs Orderliness
WIP & Supplies OrderlinessResponsibilities & Expectations
5S Tools
Visual Controls
Figure 5.14 5S+Safety Audit Result – Radar Chart
Standardize
32. Operational Excellence
5S + Safety
Operational Excellence
Sustain
2/4/2017 Ronald Morgan Shewchuk 32
• The final pillar of 5S+Safety is Sustain.
• This is the glue that binds the previous four pillars together, preventing regression
of your improvement efforts.
• Managers have a key role in the sustain process.
• They must provide for 5S+Safety training/refresher training, create teams for
implementation, allow time for improvement tasks, provide resources to support
improvements, and give recognition for 5S+Safety milestones and achievements.
• Supervisors also have an important role in sustaining 5S+Safety.
• They must involve the shop floor workers in the improvement process in order to
get buy-in from the workers and lead by example to demonstrate their and the
company’s commitment to the 5S+Safety initiative.
• Each shop floor worker also plays an important role in sustaining 5S+Safety.
• Workers are assigned individual tasks on Cleaning/Inspection Methods Checklists
and 5S+Safety Job Cycle Charts.
• They must take these tasks seriously and not arbitrarily sign off on the check sheets.
Sustain
33. Operational Excellence
5S + Safety
Operational Excellence
Sustain
2/4/2017 Ronald Morgan Shewchuk 33
• Employees must use their senses to monitor the “heartbeat” of their work area.
• Any unusual sounds, vibrations, odors, leaks, temperature increases, etc. must be
addressed immediately to prevent a safety issue from occurring or an equipment
reliability issue from causing downtime in your plant.
• Workers must not accept the status quo of their workplace but rather, be part of
the creative process to optimize the workflow and layout to increase efficiencies.
• Communication is vital to the sustain process.
• It is recommended that 5S+Safety Communication Boards be posted in key areas
within your facility.
• These boards provide an update of the 5S+Safety activities occurring within the
plant and will typically include “before” and “after” pictures of areas improved
through Sorting, Set in Order and Shine.
• They should also include key production performance indicators (yields,
throughput, targets), Red Tag Register, Improvement Activity Log, audit scores,
5S+Safety Newsletters, “before” and “after” spaghetti charts, etc.
• Make sure that the boards are visual, easy to read and kept current.
Sustain
34. Operational Excellence
5S + Safety
Operational Excellence
2/4/2017 Ronald Morgan Shewchuk 34
Figure 5.15 5S+Safety Communication Board
Project Date: Jan 19 Work Area: West Tank Farm Status Date: Jan 26
Item Description Date Sorted Log Number Reason for Tag Action Responsibility TCD Status1
Discarded seal flush
plumbing for Pump
826A Jan 19 WTF001
Plumbing clogged - not
recoverable
Determine if classified as
hazardous waste and
dispose of accordingly Richard Jones Feb 19 In process
Pallets stacked in
northwest corner of tank
farm Jan 19 WTF002
Pallets have not been used or
moved in 6 months
Email announcement to key
plant personnel if they have
need for these pallets - if
not discard Lynda Thompson Jan 31 Email sent out Jan 20
Used butterfly valves
sitting on pallet by tank
# 823 Jan 19 WTF003
Valves were removed 3 month's
ago as part of capital upgrade.
Relocate valves to
maintenance shop Joe Phillips Feb 19 Done Jan 26
1
Status Color Coding: Disposition under review
Disposition complete
Disposition exceeded Target Completion Date
Red Tag Register
5S+Safety Improvement Activities
Facility: Shipping/Receiving Warehouse
Indicates Improvement Activities in Process Indicates completed Improvement Activities
Issue
#
Date
Identified Location
Assigned
To Close Date
Effectiveness
Checked By
1 Jan 19 Near Bay # 1 J. Smith Feb 1 R. Taylor
2 Jan 19 West Wall of Office T. Williams
3 Jan 19 Dock Locks S. Jones
4 Jan 19 Floor Markings S. Jones
5 Jan 19 I-Beam # 42 S. Jones
6 Jan 19 Stretch Wrapper S. Jones
7 Jan 19 Stretch Wrapper S. Jones
8 Jan 19 General S. Jones
Issue Improvement Activities
No cleaning supplies or storage cabinet
Purchase push broom, dust pan, oil
absorbent material, wipers, cleaning
solutions and storage cabinet.
