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5S training manual
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- 2. Background of5S 5S-CANDO-Six Sigma 5S as part of quality management Importance of 5S Waste Management 5S tools Garments floor and 5S Action Plan Objectives of the session 2
- 3. CANDO Attitude Henry Fordwrote in his book -Today and Tomorrow(1926): “The first job was to clean up— that is always the first thing to do in order to find out what you are about…We cannot afford to have dirt around— it is too expensive. … Everythingis painted and kept painted a light color, so the least bit of dirt will show. We do not paint to cover up dirt— we paint white or light gray in order that cleanliness may be the order of things and not the exception.”
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- 5. 5-S KAIZEN Total Quality Management Leadership and team work Quality of services and management Working environment Positiveattitude Leadership and commitment of Management 5S tools are like a fertilizer to grow the root ! Color coding Safety Sign 5S corner Sign board Labeling Numbering
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- 7. Developed by theJapanese Housekeeping System Helps Create a Better Working Environment and a Consistently High Quality Process What is 5S ? 7
- 8. SEIRI – Organisation/Sortout SEITON – Orderliness/Systemize SEISO – The Cleaning/Shining SEIKETSU – STANDARDIZE SHITSUKE - Sustain/Discipline 5S Principles 8
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- 11. Thinking out ofthe box
- 12. Work together anddo something with big positive attitude?
- 13. Team work improvementthrough everyone’s participation
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- 15. Identify wastes andreduce the wastes
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- 18. 19 5S – Step1: SORT Separate necessary and unnecessary items and then eliminate the unnecessary ones.
- 19. 20 Identify allmaterials which can be used and should not be eliminated. Remove all unidentified items from area. 5S – Step 1: SORT –What to do ??? Separate necessary and unnecessary items, eliminate the unnecessary ones Keep only what you need.
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- 22. 23 Tags are atool to identify and eliminate problems Examine items in the area Define improvement action Identify a problem Fill in and apply a tag Solve tag
- 23. 24 Deployment : 5STags Colors: Red Unnecessary items to be scrapped Yellow Useful material to be located in its right place Green Material to be repaired (e.g. electrical boxes, assemblies to be dismantled, …)
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- 25. 26 There are twocopies of each 5S tag : the first copy (a sticker) is put on the relevant object, the second copy (plain paper) is placed on the “5S” board No 1 - Trolley with a wheel missing - Paul Wilson 5S BOARD - Separate Pending tags Solved tags No 1 -15th Feb. 99 - Paul Wilson - Trolley with a wheel missing Deployment : 5S Tags -15th Feb. 99
- 26. 27 Red Tag Technique •Give staff red labels • Ask staff to go through every item in the work place • Ask if needed & those that are needed, in what quantity • Not needed-red tag it • Store in the red tag area
- 27. 28 the 3rd activity TheActivities SORT Separate Identify waste through an initial inspection 1 Place a 5S tag on fixtures, tools and materials Eliminate unnecessary items 5S – Step 1: SORT
- 28. 29 Tagging is anongoing task Tag application Problem solving Attached tags Solved tags 5S Tag register Preliminary analysis
- 29. 30 Arrange materials according towell-defined criteria so as to cut search time 5S – Step 2: SET IN ORDER
- 30. 32 the 1st activity SEITON– Simplify management Classify items by frequency of use The Activities 2 5S – Step 2: SET IN ORDER
- 31. 33 List all necessaryitems in the table Description of item Frequency of use Most suitable location Store location Note Fill 2 these columns
- 32. 34 Set classification criteriaby frequency of use Example Frequency of use Guidelines Low Once a month Medium At least one a week Does not have to be close to the line Arrange within area, in an accessible location High At least once a day At least once a shift Keep next to workstation
- 33. 35 Display the locationof each item
- 34. 36 Workplace Checkpoints Positions ofaisles and storage places clearly marked?
- 35. 37 Workplace Checkpoints Tools classifiedand stored by frequency of use?
- 36. 38 Workplace Checkpoints Pallets stackedcorrectly?
- 37. 39 Workplace Checkpoints Safety equipmenteasily accessible?
- 38. 40 Workplace Checkpoints Floors ingood condition?
