The 5 S Technique and Kaizen

8/9/2019 The 5 S Technique and Kaizen

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Corporate Training Program

Trainer: Er.Ashish Saxena

5S


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Program Module

(Module-1) Introduction The 5S's

Benefits of 5S

How 5S Eliminates Waste

(Module-2) Putting 5S to work Sort

Red Tag Movement

Set in order

Visual Tools

Shine

Standardize

Sustain

(Module-3) 5S and Teamwork

5S evaluation team

5S Photography Team

5S Mapping Teams

Red Tag Register & 5S

Board

(Module-4) 5S Project

Executing the Project

Management Presentation


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The Participants will Learn

How 5S improves the workplace.

Why 5S makes the tasks easier.

How to sort through the junk waste.

Finding the optimum location for each item.

Standardizing your work to avoid errors. "How clean is clean?" and why Mother was

right.

How to evaluate a workplace.

Photos and Mapping For Efficiency

Using the Red Tags to eliminate junk.

How to keep from backsliding.


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What is Industry ?

Man-powerMachinesMaterialsMethods

(4Ms)

ProductsServices

Industry

Input Output


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KAIZEN is a feedback.

Industry

Input Output

KAIZENaction

KAIZEN is a corrective action.


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Introduction

What is Housekeeping

The 5S's

Benefits of 5S

How 5S Eliminates Waste


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Housekeeping

Housekeeping does not mean only cleanliness,

it means much more than only cleanliness


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It means cleanliness, tidiness and much

more

i.e.

Place for every thing

&Every thing in its place


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Why Good Housekeeping

Good housekeeping

promotes

Clean

EnvironmentQuality

SafetyProductivity


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How does good housekeeping help?

Inventoryof

every

item

Getrid

of

unwanted

material

Why

Do

We

need

Place for every thing

Lowinventory

means less

cost


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How does good housekeeping help?

Identification

System

in the

department

Searching

Time

Is

eliminated

Discipline

In

the

department

Every thing in its place

Improved

productivity

and

high

morale


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Therefore, the first step towards good

housekeeping will be to identify

if there is a place for every thing in the

department,

and if every thing is in its place.


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Employee Involvement in Housekeeping

Employees can help by:-Remembering the value of their own housekeeping

efforts.

Treating the workplace as their second home i.e.making sure that it is clean, safe and comfortable.

Being aware of their own attitudes and habits.

Becoming members of housekeeping teams responsiblefor communal areas.

Identifying ways to make housekeeping easier.


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The Practice of Good Housekeeping

Many people think that housekeeping should be done byhousewives at home, and cleaners at work. They do notrealize that they, too, play an important part in keeping theirhouses/workplaces clean.

More importantly, they do not know how much they can gainfor themselves by just practicing good housekeeping.

Whether you work in an office, the factory, the warehouse,the laboratory or any other place, housekeeping is relevantto you.


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Why do 5S ?

We dont have enough space!


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Why do 5S ?

I cant find what Im looking for!


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?What is 5S


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1. Sei-ri (Organization)

2. Sei-ton (Set in Order)3. Sei-so (Cleaning)

4. Sei-ke-tsu (Standardization)

5. Shi-tsu-ke (Self-discipline)

5S OSCSS

5S stands for 5 initials

of the following Japanese

words:


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Translation

Japanese Translation Conversion

Seiri Organization Sort

Seiton Neatness Set in Order

Seiso Cleaning Shine

Seiketsu Standardization StandardizeShitsuke Discipline Sustain


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Housekeeping:- Kitchen Story

5S is like cleaning out your Kitchen.Clear everything out, make piles(Sort-Seiri)

Organize the things that you are going to keep or

want to dump(Set in order-Seiton) Clean top to bottom, fix or repair as needed

(Shine-Seiso).

Keep right things at right places(Standardize-Seiketsu).

Practice it always(Sustain-Shitsuke)


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5S Explanation

When in

doubt,

move it

out-

Red Tag

technique

Sort


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5S Explanation

When in

doubt,

move it

out-

Red Tag

technique

Sort Set inorder

A place

For

everything

and

everything

in its place


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5S Explanation

When in

doubt,

move it

out-

Red Tag

technique

Sort Set inorder

Shine

A place

For

everything

and

everything

in its place

Clean and

inspect

orinspect

through

cleaning.