Shipping labels are disorganized (some
obsolete)
Sort through labels, organize onto labeled
shelves, discard obsolete labels.
No procedure posted for Dock Lock
operation
Write one point lesson, provide training
to all receivers and post above Dock
Locks
High traffic lanes for fork lifts are not
marked off
Mark off high fork lift traffic lanes with
yellow paint. Post signs warning that
yellow paint zones have high fork lift
traffic.
Fire Extinguisher on I-Beam # 42
encumbered by packaging supplies.
Relocate packaging supplies and paint 3
feet "No-Fly Zone" around I-Beam # 42.
Lantech Stretch Wrapper has no Standard
Operating Procedure (SOP) Posted
Copy SOP from Manufacturer's Manual
and post on control panel
No Cleaning/Inspection Checklist
Write Cleaning/Inspection Methods
Checklist, provide training to personnel
and post near stretch wrapper
No 5S Job Cycle Chart
Prepare 5S Job Cycle Chart indicating
what cleaning/inspection will be
conducted by which personnel at the
required frequency.
Cylinder Bore/Glue Assembly Area
January 5S+Safety Audit Result
0
1
2
3
4
5
Area Safety
Area & Equip. Cleanliness
Tools & Jigs Orderliness
WIP & Supplies OrderlinessResponsibilities & Expectations
5S Tools
Visual Controls
Spaghetti Chart Completed by: R Shewchuk
Area: Building 10 Fabrication Area Process: GA59/GA79 Gear Assembly Product Changeover Date: August 5th
Quality Control
Lab
Engineering Customer Service
Coil Clean Coil Stamping
Metal Part
Assembly
Plastic Gear
Extrusion
Pellet Dryer
Assemble Plastic
Gears to Metal
Subassembly
Ultrasonic
Welding
Labeling &
Packaging
Shipping
Coil Storage
Pellet Storage
Chemical
Storage
Tool & Die
Storage
Maintenance
Shop
MRO Stores
Operator # 1
Spaghetti Chart Completed by: R Shewchuk
Area: Building 10 Fabrication Area Process: GA59/GA79 Gear Assembly Product Changeover Date: August 5th
Quality Control
Lab
Engineering
Customer Service
Coil Clean Coil Stamping
Metal Part
Assembly
Plastic Gear
Extrusion
Pellet Dryer
Assemble Plastic
Gears to Metal
Subassembly
Ultrasonic
Welding
Labeling &
Packaging
Shipping
Coil Storage
Pellet Storage
Chemical
Storage
Tool & Die
Storage
Maintenance
Shop
MRO Stores
Operator # 1
Before Set in Order
After Set in Order
Red Tag Register
Improvement Activity Log
Audit Result
5S Newsletter 5S Slogan Winners
Before
Sort
After
Sort
Before
Set in
Order
After
Set in
Order
Before
Shine
After
Shine
Before and After Pictures
Sustain
35. Operational Excellence
5S + Safety
Operational Excellence
Sustain
2/4/2017 Ronald Morgan Shewchuk 35
• There are a number of tools and techniques that your company can use to sustain
5S+Safety gains within your plant.
• 5S+Safety slogan contests, posters, photo exhibits, storyboards, newsletters,
suggestion cards, pocket manuals, department tours, industry benchmark reviews,
guest speakers and refresher training are just a sampling of the available
techniques.
• The key to keeping your 5S+Safety initiative vibrant is to keep it visual, updated and
involve employees at all levels.
Sustain
36. Operational Excellence
5S + Safety
Operational Excellence
References
2/4/2017 Ronald Morgan Shewchuk 36
Lean Manufacturing | Productivity Press | Lean books|
Lean Production | 5S | Six sigma | Toyota Production
System
Lean Manufacturing | Productivity Press | Lean books|
Lean Production | 5S | Six sigma | Toyota Production
System
“Factories are like living organisms. The healthiest organisms move and
change in a flexible relationship with their environment.”
Hiroyuki Hirano
37. Operational Excellence
5S + Safety
Operational Excellence
Internet Resources
2/4/2017 Ronald Morgan Shewchuk 37
• Productivity Press http://www.productivitypress.com/
• The 5S Store http://www.the5sstore.com/
• 5S Supply http://5ssupply.com/
• Visual Work Place http://visual-work-place.com/
• Lean Enterprise Institute http://lean.org/
• Society of Manufacturing Engineers http://sme.org/
• Association for Manufacturing Excellence http://ame.org/