5s_smpl_1

5/25/2018 5s_smpl_1

1/32

2000 QualityToolBox com LLC all rights reserved

1

A STRATEGY FORPERFORMANCE

EXCELLENCE

5/25/2018 5s_smpl_1

2/32


2

Executive Overview

Participant manual

Tools WorkbookKnowledge

Breakthrough

Lecture notes Lecture notes

Performance Excellence Series

Training Module Elements

5/25/2018 5s_smpl_1

3/32


3

Session 1.0 Introduction..... 3

Session 2.0 Waste Management .. 14

Session 3.0 5S Implementation. 20

Element 3.1 Systematic Organization... 31

Element 3.1.1 Red Tag System. 47

Element 3.2 Sorting Visual Placement.. 33

Element 3.2.1 Visual Sign System.. 66

Element 3.2.2 Visual Color System... 76

Element 3.3 Scrubbing Clean. 40

Element 3.4 Standardizing Control... 45

Element 3.5 Self Discipline Control... 48

5/25/2018 5s_smpl_1

4/32


4

What is 5S ?

An essential step required for Waste Elimination

An integral step in Kaizen

A required element to achieve Lean-site

Manufacturing.

Systematic

Organization

Seiri

Orderliness

Seiton

Cleanliness

Seiso

Cleanup

Seiketsu

Cleanup

Seiketsu

Standardization/Perseverance

Shitsuke

5/25/2018 5s_smpl_1

5/32


5

5S Performance Excellence Model

Systematic-Systematic

Organization

Scrubbing clean

Self-Discipline-

Control

Customer Expectations

Sorting Visual

Placement

Standardizing

Control

Improved Quality

Improved Safety

Reduced costs

Consistent Deliveries

Improved Product/ Service

Options

5/25/2018 5s_smpl_1

6/32


6

The Five Elements of 5S

Systematic SystematicOrganization- Identifying what

items are required and which

are not.

Sorting Visual Placement-

Items should be easilyretrievable, easy to get, and

visual-easy to see.

Self-Discipline/Control-

Ensuring that Systematic

Organization, Visual

Placement & Cleanliness

are maintained.

Scrubbing Clean-Keep the area free from debris,

dirt, oil, items not needed.

Standardizing Control-

Maintain and continually

improve the previous

improvements.

5/25/2018 5s_smpl_1

7/322000 QualityToolBox com LLC all rights reserved

7

Major CPI

Tools (6) Kai zen Lean Des crip t ion

Cp/Cpk Process capability assessmentDOE Design of experiments

SPC Process control based on statistics and data analysis

FMEA Risk assessment tool

Regression Correlate effect one variable has on another

Process Map Map process steps to communicate and identify opportunities

5 whys /2 hows Determination

methods for root cause discovery

Pareto Column chart ranking items highest to lowest

Fishbone Cause / Effect Diagram

5S Elimination waste

Visual Mgmt Emphasis on visual techniques to manage process

Poka-Yoke Error proofing techniques

Spagetti Chart

Kanban Material storage technique used to control process

Takt Time Determine pace or beat of a process

Std Work Evaluate tasks done during a process

SMED Single minute exchange of dies - Quick machine set upTPM Integrate maintenance strategy with process

Cellular Flow Reduce inventory & cycle time thru process layout and pull

production techniques

Expand Process Improvement Program to Utilize Kaizen Tool Kit

Tool Kit Comparison

5/25/2018 5s_smpl_1

8/32


8

6 Sigma

Disciplined Methodology

Technical Approach(Quantitative)

Data Driven - Statistical

Customer Focus

Reduce Variation

Focus on Large ImpactLarger/Longer Projects

Kaizen

Philosophical Approach

Common Sense Approach(Qualitative)

Data Driven - Observation

Operational Focus

Waste Elimination 5S

Incremental ChangeSmaller/Shorter Projects

Complimentary Tools Driving Continuous Improvement

Expanding the Strategy

Performance Excellence

5/25/2018 5s_smpl_1

9/322000, QualityToolBox.com, LLC, all rights reserved9

Comparative AnalysisImprovement Methodologies

Similar in Structure

Improvements measured againstestablished process

Team oriented

Similar improvement tools

Measure effectiveness of improvements

Maintain new performance level

Standardize & Proceduralize

Results

More Efficient Processes

Comparison

Both are Effective Improvement

Mechanisms

CPI/6s best applied to large complexproblems

Kaizen/Lean best applied to achieve

incremental changes and eliminate wastes.