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When in

doubt,

move it

out-

Red Tag

technique

Sort Set inorder

Shine Standardize

A place

For

everything

and

everything

in its place

Clean and

inspect

orinspect

through

cleaning.

Make upthe rules,

follow andenforcethem.

5S Explanation


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SORT

(Organization)

Clearly distinguish

needed items from

unneeded items

and eliminate

the latter

Keep needed items

in the correct

place to allow for

easy & quick

retrieval

SET INORDER

(Orderliness)

This is the

condition we

support when

we maintain the

first three pillars

STANDARDIZE(Standardized

Cleanup)

workshop

swept and

clean

Keep the

SHINE(Cleanliness)

SUSTAIN(Discipline)

Make a habit

ofmaintainingestablishedprocedures


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The 5S Ladder

Sort

Set in order

Shine

Standardize

Sustain

Visible and

PracticalShop floor

Led

ManagementLed

Cultural


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Benefits of 5S


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EQIPMENT RELIABILITY

SAFETY

PRODUCTIVITY

QUALITY

Importance of 5S

Prevent errors

Eliminate wastes

Prevent accidents

Eliminate maintenancebreakdowns


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Benefits of 5S

Teamwork and discipline Organized workplace

Safer work environment

Reduces stress Impresses customers

Reduces waste

Better handle on costs More pleasant place to work

Supports other Building Blocks of Lean

According to a survey conducted by the Hong Kong


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According to a survey conducted by the Hong Kong5S Association, and another by Andrew Scotchmer,

the benefits from applying 5S include:

Improved Quality

Improved Productivity

Improved Efficiency

Improved Safety

Improved Delivery

Dynamic Teamwork

Higher Staff Morale

Can Do Culture

Lower Operating Costs

Professional Image


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How 5S Eliminates Waste (Types of waste)


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Method of identifying waste

Usable Item

Rework

Reworkable

Discard

Rejected

SCRAP

Usable Item

Repair

Repairable

Discard

Unrepairable

Necessary

Discard

No Potential Use

Usable Item

Move to ReqLocation

Potentially Useful

Discard

ArrangeDisposal

Req Spl Disposal

Unnecessary

NOT IN WORKING ORDER

Usable Item

IN WORKING ORDER

SORTING


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Putting 5S to workSort

Red Tag Movement

Set in order

Visual Tools

Shine

Standardize

Sustain


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1S


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Sort. Seri.Organization

Dictionary definition:-

To put things in order (or organize them) according to a

specific rule or principle.

Alphabetical Order A, B, C, D, .. Z Numerical Order 1, 2, 3, 4,

1S

Industrial definition:

To distinguish between necessary thingsandunnecessary things, and getting rid of what you do not

need.


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The first 1S focuses on eliminating unnecessary itemsfrom the workplace.

1S


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Definition:-

Remove from the work place

All the supplies, materials, tools and paper work

not required for doing the work. It is the waste, by-products, empty containers,

papers and information generated that is no longer

necessary.

1S

When in doubt, move itout!


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MeaningSort: Separate what is needed and what is not needed,

and keep only those things that are needed in theworkplace.

Discard unnecessary items.

Something used once a year would not be an everyday

item. And we would not necessarily need all of the everyday

items at once; but if lost, a replacement would benecessary.

1S


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The Key to Sorting

Sort does not mean that you throw out only items that

you are sure you will never need.

Nor does it mean that you arrange things into neat,straight patterns.

When you sort, you leave only the bare essentials.

When in doubt, throw it out! Even after neatly arranging our tools, the proper tool can

be difficult to find if we havent eliminated those which

we dont need. If we dont get rid of things, we may not have room for

the stuff we do need.

1S

Th Q ti T A k D i


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Three Questions To Ask DuringSort

1. What do I NEEDat my workstation

to do the required tasks?

2. How much do I NEEDat myworkstation to complete my job

every hour/shift/day?

3. Are there any OBSTACLESwithinmy work area?


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Wastes Avoided by Implementing Sort

1. Waste of Space, including shelves and cabinets.

2. Waste of inventory when parts and products become

unusable and obsolete.

