Presentation on theme: "Ch-3 5s1 5S Workplace Organization. Ch-3 5s2 5S 5S Contents: S1 --- Sort out. Get rid of the stuff you don’t needed. S2 --- Set in order. Place the stuff."— Presentation transcript:
Ch-3 5s2 5S 5S Contents: S1 --- Sort out. Get rid of the stuff you don’t needed. S2 --- Set in order. Place the stuff you do need where in the best place for you. S3 --- Shine. Eliminate clutter, dirt and oil to improve quality and safety. S4 --- Standardize. Set up a system to maintain the new workplace. S5 --- Sustain. Follow the new standard every day.
Introduction to lean3 5S Overview Henry Ford had a similar notion called CANDO (Clean, Arrange, Neatness, Discipline, and Orderliness). The 5s techniques should be used in conjunction with improving workplace layouts and creating manufacturing cells; Managers and supervisors have to be vigilant to make sure the proper habits of workplace organization are created and maintained.
Ch-3 5s5 Setup cage beforeSetup cage after Workstation Before Workstation After
Ch-3 5s6 Tool room beforeTool room after Workstation #1 before Workstation # 2 after
Ch-3 5s7 Attack shop floor mess Shop floor is where value added activities take place. Shop floor is dynamic. Direct observation on regular basis is critical to understanding. Organized and systemized work environments: Improve process flow Make your job easier The goal is to have essential items always in the same spot close at hand.
Ch-3 5s8 Attack storage waste Items once needed, no longer used. “Temporary” items. Duplicate items Broken items. “Stuff” If there is space, it will get filled!
Ch-3 5s9 Why 5s To eliminate the need to work around, walk around and trip over obstacles that aren’t needed in our jobs. To shorten steps and reaching. To eliminate bending or stretching. To create a safer work environment. To reduce errors caused by excess tools and material.
Ch-3 5s10 Why 5s To minimize motion waste. To eliminate searching for tools and jigs. To organize all needed items for “stressless use.” To reduce “crowding.” To enable better organization of the items we do need to do our jobs.
Ch-3 5s11 Why 5s Pride in the workplace. Customers perception: clean = quality. Assures best practices for safety. Foundation for Continuous Improvement.., minimize motion.
Ch-3 5s12 Why Not 5s We’ve tried this before. We don’t have time. It wont’ stay clean and organized. I know where everything is! What’s so great about organization? What’s in It for me? Objections Fighting old work habits
Ch-3 5s13 1 st S ---- Sort out When in doubt, red tag it out. Many years of accumulated tools, fixtures, shelves, benches, material and information clog up our work. Where to look: In corners, at edge of department, under conveyors and tables, on top of shelves, in cabinets, in desk drawers, in toolboxes, in the eaves, on the walls, next to pliers and partitions. At the bottom of stacks, in boxes that are not marked, locked away in lockers, behind rows of dies and jigs, in and around machinery.
Ch-3 5s14 1 st S ---- Sort out Broken or deteriorated items, dusty items, items with no clear location, items loose in drawers, outdated signs and notices, unused management boards, outdated posters and slogans, returned goods, scrap, over-runs, jobs that have been sitting for a long time. Items that are rarely used. Items with a quantity on hand much larger than will soon be used. What to look for
Ch-3 5s15 1 st S ---- Sort out The item is needed. Why? But, it is rarely used. Why? It should be kept. Why? It should be placed there. Why? Is that a good place. Why? Ask 5 why’s The 5 why’s is a way of thinking to find the base cause of a problem, rather than a symptom.
Ch-3 5s16 Red Tag Project Is item needed? Is it needed only infrequently? Is there too much on hand? If any of those conditions are true, then flag the item with a red tag. Fill out and attach red tag. Red tag for one week. Target: 5 red tags for every employee. For general piles of junk, apply one red tag. Don’t try to itemize.
Ch-3 5s17 5s Holding Area Set up a holding area for temporarily locating red tagged items. Transfer red tagged items to holding area daily. Arrange for assistance to remove very large items. This is a protection against removal of items that may be mistakenly identified as unneeded. No item will be permanently removed until it is thoroughly evaluated. Separate red tagged items to holding area for evaluation.
Ch-3 5s18 Evaluation process Create an evaluation team to disposition red tagged items. Possible dispositions of red tagged items: Throw away. Sell. Return to vendor. Use somewhere else in company. Evaluate every item and evaluate results of removal.
Ch-3 5s19 2 nd S ---- Set in Order Empty spaces have been created by 1 St S activities How can equipment and materials be rearranged for: Less walking? Less bending, climbing, stretching, reaching? Less searching? Less obstacles to flow? Think “big picture” and “little picture.
Ch-3 5s20 2 nd S ---- Set in Order Draw a picture of Current Condition Examine flow of material and information Look for opportunities to better arrange for productivity Machinery operation and location Material placement Tools and jigs placement People locations Aisle locations
Ch-3 5s31 3 rd S ---- Shine If your area is clean and organized: Errors are reduced Safety is enhanced Moral is improved Your customers are impressed Keep your area always “tour ready”
Ch-3 5s32 3 rd S ---- Shine Reasons for Clean-up Safety is improved when dirt and oil are removed. Quality problems will not result from “foreign” objects Equipment will run more reliably Out of place tools and material become obvious. Clean environment is better for morale.
Ch-3 5s33 3 rd S ---- Shine Regular Clean-up and Inspection are the keys. Set targets for clean-up. Allow 5 minutes each day to maintain targets. Assign specific areas. Keep tools for cleanliness at hand. Set Inspection Targets Machines Tools Inspection done by operators. On the spot correction.
Ch-3 5s34 4 th S ---- Standardize Once a system of organization is set up, then: All people on all shifts must follow the same system, even if they don’t entirely agree with it.
Ch-3 5s36 4 th S ---- Standardize Develop tools to make 5S a daily activity 5s Checklist 5s Schedule 5s Patrols Manager walk thru 5 Minutes per day
Ch-3 5s37 4 th S ---- Standardize Scorecard 5s Newspaper 5s Highlight of the Week
Ch-3 5s38 5 th S ---- Sustain 5s steeling committee Recognize 5s achievements 5s audits Before and after pictures Above all, hold people accountable If it is important to their boss, it will be important to them!
Ch-3 5s39 Getting Started Start small Cabinets, drawers Tool boxes On top, underneath Dirty/dusty Clutter Plan for bigger changes Take before pictures Spaghetti diagrams Make “to do” list Set aside time each day or week to continue
Ch-3 5s40 Getting Started KISS — Keep it Simple and Seeable Make it a HABIT — Habitual Attention Brings Intelligent Transition
Ch-3 5s41 References Ted Miller (2004), 5s, organizing your workplace for greater productivity, quality and safety. Greater Boston Manufacturing Partnership Inc.