Measure

- Data Collection- Determine Process Potential / Goals

Evaluate

- Root Cause / Vital Few

- Statistical Analysis

Improve & Verify

- Implement Improvement

- Validate Improvement

Standardize

- Standardize / Leverage

- SPC

- Update Procedures

Evaluate

- Baseline Process Performance- Establish Target

Decide

-Compare solutions

-Choose

Act

-Communicate

- Implement improvement

- Control

Measure

- Validate improvement

- Standardize

- Update ProceduresFocus

- Reduce Process Variation

- Identify Critical Cause and Focus

Resources for Maximum Impact

Focus

- Eliminate Waste 5S

- Seek Incremental Process Changes

Kaizen/Lean6

Summary- Technical Approach based on Statistical

Analysis

- Requires Significant Data Collection

- Best applied to Manufacturing Processes

- Typical Projects 1-3 Months

Summary- Common Sense Approach based on

Observation

- Applicable to all types of processes

- Defined improvement strategy

- Typical Projects 1 week

5/25/2018 5s_smpl_1


Why 5S

To eliminate the wastes that result from

uncontrolled processes.To gain control on equipment, material & inventory

placement and position.

Apply Control Techniques to Eliminate Erosion of

Improvements.

Standardize Improvements for Maintenance of

Critical Process Parameters.

Look Familiar?

5/25/2018 5s_smpl_1


Overproduction

Delays (waiting time)

Transportation

Process Inventories

Motions

Defective products Untapped Resources

Mis-used Resources

9Wastes

The Nine types of wastes.

5/25/2018 5s_smpl_1

12/322000, QualityToolBox.com, LLC, all rights reserved

12

Overproduction ______________________________

Delays (waiting time)__________________________

Transportation _______________________________

Process_____________________________________ Inventories__________________________________

Motions ____________________________________

Defective products ____________________________

Untapped Resources __________________________ Mis-used Resources ___________________________

9

Wastes

Give an example of each type of waste.

The Nine types of wastesThink Break

5/25/2018 5s_smpl_1


13

5 S Element Waste/ Improvement Item Deliverable

Systematic

Organization

Elimination of finding.

Reduction of part selection errors.

Reduced Costs

Improved Quality

Increased Product Options

Sorting-Visual

Placement

Elimination of finding.

Elimination of nonconformances.

Elimination of motion.

Reduction of part selection errors.

Reduced Costs

Increased Safety

Improved Quality

Increased Product Options.

Scrubbing Clean Increased safety.Preventive maintenance.

Increased equipment knowledge.

Increased Safety

Improved Quality

Standardization

Control

Increased equipment life.

Higher morale.Clean environment.

Increased visibility of nonconformances.

Improved Quality

Consistent DeliveryImproved Safety

Elimination of Waste

5/25/2018 5s_smpl_1


14

Systematic

Organization

CleanlinessVisual Placement

Standardization

5 S

Implementation

Plan

Progressive

Enhancements

Step 1

Establish 5 S

Implementation Team

Step 2

Develop Specific

Implementation Plan

Step 3

Develop Communication

Plan

Step 4Develop 5 S Training Plan

Step 5

Implement 5 S

Step 6

Verification of Effectiveness

5/25/2018 5s_smpl_1


15

Removing Red Tagged stuff

What Stuff would you Red Tag in these pictures?

Picture A__________________________________________________________

Picture B _________________________________________________________

Think Break

5/25/2018 5s_smpl_1

16/32

2000, QualityToolBox.com, LLC, all rights reserved16

In the following pictures, identify some of the finding wastes ( assume you work in a

distribution center and you have to fill an order with product located in the following

pictures).

