This document provides an introduction to the 6S methodology for workplace organization and standardization. The 6S methodology includes the steps of Sort, Set In Order, Shine, Standardize, and Sustain. Sort involves removing all unneeded items from the workplace. Set In Order establishes a designated place for everything and labels storage locations. Shine refers to cleaning and inspecting the workplace. Standardize develops rules and procedures to maintain the first three S's. Sustain means making 6S activities a habit through discipline and leadership by example. The 6S methodology aims to create a more efficient, productive, and safe workplace.
6S (previously known as 5S) is a visual system for improvement that helps create and maintain an organised, clean, high performance workplace. It forms the basis for standards work, which enables you to measure improvements. The extra ‘S’ was added to the 5S Lean tool to emphasise the importance of safety. The 6S stands for:
o 1. Sort: remove what is not needed
o 2. Set in order: agree what goes where and make easily accessible
o 3. Shine: keep the environment clean
o 4. Standardise: a consistent process agreed by all
o 5. Sustain: continually improve.
o 6. Safety: identify and prevent unsafe conditions
Using 6S will help you to reduce the opportunity for variability in activities by ensuring that everything needed at each step of the process is easily available. This means that any defect in a particular step is easier to see.
An easily identified place for everything, and everything in its place, clean, safe, and ready for use.
Workplace organization and standardization
It’s NOT JUST HOUSEKEEPING!
The foundational building block of Lean
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.
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
6S (previously known as 5S) is a visual system for improvement that helps create and maintain an organised, clean, high performance workplace. It forms the basis for standards work, which enables you to measure improvements. The extra ‘S’ was added to the 5S Lean tool to emphasise the importance of safety. The 6S stands for:
o 1. Sort: remove what is not needed
o 2. Set in order: agree what goes where and make easily accessible
o 3. Shine: keep the environment clean
o 4. Standardise: a consistent process agreed by all
o 5. Sustain: continually improve.
o 6. Safety: identify and prevent unsafe conditions
Using 6S will help you to reduce the opportunity for variability in activities by ensuring that everything needed at each step of the process is easily available. This means that any defect in a particular step is easier to see.
An easily identified place for everything, and everything in its place, clean, safe, and ready for use.
Workplace organization and standardization
It’s NOT JUST HOUSEKEEPING!
The foundational building block of Lean
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.
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
This presentation is based on the book ”Succeeding with 5S” by Oskar Olofsson
Download the presentation together with templates and tools from world-class-manufacturing.com
Visual Management: Leading with what you can seeRenee Troughton
Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Introduction to 6S (5S plus Safety) methodology for continuous improvement. You will find this informative and full of practical advice to get started right away.
This presentation is designed as a gentle intro to the concept of 5s and shows the benefits clearly.
It is designed to be followed by practical exercises on the shop floor / office
Please feel free to comment, all feedback is appreciated
This presentation is based on the book ”Succeeding with 5S” by Oskar Olofsson
Download the presentation together with templates and tools from world-class-manufacturing.com
Visual Management: Leading with what you can seeRenee Troughton
Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Introduction to 6S (5S plus Safety) methodology for continuous improvement. You will find this informative and full of practical advice to get started right away.
This presentation is designed as a gentle intro to the concept of 5s and shows the benefits clearly.
It is designed to be followed by practical exercises on the shop floor / office
Please feel free to comment, all feedback is appreciated
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For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
2. What is 6S?
• Definition
– An easily identified place for everything, and everything in its place, clean, safe, and
ready for use.
• Workplace organization and standardization
• It’s NOT JUST HOUSEKEEPING!
• Foundational building block of Lean
2
3. Sort
Set In Order
Shine
Standardize
Sustain
Safety
• When in doubt, move it out
• A place for everything and everything in its place
• To clean and inspect
• Make up the rules and follow them
• Make it part of everyday life
• No job is so important that we can not stop to do it
safely
6S Terminology
3
4. Importance of 5S
• The 5S system sounds so simple that people often dismiss its importance.
However, the fact remains that:
– A neat and clean factory has higher productivity
– A neat and clean factory produces fewer defects
– A neat and clean factory meets deadlines better
– A neat and clean factory is a much safer place to work
4
5. Why 5S?
• Promotes a higher quality of work and products.
• Identifies problems more quickly.
• Promotes stronger communication among staff.
• Empowers employees to sustain their work area.
• An organized workplace reduces wastes and lowers costs.
• Creates a more comfortable and safer work environment.
• Change the mindset of employees and facilitate continuous improvement.
5
6. Sort
•The first thing to do is clear the clutter.
•Remove all items from the workplace that are not needed for current production
(or clerical) operations.
•Leave only the essentials. “When in doubt, move it out.”
•Break the “just in case” mentality.
•Use the Red Tag Technique.
6
Sort
7. Sort
7
• Red Tag Strategy:
– Is a simple method for identifying
potentially unneeded items in the
factory, evaluating their usefulness,
and dealing with them appropriately.
