Visual Workplace - A Prerequisite To Becoming World Class This module should be taught at the start of Day 2. Before beginning, be sure to review the Pulse Check summary from Day 1. 6S As A Tool To Create And Maintain The Visual Work Place

What Is 6S? A process and method for creating and maintaining an organized, clean, high-performance workplace A conditioning discipline for kaizen

What is Lean? A Thought Process! A methodology that focuses on the identification and elimination of waste. The relentless never ending attack on waste. Relentless challenge of the status quo with regard to the elimination of waste. Customer satisfaction and continual improvement Also known as the Kaizen process. A different way of Thinking and Managing A Thought Process!

Why Have a 6S Program? Places high value on safety Creates proper environment for standard work Prerequisite to perfect quality Encourages visual control Helps identify waste Promotes employee satisfaction Promotes customer satisfaction It is essential for abnormality management

Housekeeping is only a small subset of 6S The 6S Program Step 1: Safety Step 2: Sort – Segregate & Discard (Seiri) Step 3: Separate – Arrange & Identify (Seiton) Step 4: Shine – Clean & Inspect Daily (Seiso) Step 5: Standardize – Revisit Frequently (Seiketsu) Step 6: Sustain – Motivate To Sustain (Shitsuke) This will be the only time the Japanese terms will be used (so the students will understand why it’s called 5S) – from here on out, stick with the English translations. Housekeeping is only a small subset of 6S

Step 1: Sort – Segregate & Discard “When in doubt, move it out, and throw it out.”

Step 1: Sort – Segregate & Discard “When in doubt, throw it out.”

Step 1: Sort – Segregate & Discard Survey the work area for unnecessary items, and move them out Discard as much as possible Organize the remaining necessary items Use the Red Tagging process Survey… Conduct a red tag audit (see next slide for details).

Step 1: Sort – Segregate & Discard Red Tagging: Helpful Hints Identify a disposition area to put items removed Train all participants in proper red tag procedure Be fair—get all areas tagged Don’t red tag people! Don’t compromise: If in doubt, move it out! Necessary items can be tagged if improvements are known or suggested Don’t put multiple tags on any one item Be reasonable about decorative items, family pictures, plants, etc. Explain why the log is important: Summary of what has been tagged Location Disposition status Documentation Make suggestions on where to place it.

Step 1: Sort – Segregate & Discard Red Tag Examples Production Areas Office Areas Cabinets / tool boxes Components Documentation Gauges Machines Old Paint Packaging Materials Parts Prints Shelves Supplies Tables Tooling Trash Books Business Forms Cabinets Catalogs Correspondence Equipment Magazines Paper Parts Samples Shelves Supplies Digital files

Step 1: Sort – Segregate & Discard Red Tag The Shelf!!!!!

Step 2: Separate – Arrange & Identify Work In Process WIP Cutting tools, gauges, & lubricants Tools and jigs Information Discuss: Opportunities for establishing SWIP and/or min/max levels Footprinting opportunities Silhouette opportunities (tool and part boards) Labeling, etc.

Step 2: Separate – Arrange & Identify Define item placement by frequency of use Determine address system with part number and address Label the container with part number and address Note minimum and maximum quantity (if appropriate) Make good arrangement a habit (follow steps 1–4) Max Inventory (red) Address A-1 A-2 Part # A-3 A 1 12 1 13 1 14 Min Inventory

Step 2: Separate – Arrange & Identify Before For Ease of Use After “A place for everything, and everything in its place”

Step 2: Separate – Arrange & Identify For Ease of Use A copy of the scissors is the shadow showing the scissors in use (Home location clearly identified) “A place for everything, and everything in its place”

Step 2: Separate – Arrange & Identify Information

Step 3: Shine – Clean & Inspect Daily Identify cleaning activities and routine maintenance required Provide well equipped cleaning supply stations Have painting and marking supplies available Identify individual ownership for all areas 5S standard operations which impact on “clean & inspect daily” include: Operator Daily 5S Checklist (customized for each operator) Supervisor Daily 5S Checklist 5S audit score sheet 5S audit schedule Note: Examples of these documents are on subsequent slides. Stress the importance of shift-to-shift communication.

Step 3: Shine – Clean & Inspect Daily "A clean workplace enhances quality, safety, and pride"

Step 3: Shine – Clean & Inspect Daily "If it doesn't get dirty then it doesn't need to be cleaned"

Step 4: Standardize – Revisit Frequently Set-up daily shift hand-off rules Identify normal state Conduct weekly 6S audits to uncover 6S abnormalities Determine root cause(s) of any 6S abnormalities Implement countermeasures for abnormality prevention A sample audit form is on the next slide. Recommended audit frequencies: First line supervision – weekly Mid-level management - monthly Upper management – monthly / quarterly Countermeasures may include: Improving daily 5S checklists to ensure full implementation of “segregate & discard”, “arrange & identify”, or “clean & inspect daily”, as needed. Reinforcing/retraining use of daily checklists. Establishing a 5S audit schedule.

Step 4: Standardize – Revisit Frequently

Step 5: Sustain – Motivate To Sustain Implement a 6S performance board Everyone sets the 6S example: Daily checklist reviews conducted All levels participate in audits All levels ensure countermeasures are implemented Promote positive results in company communications A 5S performance board provides visual control for maintaining 5S discipline. It consist of” The most recent 5S weekly audit 5S audit score tracking graph 5S kaizen newspaper or countermeasures list Leadership participation in the process of monitoring (I.e., the daily review and weekly audit process) is crucial. “Promote positive results…” includes linking kaizen success to 5S success (I.e., establish that there’s a bottom line that goes beyond housekeeping). "If you drop it, pick it up“ “If you spill it, wipe it up”

Step 5: Sustain – Motivate To Sustain Everyone needs to be involved Integrate 6S principles into daily work requirements Communicate need for 6S, roles of all participants, how it is implemented Be consistent in following 6S principles in all areas Follow through—6S takes effort and persistence Link 6S activities with all other kaizen initiatives Remember, 6S is a foundation for world class

6S Develop a 6S audit schedule Determine 6S standard work details Develop a standard clean-up checklist Develop the implementation plan 6S Standard Work Development Exercise (allow 1 hour 30 minutes): Have the group develop 6 audit schedule: What is the audit frequency? Who will do the audit (for each participant’s work area; for example, they may choose to pair off into “mutual audit” teams)? Use the blank form in the appendix at the end of this module. Use the sample in the appendix at the end of this module as a guide. Have the group determine other standard work details: Where will scores and the kaizen newspaper be posted? Who sets 6S targets? Who is responsible for auditing the newspaper for uncompleted items? How will middle and senior management be involved? Have the group develop an operator daily 6S checklist for one operator in the delta site. Note: The delta site supervisor should use this as a template for developing checklists for all the other operators and a checklist for himself. Mention to the students that there are blank “6S Audit Schedule” and “6S Daily Checklist” forms in Addendum 1 (for their later use). Summarize the standard work consensus, and arrange with the KPO for the process and forms to be ready for the Day 4 5S audit (if you do one; at a minimum, the should be ready for use next week).

Thank You. Let’s get started! This module should be taught at the start of Day 2. Before beginning, be sure to review the Pulse Check summary from Day 1.