3. Waste of time in having to move things around andsearch for parts.

4. Waste in control of unneeded items.

5. Waste of time during inventory.

1S


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Method

Make a clear standard for deciding what is necessary

1S

Things used once in a dayPlace close to area of use

Things used once a weekPlace close to the process

Things used once in 2 monthsPlace close to the plant

Things we dont know if well usePlace in a temporary storage

(If not used in one year, take further measures - throw away.)Things not used Throw away

Step-1


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Method1S

Step-3

Audit Committee regularly checks for

compliance Inspect frequently and without advance notice

Evaluate the workplace; provide feedback to the

associates regarding what is to be kept and whatis to be discarded


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Method1S

Step-4

Make sure that no unneeded things arebrought into the plant.

Do not create storage places for unneededthings.

If it doesnt have a storage place, well know its

unneeded


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Examples1S

We dont need things we cantuse. Worn out gloves, sand paper, etc.

Worn down drills, taps, and

punches Inaccurate micrometers, calipers,

and other measuring tools

Are rejects lined up with goodparts? As soon as rejects are found, put

them in the reject area. Remove defective parts from the

work cell at the end of every shift

We dont need things we dont

use Inventory, components of products

not being made, or unfinished parts Old prototypes or samples

We dont need a product we

cant sell Things whose design has become

outdated.

Things made in excess, due tomistaken expectations Things unable to be sold because

they have rusted or rotted


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Examples1S

We dont need things that slowus down Doors which must be opened or

closed transporting products to thesubsequent process? If structurally possible, consider

removing the doors and walls Does the process add value?

We dont need an excess of

assembly parts

Have you ever thought, are thoseparts necessary? Assembly time can be compared to

the number of bolts


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Beware of excuses when sorting!

We may need it!When we need it, we will not be able to

get it!

There is a cost to throwing this away! It took a long time to prepare it!

It cost a lot to prepare it!

What if we get busy?!


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Red Tag Movement


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What is Red Tag Strategy

The Red Tag Strategy is a simple

method for identifying potentiallyunneeded items in the workcell,

evaluating their usefulness, and dealing

with them appropriately.


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Conduct a Red Tag exercise

Objectives for Red-tagging

Determine exactly what items are

required in the work area to do the required

tasks Determine the minimum and maximum

quantities that should be stored in the work

area. Determine the off-line storage location

for items that are seldom used.


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If you dont use it, move it!


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Is the item needed every day?


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Is the item needed every day?

Place close to area of use.

Is the item needed every week?

Place close to the process.

Is the item need every couple of months?

Store away in a convenient place

Do we know if we use the item or not?

Place in temporary storage.

Is the item never used?

Throw away

Stop bringing new, unneeded items intothe workcell!

An effective visual method to identify these unneeded items is called red tagging.


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An effective visual method to identify these unneeded items is called red tagging.

A red tag is placed on all items not required to complete your job.

These items are then moved to a central holding area.

This process is for evaluation of the red tag items.

Occasionally used items are moved to a more organized storage locationoutside of the work area while unneeded items are discarded.


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Setting up a Red Tag Holding Area

Determine a location for theRed Tag Holding Area.

Set up the Red Tag Holding

Area and put up a Red Tag Holding

Area sign.

Identify a Red Tag Holding

Area manager.

Write and post rules and standardsfor the Red Tag Holding Area including

item disposition rules.


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Red Tag Example

Fill out red-tag foreach type of item

Item classificationItem ID and quantity

Reason for red taggingWork areaDateValue (optional) If you have multiplequantities of thesame item, only fillout 1 red tag.

Item # 10

Item Description: Old Manuals

Location: LOCK ROOM 1

Reason for Red Tagging: Obsolete

Red Tagged By: Mohan Jain Date: 1/15/2006


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Red Tag in action


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Red Tag in action


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Red Tag in action


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Potential Failure Point #1

The area looks good now.We removed truck loads of stuff and now haveall of this extra space.

We dont need to go forward with thenext four steps.

If you stop now, freed up space will besquandered and unnecessary items willcreep back into the area.


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Results of Sort

Creation of extra work space

Safety improvements

Process improvements

Sample flow becomes more visible

Feels like a better (less clutter) place

to work Quality improvements


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2S

2S


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Set in Order... SeitonOrderliness

Definition:- Every piece of equipment, storage location,

consumable, tool, etc. in the workplace must have ahome.

Arrange and identify everything for ease of use.

2S

A place for everything, and

everything in its place

S i O d

2S


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Set in Order......