– For an item with a red tag, ask 3
questions:
• Is the item needed?
• Is the item needed in this quantity?
• Is the item needed at this location?
8. Sort
• Use Red Tag Guidelines to determine usefulness of location based on frequency
of use.
Never Place in holding area
Seldom(once/year) Store in a remote location
Infrequently (less than
once/month)
Store at facility
Once/week Store in work area
Once/day or more Store at workplace
8
Sort
Frequency of Use Action
9. Sort
• Once items are identified they need to be evaluated and dealt with:
– Hold it in a red tag holding area for a period of time – meaning they can’t stay there
forever.
– Relocate it
– Store it
– Keep exactly where it is
– Dispose of it
• Throw it out
• Sell it
• Return it
• Distribute it
• Keep a log of red tag items and results
9
10. Sort
• In order to implement the red tag strategy effectively a red tag holding are must
be created.
• Red Tag Holding Area
– Provides a safety net
– Helpful when need or frequency of need is unknown
– Is an “emotional buffer” – when an item is set aside and watched for an agreed upon
period of time people tend to be more ready to let it go when that time is over.
– Can be centralized, local to a department, or both.
10
11. Sort
• Here are some unneeded items that tend to accumulate:
– Defective or excess quantities of small parts and inventory
– Outdated or broken jigs and dies
– Worn-out bits
– Outdated or broken tools
– Old rags and other cleaning supplies
– Electrical equipment with broken cords
– Outdated posters, signs, notices, and memos
11
12. Sort
• Here are some locations where unneeded items tend to accumulate:
– In rooms or areas not designated for any particular purpose
– In corners next to entrances or exits
– Along interior and exterior walls, next to partitions, and behind pillars
– Under the eaves of warehouse
– Under desks and shelves and in desk and cabinet drawers
– On unused management and production scheduling boards
– In tool boxes that are not clearly sorted
12
13. Sort
• Sort Reduces:
– Crowding of factory or workspace
– Time wasted searching for parts and tools
– Costs to maintain unneeded inventory and machinery
– Hidden problems due to excess stock on hand
– Difficulty in improving the process flow
13
14. Set in Order
• Now that the area has been cleared of out of unnecessary items, it is time to find
a “home” for the items that will remain.
• Set In Order means to arrange needed items so that they are easy to use and
label them so that anyone can find them and put them away.
• “A place for everything and everything in its place!”
• Note: Sort and Set In Order work best if implemented together.
14
15. • Set in Order is the core of standardization.
• Standardization means creating a consistent way that tasks and procedures are
carried out.
– When we think standardization we should think “anyone”.
– Applies to both machinery and operations.
15
Set in Order
16. Set in Order
• Principles of storage to eliminate waste:
– Locate items in the workplace according to their frequency of use.
– Store items together if they are used together, and store them in sequence they are
used.
– Make storage places larger than the items stored there so that they are physically
easy to remove and put back.
– Get items off the floor and top shelves.
16
17. Set in Order
• Implementing Set In Order
1. Decide on the best locations for jigs, tools, dies, parts, equipment, and machinery.
2. Identify the locations so that everyone will know what goes where, and how many of
each item belong to each location.
17
“Make it Visual”
Set in Order
18. Set in Order
• A Visual Workplace is an area where anyone can enter and in 5 minutes or less
know the who, what, when, where, how, and why of the work area without talking
to anyone or opening a book or turning on a computer.
18
19. Set in Order
• Use visual controls to help set in order
– A visual control is any communication device used in the work environment that tells
us at a glance how work should be done.
– Examples:
• Where items belong & how many
• Standard procedure (I.e. work standards)
• WIP Status
19
Key Point: Visual controls help to detect
abnormalities immediately!!!
20. Set in Order
• Some techniques for visual identification include:
– Floor markings
– Signboards
– Color coding
– Outlining
– Shadow boards (tool cutouts)
– Limit lines (min/max height or width
– Modular shelving
– Arrows
20
22. Set in Order
• Eliminates waste in production and clerical activities such as:
– Excessive searching and returning
– Unnecessary motion
– Human Energy (frustration of not finding items)
– Defects (e.g. wrong part used)
– Excess inventory
– Unsafe conditions
22
23. Shine
• We can define shine as keeping everything swept and clean.
• Clean also means inspection.
23
24. Shine
• The removal of dirt, grime, & dust from the workplace.
• Purposes of Shine:
– Keep critical items in top condition, ready to be used, all the time
– Keep workplace clean and bright so everyone will enjoy working.
