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5s (Workplace Organization) Implementation

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Presentation on theme: "5s (Workplace Organization) Implementation"— Presentation transcript:

1 5s (Workplace Organization) Implementation

2 Understanding the Kellogg approach to LEAN manufacturing & how it effect you.
One does not do 5-S or LEAN, one must live it every day; day in and day out!

3 Agenda What is 5_S? 5_S History & Background. Why 5_S at Kellogg?
How it effects our Workplace 5-S Process Examples at Kellogg Review

4 What is 5 S? Sort, Set, Shine, Standardize, & Sustain
It is a concept born from LEAN manufacturing It is a new developing culter at Kellogg GMPs are its foundation.

5 History Henry Ford first perfected flow production in the early part of the 20th Century. Toyota improved Ford’s design in the 30s and 40s developing its LEAN production system to be more adaptive to needs and changes. It is based on “order & structure” It was required to ensure the sustainability of the “Visual Factory” concept.

6 Benefits It supports Kellogg SAFETY initiatives.
People feel better about their work area and take pride and ownership in the results. (Looks better, feels better) Individuals have more control over their workspace through identifying what, where, and how much they need as well as maintaining it in a visual atmosphere.

7 5 S Kellogg Benefits Supports Kellogg SAFETY initiatives.
Promotes & supports discipline in the work place. Supports & enhances GMPs. Provides visual organization. Sets the foundation for consistent & sustainable processes.

8 5 S Kellogg Benefits cont.
Eliminates the waste resulting from disorganization. Helps to eliminate duplication of unwanted/un-needed materials. Kellogg sees this as a catalyst for Continuous Improvement.

9 5S Workplace Organization
Key Items for Implementation & Success Identify a Plant Resource to become the subject matter expert. Identify a Pilot Area, and educate everyone working in that area on 5S. Take “before” pictures. (Recommend only 1 area at a time.) 5S initiative must support existing Safety, Quality, Ergonomics and Company Objectives.

10 5S Workplace Organization
Key Items for Implementation & Success People must “let go” of personal preferences. Make the facility “VISUAL”. Make the workplace “Easy to Use”. Think of new methods to make work easy (don’t criticize methods that fail). Think outside the box & don’t accept excuses for “why it has to be that way”.

11 5S Workplace Organization
Key Items for Implementation & Success Continually improve – it won’t be perfect in an instant. Everyone owns an area (even common areas). Correct mistakes immediately – never ignore out of standard. Ask Why? Five times to find the root cause.

12 5S Workplace Organization
Key Items for Implementation & Success To change the current state you must change the culture. Everyone must “buy-in”. Live 5S on a daily basis. Lead by example not by exception.

13 The 5 S Process

14 SORT Definition: Involves the sorting of the contents in an area and removing unnecessary items. Why: Problems are reduced & it improves work flow & communication. Problems avoided: Clutter in the workplace. (i.e. Time wasted searching for tools and/or parts. Un-needed inventory such as parts and/or material.)

15 SET IN ORDER Definition: Involves the arrangement of the necessary items for easy and efficient access and keeping them in that order. Why: Eliminates many kinds of waste. (i.e. Scrap, time, lost opportunity.) Problems avoided: Waste in motion, searching, human energy, excess inventory, & defective products.

16 SHINE Definition: Involves the cleaning of everything in the work area and keeping it clean. Why: Use cleaning as a way to ensure that the area & equipment are maintained as they should be “ in like new condition”. Problems avoided: Low moral, safety issues, & hidden defects.

17 STANDARDIZE Definition: Involves creating or updating SOPS (KSAT – Level of Detail) for keeping the area organized, orderly, clean and make the workplace more visual and obvious. Why: Integrates first 3 Ss into a unified structure. Problems avoided: helps to prevent regression.

18 SUSTAIN Definition: Involves education, communication, and supervisory and management engagement to ensure that everyone adheres to the standards developed for workplace organization. Why: Benefits of doing it exceed the excuses of not doing it. Problems avoided: Clutter, chaos, & bad communications.

19 The 1st “S” Sort UN-NEEDED NEEDED (Red Tag) means: Unsafe/ Defective
Obsolete Hoarded junk Too many Rarely used parts & equipment Unknown NEEDED (Green Tag) means: Used for daily work Used periodically (changeovers) Used by someone in the area

20 The 1st “S” Sort Basic Rules for Red Tagging
Any item w/ a fixed asset number must go through a special disposition process. Any parts such as motors, gearboxes, bearings, belts, etc. will be referred to Maintenance & Stores for final disposition. Chemicals will be referred to Safety Mgr. & Quality Mgr. for disposition directions.

21 The 1st “S” Sort Basic Rules for Red Tagging
Team will establish a deadline for initial disposition. (Usually hrs.) Team to define a “Red Tag Area” to hold items awaiting disposition. Raw materials are reviewed from a “visual inventory” standpoint.

22 The 1st “S” Sort Basic Rules for Red Tagging
Disposition for all items should be recorded listing the item description, picture if applicable, & final disposition i.e. scrap, return to stores, etc.

23 The 2nd “S” Set In Order Analyze the situation for the designated area. Target issues & areas to improve. Decide where things belong, how they should be kept and agree upon the best location and method to address these concerns. Make it obvious - “Visual Controls”. Labels & color coding (shows ownership, optimal set-points). Signboards (metrics, component names, etc). Make certain there is adherence to GMPs!

24 The 3rd “S” Shine Inspect the work area and equipment, with an emphasis on health and safety. Begin eliminating obvious defects on the shop floor and on equipment. Identify areas needing attention such oil leaks, frayed belts, excess grease, peeling paint. Itemize required materials such as cleaners, degreasers, paint, etc. All material must be approved for use in a food facility. Itemize work required & develop schedule.

25 The 4th “S” Standardize Review & incorporate GMPs as required.
Establish operations SOPs & maintenance work instructions for the visual workplace. (KSAT-SAP) Create schedules and checklists that define required activities and responsibilities. (SAP) Establish “visual controls” (sign-boarding). Establish procedures for maintaining & sustaining 3rd S –Shine.

26 The 5th “S” Sustain Establish & promote routine audits to sustain GMPs. Managers, Supervisors, and Team Leads must be committed to establishing & maintaining the 5 Ss Adhere to first 4 S categories. Set practical goals and giving adequate feedback to all. Implement a discipline for culture change to maintain the 5 S concepts.

27 Examples of 5_S Silverware organizers Library/Bookstores
Traffic Signs & Maps Parking Lots Department, Building Supply, & Grocery Stores Airports Fire Stations & Engines Fast food restaurants

28 Areas In Need Of 5 S

29 5 S in Action

30 5-S Work Floors

31 5-S Work Floors

32 Organized Work Areas

33 Review 5-S is a systematic organizational approach to manufacturing
Developed in its current form by Toyota Sort, Set, Shine, Standardize, & Sustain A new culture developing at Kellogg A method we live EVERY day – NOT a one time occurance 5-S is here to stay – let’s all get on board!

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