Meaning Neatly place and identify needed work items. Designate a

place for every needed item so that anyone can find it Always put things back in their designated spots Make it so that new employees, people from other companies,

or people who seldom come to the plant can find things easily Design a storage place that is well marked so that necessary

items can be taken out quickly and used easily Create storage space that makes it easy to return things to

their places and see if theyre missing

If things are in order, time wasted due to searching iseliminated.

2S

W t A id d b I l ti S t I O d2S


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Wastes Avoided by Implementing Set-In-Order

1. Waste of time searching for parts or tools

2. Waste from stopping the process

3. Waste from replacing lost items4. Waste caused from changing plans

5. Waste from late deliveries

2S

M h d2S


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Method

Straighten up thoroughly

Never straighten up anything you do not need; just get rid ofit

Within the work area, store only the necessary minimum Decide whether each item is a personal possession or a

group possession

2S

Step-1

M h d2S


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Method2S

Step-2

Decide on where to place things

Decide on a convenient place in the workarea to place things The more its used, the closer to the

process you place it

M h d2S


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Method2S

Step-3

Decide on how to place things There are many different ways of storing things such as: shelves,boxes, lockers, and hanging. Storage should display items clearly for

easy identification and access. We welcome any ideas from each workarea.

According to function: storage places for objects with the samefunction

According to product: organizing a set of objects necessary for a

certain product and placing them in one container or location.

M th d2S


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Method2S

Step-4

Display Locate display in the storage area Display the actual item to be stored Label and identify the storage location of

each item

Sign-out sheets can be used to keep trackof items

E l

2S


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Examples2S

Put things so that anyone can find them Post a list of articles (names, pictures) Make things easy to take out. Even a nicely made tool board can make things hard to take out or even cause an injury if its too

crowded. So, leave plenty of room. Enter the name of the person who is responsible for the articles.

E l

2S


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Examples2S

Arrange Equipment for easy access to parts byoperator

E l

2S


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Examples2S

Standardize by taking pictures, drawing sketches, andmarking floor so everyone knows where the equipmentbelongs. Use shadow boards to standardize location of hand tools Place Shadow boards for easy access of tools by operator

Mark addresses on both racks and totes Designate location and label it for all materials Use bins as signals for production when possible

E l

2S


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Examples2S

Heres how to store parts and in-process inventory Place parts according to kind, and make the amount easily seen Make first in, first out possible Make the area only big enough for the necessary amount Make it so that when there are too many parts, they protrude from the

area. This way anything abnormal can be discovered

After everythings put in order, post written standards in the area and traineveryone in the workplace


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Visual Tools

T


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Visual Tools

Those working in a value stream can easilysee upstream and downstream process stepsand can react quickly to issues

Supervisor/lead can easily monitor entireprocess and can quickly react to issues

Operational metrics visible, real-time, tooperators

Andon lights or mailbox flags indicate state ofequipment


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S d di Vi l C l


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Standardize - Visual Control

Use visual controls to

identify standard

methods for 1S, 2S,

and 3S

Standards for Waste

are clearly displayed

One sign each to

identify what goeswhere

S d di Vi l C l


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Standardize - Visual Control

Standardize each storagelocation if similar storage

locations exist for a singleprocess

Reduces confusion for

people that work in

the area

This picture is also posted on the cabinet door as a reminderof how the standard locations should look.

Vi l T l


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Visual Tools

1. Border- sets boundaries, areas

2. Home address- tells what item belongsinside the border

3. Label- tells what the item is and where itbelongs

B d


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Border

A line around an itemto identify itsarea/boundaries.

traffic lanes stationary items

mobile items

walkways

surface items

B d


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Border


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L b l


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Label

A sign on the item. It should include:

name of item

items home location


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3S

Shine Seiso Cleanliness3S


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ShineSeiso.Cleanliness

Definition:- tool

piece of equipment

square foot on the floor

working surface

writing surface

piece of furniture

Wall

rest area ,meeting place, storage place

3S

If it doesnt get dirty, it doesnt have to

be cleaned.

is swept, cleaned and free ofgrim, dirt and grease,

properly painted & sealed,and kept that way

Shine Seiso Cleanliness3S


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Shine: Clean with a purpose and alwaysmaintain a clean and shiny work place.

Ensuring equipment is in usable condition is the primarypurpose of shine.