24
25. Shine
• Shine also helps…
– Make defects more obvious
– Prevent injuries (slipping, shavings in eyes)
– Make machine maintenance easier (fewer breakdowns)
– Reduce contamination which can affect machines, parts, and people
– Keep things in top condition so they are ready to use when needed
– Increase morale by having a bright, clean workplace
25
26. Shine
• Steps to implement shine:
1. Determine cleaning tasks (what, where)
2. Determine who cleans
3. Determine when and how often to clean
4. Determine the method cleaning
5. Determine cleaning materials (use Set In Order)
6. Start to cleaning
26
27. Standardize
• Create a consistent way that tasks and procedures are done
• Set-up rules for the first 3 of the 6S’s (sort, set in order, shine) so they are
properly maintained
• Standards must be simple and easy to follow
• People usually think 6S fails at Sustain, but it typically fails at enforcing the
rules
27
Standardize
28. Standardize
• The main purpose is to:
1. Prevent setbacks, or backsliding in your efforts
2. Reduces 6S time by making it more effective and efficient
• Determine and spread best practices
• Develop methods/procedures
3. Make implementing first 3S’s a daily habit
28
Standardize
29. Standardize
• Problems that arise when standardized cleanup is not well implemented:
– Conditions go back to their old undesirable levels even after a company wide 6S
implementation campaign.
– At the end of the day, piles of unneeded items are left from the day’s production a lie
scattered around the production equipment.
– Tool storage sites become disorganized and must be put back in order at the end of
the day.
– Debris constantly falls on the floor and must be swept up.
– Even after implementing Sort and Set in Order, it does not take long to start
accumulating more supplies than needed.
29
30. Standardize
• Three steps for making the first 3S’s a habit are:
– Step 1: Decide who is responsible for which activities and assign them.
– Step 2: Integrate 3S activities into regular work duties.
– Step 3: Perform periodic checks to see how well the 3S condition is being maintained.
30
31. Standardize
• Develop written and visual standards for each of the 6S activities
• Develop standards for signs, signboards, and labels
• Use the standards to hi-light abnormalities
• Develop a checklist to ensure conformance
• Get everyone to think proactively
– how to keep it from getting dirty
Production activities should automatically produce the 6S as part of their
normal process
31
32. Standardize
• When a problem is re-occurring it is time to take the implementation of
standardization to the next level; PREVENTION
• Preventive Orderliness
– Make it difficult or impossible to put things in the wrong place
– Eliminate the need to return items
– Eliminate use of certain tools
• Preventive Cleanliness
– Prevent things from getting dirty in the first place
– Treat contamination problems at the source
• Get to root cause – 5 whys and 1 how
32
33. Sustain
• Sustain means to make a habit of properly maintaining correct procedures
(Discipline).
• Discipline means to commit to maintaining a course of action even when
outside forces will challenge the effort.
• Discipline is best taught by example.
33
Sustain
34. Sustain
• Here are some things that happen when sustain is not well implemented:
– Unneeded items begin piling up as soon as implementation of Set in Order is
completed.
– No matter how well planned Set in Order implementation is, tools and fixtures, do not
get returned to their designated places after use.
– No matter how dirty equipment becomes, little or nothing is done to clean it.
– Items are left protruding into the walkways, causing people to trip and get injured.
– Dirty machines start to malfunction and produce defective parts.
– Dark, dirty, disorganized workplaces lower workers’ morale.
34
35. Sustain
• Create conditions to promote discipline:
– AWARENESS and understanding of 6S
– You need to have or make enough TIME to perform 6S
– STRUCTURE to support how & when to 6S
– SUPPORT from management
– Rewards and Recognition
– Satisfaction, Fun, and Excitement
35
Sustain
36. Sustain
• Management helps 6S become habit by:
– Educating employees about 6S concepts, tools, and techniques
– Creating teams for 6S implementation
– Allowing time for 6S implementation
– Providing resources for 6S, such as supplies
– Acknowledging and supporting 6S efforts
– Encouraging participation of all employees, listening to their ideas, and acting on them
– Promoting ongoing 6S efforts
– Tracking the progress of the improvements so that employees can see the fruits of
their labor
36
37. Sustain
• Employees sustain by:
– Continuing to learn about 6S implementation
– Helping to educate others about 6S
– Being enthusiastic and positive about 6S efforts
– Participating fully in 6S implementation efforts
37
Sustain
39. Safety
• Create a safe place to work.
• Safety is priority #1.
• Prevent accidents and injuries while
enhancing safety consciousness.
• Safety and quality go hand-in-hand.
• Safety improves as the other S’s are
established.
39
40. Safety
• Tools and techniques to increase safety consciousness:
– Basic safety awareness training
– Hazard identification
– Understanding of policies and procedures
– Incident tracking, investigation and elimination of root causes
– Visual aides for safety equipment and protocols
– Machine guarding
– Conduct safety audits/evaluations
40
Safety
41. Safety
• Typical safety concerns to consider:
– Lift & Carry weight
– Push/Pull weight
– Pinch points
– Trip & Stumble opportunities
– Competition for space
– Improper use of equipment, tools & fixtures
– Repetitive Motions
– Access and availability of safety / emergency equipment
– Use of personal protective equipment (PPE)
41
42. Resources
5S for Operators: 5 Pillars of
Visual Workplace
Productivity Press
1996
42
5 Pillars of Visual Workplace
Hiroyuki Hirano
1995
Resources