___________________ ___________________ _________________

___________________ ___________________ _________________

___________________ ___________________ _________________

___________________ ___________________ _________________

Everythinghas a useable place

Think Break

Finding Wastes

5/25/2018 5s_smpl_1

17/32


Some evidence of standardized work areas

Clear, shiny aisle ways

Color coded areas

Slogans, banners

No work-in-process ( WIP )

One-Piece Flow

Standardized Work Sheets

5/25/2018 5s_smpl_1

18/32


Visual Color System Implementation

Develop a map identifying the access ways(aisles, entrances, walkways etc.)and the action areas.

Perform any necessary realignment of walkways, isles, entrances.

Assign an address to each of the major action areas.

Mark off the Walkways, Aisles & entrances from the action areas Table 1.0

Apply flow-direction arrows to aisles & walkways Table 1.0

Perform any necessary realignment of action areas.

Mark-off the inventory locations Table 1.0.

Mark-off equipment/machine locations Table 1.0

Mark-off storage locations( Cabinets,shelves,tables) Table 1.0

Color-code the floors and respective action areas per Table 1.0.

5/25/2018 5s_smpl_1

19/32


Cleanliness involves cleaning every aspect of

the Organization and the removal of dirt,

dust,oil, scraps on the floor, & garbage.

Key Deliverables

A cleanSystematic Organization results in increased safetyand

efficiency.

Increased

Safety

Increased

Efficiency

5/25/2018 5s_smpl_1

20/32


Step 2: Allocation:

Assign resources to the specific tasks required to make 3S a habit.

5S To Do Plan Date: Page of

5S Team Members Company/Division Name: Person Preparing This Sheet

Item#

DateStarted

5S element 5S Task - Action PersonResponsible

Location/Department

PercentComplete

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

100 25

75 50

5/25/2018 5s_smpl_1

21/32

5S for the Workplace

Training andSourcebook

for5S Worksheets

How to Use This Manual

5/25/2018 5s_smpl_1

22/32

The continuous improvement tools that are presented in Sections1-10 of this manual are shown in order of use. These formsMUST be completed in the order presented in this manual. Eachsection contains a brief description of the tool, its purpose, whento use it, who should use it, how to use it, and the expectedresults.

Remember to focus on the elimination of waste.Strive to maximize yields and obtain cost reductionsfrom existing machinery and equipment beforebuying solutions. Improve current systems andtechniques before automation. Automating a systemor practices without first having an understanding ofthe process will not solve underlying processproblems.

Perhaps the most important point to remember is that

we must understand a process before we make anyattempt in changing it. No Tampering is the first ruleof continuous improvement. We can not tamper witha process without understanding it.

By using these tools, we will all share a common andsystematic approach for questioning, analyzing,proposing solutions, experimenting, and finally,implementing proven changes.

The problems that exist in the worldtoday

cannot be so lved by the same level of

th ink ing

that created them.

Improvement

Identify waste

Measurement

5S

Template

5/25/2018 5s_smpl_1

23/32

Table of Contents

Section 1 Development of 5S To Do Plan:Establishment of the 5S team focused on

the development, training, and implementation of the companys 5S program.Deliverable includes action plan and associated tasks with the 5Simplementation. 4

Section 2 Waste Identification Map: Identification of the 9 wastes associated withproduction of products and services. A detailed map of each major work area isdeveloped describing the major types of wastes in each area. These wastes arethe improvement opportunities that exist prior to5S...

The overall wastes is calculated for all the work areas and identified on the 9

Waste Radar Chart

7

Section 3 5S Action sheet: Establishing baseline key performancemetrics in terms ofkey deliverables, photographs, and current conditions of the before 5Simplementation phase. Deliverable includes the 5S actionsheet.

11

Red Tag Strategy: The utilization of Red Tags to visually identify items whichare not needed or used infrequently..

14

Section 5 Visual Color Sheets: Utilization of colors to identify specific work actions,inventory locations, access areas within the work environment. Initializationbegins with development of Visual ColorSheets.

17

5/25/2018 5s_smpl_1

24/32

Section 6 Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling,inventory, safety, hazard and work center locations. Sample SignSheets.