Get rid of all garbage and dust from the work area

Clean everything from the floor, the walls, the ceiling,

and even the opposite side of the fluorescent lights orthe inside of cabinets

3S

Shine Seiso Cleanliness

3S


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All machine equipment, shelves and lockers also must be cleaned Especially today, since high quality and high value added products

are being developed and produced, even a small amount of dirt ordust can cause rejects. No matter how advanced the machines are, ifthey are not being cleaned thoroughly, it wont mean a thing.

Cleaning up (Shine) does not mean just to clean; it should berecognized as a vital part of the manufacturing process

Polish the machinery every day so that our equipment really shines

Never just paint over the dirt on machines. Dont mistakenly think

that if it looks clean, it is clean.

Thoroughly polishing the machines and equipment every day willallow any little abnormalities to be discovered. This is called a clean-up examination.

3S

Method3S


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Method

First, get rid of all that dirt

Use the top down cleaning method clean from theceiling to the floorClean thoroughly with a broom, mop, and a dust clothMake sure that the office staff and the leaders participate.

They should use the brooms, too!

Step-1

Method3S


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Method

Step-2

Correct any issues uncovered by cleaning up

A bumpy floor makes transport difficult, itscratches the products, and is not safe

Is there any trouble with any of the machinery?


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Method3S


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Method

Step-4

Make up a standard cleaningchart with areas and responsibilityassigned and implemented

every day without fail

Examples

3S


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Examples3S

First, start with some Shine (cleaning)tools

Are there any dirty dust cloths or mops hanging up? Are there any brooms that cant be used?

Also, manage brooms and mops by keeping acertain fixed number of them

Examples

3S


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Examples

During periods of work stoppage, everyone canhelp make our area shine. A first stage starts withdeciding on boundary lines.

Borderlines on the floor are distinct Boundary lines on the floor organize traffic within the plant Things are at right angles and parallel Nothing is to be placed on the line Redraw faded lines. Faded or dirty lines are a source of accidents

and are dangerous

Examples

3S


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Examples

Make sure product chips and scrap dont

scatter out from the process

Dont leave scattered bits of material lying around Scraps left lying can pierce an associates or customers

shoe Use trays or tables to catch chips or scrap


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Results of Implementing Shine3S


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Results of Implementing Shine

Cleaner & more satisfying place to

work

Quality improvement

Safer place to work (fewer accidents)

3S


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4S

StandardizeSeiketsu4S


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StandardizeSeiketsu

Standardize:Become a role model for adhering to the standards of

the first three Ss and encourage others to follow them.

Make rules and procedures to promote a good workenvironment until the first three Ss become everybodys

second nature.

Once the need to standardize becomes part of theculture of our workplace, everyone in the plant will have

the discipline to follow through on what has beendecided.



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StandardizeSeiketsu

Some people may say:- Even if our company does the 5-S, it will never

work because the basics of the job are not even

being done Even if we make a tool board, no one returns

things to where they belong.

Even if we decide on a place to put parts, it is

only followed for the first two or three days!


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StandardizeSeiketsu

STANDARDIZE Design

I will design a product that has been decided, in the way thatit has been decided, on the day that it has been decided.

Production Work Place

I process the designated material, with the designatedmachine, following the pre-determined methods

StandardizeSeiketsu

4S


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StandardizeSeiketsu

Materials I procure the decided materials, on the designated day, at the

decided price

Shipping

I deliver the designated product on the decided shipping dateto the designated place.

Process Management

I do the production and manpower plan by the decideddelivery date, following the decided rules.


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Examples

4S


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Examples

Make it clear who is responsible

Everyone knows his or her responsibility. Conduct a morning meeting and designate anowner


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5S

Sustain.. Shitsuke.Discipline5S


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p

Definition:- Create and maintain a favorable 5S atmosphere in the

work place.

Both management and operations have the responsibility

for sustaining 5Ss

Create an atmosphere that encourages

everyone to think about 5S everyday..

Method5S


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Method

Maintain 5-S awareness We need to be continually motivated to improve the

company and promote the 5-S program. Distribute a 5-S newsletter, 5-S posters, 5-S awards,5-S motto, 5-S Day always continuing to inspirefresh, new enthusiasm

Develop a trigger for implementing Improvementactivities

Step-1

Method5S


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Step-2

Create opportunities to improve the 5-SGroup tools to use are:

5-S observation tours Continuing Kaizen workshops Team and Management Audits using WorkplaceOrganization Tool

Team and Management Audits using Cleaning andLubrication Standards and Visual Work Instructions


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Thank You

Documents

The 5 S Technique and Kaizen