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 Workplace5-S ProcessExamples at KelloggReview
4 What is 5 S? Sort, Set, Shine, Standardize, & Sustain It is a concept born from LEAN manufacturingIt is a new developing culter at KelloggGMPs are its foundation.
5 HistoryHenry 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 & SuccessIdentify 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 & SuccessPeople 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 & SuccessContinually 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 & SuccessTo 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.
14 SORTDefinition: 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 ORDERDefinition: 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 SHINEDefinition: 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 STANDARDIZEDefinition: 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 SUSTAINDefinition: 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 ObsoleteHoarded junkToo manyRarely used parts & equipmentUnknownNEEDED(Green Tag) means:Used for daily workUsed 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 OrderAnalyze 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” ShineInspect 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” SustainEstablish & promote routine audits to sustain GMPs.Managers, Supervisors, and Team Leads must be committed to establishing & maintaining the 5 SsAdhere 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.
33 Review 5-S is a systematic organizational approach to manufacturing Developed in its current form by ToyotaSort, Set, Shine, Standardize, & SustainA new culture developing at KelloggA method we live EVERY day – NOT a one time occurance5-S is here to stay – let’s all get on board!