- 39. 41 Clean and orderlyarrange the workplace, identify problems 5S – Step 3: SHINE
- 40. 42 Clean and checkif the order set in the previous step is maintained 1. Carry out thorough cleaning 2. Check that Step 2 results are maintained 3. Take photo to register abnormal Before After
- 41. 43 Record abnormal todefine the root cause
- 42. 44 the 4th activity Defineand carry out the countermeasures Analyze all the repetitive tags in order to find out the root causes of the deviations Tag all the deviations from the desired situation Find out problems through cleaning Clean and check if the order set in the previous step is maintained The Activities 3 5S – Step 3: SHINE
- 43. 45 How to keepeverything clean?? 1. Should we clean the work place to keep it clean??? 2. You should eliminate the source of dirt Dirt from shoes Dirt from wheels Dirt from machine
- 44. 46 Define and eliminatethe source of dirt
- 45. 47 Check and implementmeasures for improving difficult to clean area - Hang it - Remove covering
- 46. 48 Summary 3 5S – Step3: SHINE Make a list of the required standards Find out problems through cleaning Define and carry out the countermeasures Analyze all the repetitive tags in order to find out the root causes of the deviations Tag all the deviations from the desired situation Clean and check if the order set in the previous step is maintained The Activities
- 47. 49 Define and write downnew standards for cleaning, order and stock levels 5S – Step 4: STANDARDIZE
- 48. 50 the 3rd activity 4 Visualmanagement improvement Define the check list to verify that standards are respected Standardize Define cleaning and order standards The Activities 5S – Step 4: STANDARDIZE
- 49. 51 Basic conditions Thefirst three steps helped us achieve the best conditions for the area. In the future we must ensure to maintain these ideal basic conditions through the formalization of the standards.
- 50. 52 Visual Control isa management technique which emphasizes simple visual aids developed specifically to improve communication between managers and operators. Visibility strongly simplifies management activities. Visual Tools - used by operators, teams, experts, managers and consultants - help everybody keep the process under control and optimize organization time. Visual control
- 51. 53 Examples of visualcontrol Deviations from standards must be easy to identify by everyone, so as to promptly intervene by means of corrective measures everything is easy to find and to see!
- 52. 54 Standardize 4 5S – Step4 : STANDARDIZE Visual management improvement Define the check list to verify that standards are respected Define cleaning and order standards Comment and Reward regulation The Activities The 4th activity
- 53. Right time :Every week, every month Combine: compliment and reward Significant Use chance for promotion Combined with other rewards program of Company Set up comment and reward regulation
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- 55. 57 5S – Step5 : SUSTAIN Support continuous improvement
- 56. 58 5 SUSTAIN- Support Continuous improvement Planaudits to verify standard observance The Activities 4th activity Make problem’s continuous analysis and identify counter measures Monitor audit scores Set new improvement target 5S – Step 5 : SUSTAIN
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- 58. Types of 5stools • Red tag • Alignment • Labeling, Tapes • Numbering, Alphabetical cording • Safety signs • Zone • Color cording • 5S Corner
- 59. • Use itwhen can not decide an items are “necessary” or “not necessary” • Record necessary information on the Red Tag, stick or hang it on the item that cannot make decision. • If the items is not used for 1 month = Unnecessary item • If the item is used within 1 month = Necessary item Red Tag
- 60. • It isuseful to improve orderliness and beautification when you organize files, equipment, materials and other items. Alignment
- 61. • Labels areused when you identify each item and organize them properly. • It is useful especially for storing files and items in cabinets/shelves. Labeling
- 62. • Used toorganize files and other items by numbers/ alphabets • It helps users to find necessary items or information quickly and easily. • It is very useful for practicing “Can See - Can Take Out – Can Return” principle. Numbering / Alphabetical cording
- 63. • Used towarn visitors and workers to pay attention on hazardous items. • Majority of hazardous items, which are commonly used in health facility, has international/national standardized safety signs. • It is recommended to use common safety signs Safety signs
- 64. • Zoning isused to identify or recognize proper location/ storage of items. • It helps people to understand “where it is supposed to be” Zone
- 65. • Color codingmakes facility users understand the meaning of “something” by different colors. • It is often used for waste segregation, categorization of areas/zones for particular items Color coding
- 66. • Use existingnotice board or establish new one • Can be displayed: • 5-S posters • Pictorial progress report • Implementation progress chart/table • M&E information • Training information • Production Meeting information • Mission statement on QI • Waste bin color coding and type of waste • Rules of 5S tools 5S corner
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- 71. • Before •After Cutting department
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- 85. Summary 5-S is foryou. Clean-up and organize your work area every day so that each new day is easier and safer than the day before Share your input with your leaders so that the tools you need will be available to you, increasing your efficiency. Volunteer to help with the 5S tours and 5S events. Take a good look around...Imagine zero waste/zero confusion!
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