20

Section 7 Standard Cleaning Work Sheet:A cleaning matrix identifying the work arearesponsibilities, supplies, and schedules for cleaning. .. 23

Section 8 Cleaning To Do List:A action list identifying specific cleaning tasks for eachwork area identified on the Standard Cleaning Work Sheet.. 27

Section 9 5S Status Report:A report identifying implementation effectiveness of each 5S

steps applied. A variable metric ranging from 0-5 is established for each stepimplemented.. 30

Section 10 Waste Identification Map: Identification of the 9 wastes associated withproduction of products and services. A detailed map of each major work area isdeveloped describing the major types of wastes in each area. These wastes arethe improvement opportunities that exist prior to 5S

9 Wastes Radar Chart:After the completion of 5S, the results of the waste reduction

is recorded, charted and compared to the initial 9 Waste Radar Chart.

33

5/25/2018 5s_smpl_1

25/32

Section 2

Waste Identification Map


5/25/2018 5s_smpl_1

26/32

Manager or Team Leader (Section A) Area or Process Name (Section B) Person Preparing This Sheet (Section C)

Over production Delays

Transportation

Process Inventory

Motion

Defective Product

Defective

Untapped

ResourcesMis-used

Resources


5/25/2018 5s_smpl_1

27/32

9 Waste Radar Chart

% of Waste Before 5S

% of Waste After 5S

0

Defect ive Product

Tran sportati on

Delays

ResourcesMi s-used

Process

10

Motion

Inventory

UntappedResources

90

70

2030

4050

60

80

100Over production

5/25/2018 5s_smpl_1

28/32

Overproduction Delays Transportation Inventory Motion Processes Defective

Products

Untapped

Resources

Mis- Used

Resources

Before After Before After Before After Before After Before After Before After Before After Before After Before After

00

90

80

70

60

50

40

30

20

10

0

The Nine Wastes

PercentageofWaste

5/25/2018 5s_smpl_1

29/32


Purpose Used to create a visual picture of a work area to assess waste in work placeorganization, office/cell layout and crewing. Shows the type of each waste insection/division of the organization. Also utilized to indicate equipment type,size, and distances within each work area.

When To Use The Waste Identification Map should be used after the 5S To Do plan iscompleted. A map should be developed for each department or focus areaof the 5S program. Do not attempt to develop a single Map for an entireorganization, it will become too busy to be effective.

Who Should Use It The Waste Identification Map can be used by anyone involved in continuousprocess improvement.

Expected Benefits The Waste Identification Map will provide information about work waste ineach department, work sequence, equipment layout and distances. TheWaste Identification Map not only provides actual waste, but also provides avisual layout of the interrelationship of the waste.

5/25/2018 5s_smpl_1

30/32

How To Use It 1. Referring to the 5S To Do Plan, identify each respective area 5S will

be implemented. Develop a Waste Identification Map for each area ordepartment and complete sections A, B, C, with the necessaryinformation. Note you may have multiple Maps for the entire 5Simplementation program.

2. For each work department, fill in the equipment, access areas,

storage areas, inventory locations etc. on the Map. It is best to drawthese to scale.

3. Next identify the processes for each areaon the Map.

4. Next, list the products and servicesat each applicable workstation.

5. Next, identify the product/service flowthrough the respectiveprocesses & work stations.

6. Establish time trials for each major activityand when completed

document the time for each major activitywithin the department.

7. Document the type of waste and time associated with each wasteateach activity, process, equipment, inventory, storage, and officelocation.

8. For each type of waste identified, complete the waste matrix section onthe bottom of the 9 Waste Radar Chart in the before column. Note:The y-axis list % of waste, use whatever metric makes sense i.e.time, $, labor hours, productivity etc. Remember that your goal isto reduce these wastes as a result of the 5S Program.

Chart the % waste value for each type of waste on the Radar Chart.Connect each of the values on the radar chart. This is extremely important,this is your baseline metric and will be used to determine the magnitude ofyour improvements.

Next Step You are now ready to move to the next step, the Action Sheet.

5/25/2018 5s_smpl_1

31/32

5/25/2018 5s_smpl_1

32/32

Documents

5s_smpl_1