Office 5S implementation workshop

© 2013 Copyright ISC Ltd.

Office 5S Implementation

Ian SeathImprovement Skills Consulting Ltd.

1


Workshop Aims

To introduce the Lean 5S technique To decide how and where it can be applied

within the office To begin implementation so we can achieve

some quick wins To plan for sustaining 5S To commit to developing 5S

2

5S Approach

Two days of “learning by doing” Approximately 20% learning/80% doing

Application of principles on your work processFocused on immediate implementation Immediate tangible benefits

© 2013 Copyright ISC Ltd.3

What is 5S?

An easy way of achieving major change in an office environment

A structure for establishing an orderly, clean and organised working environment

A way of identifying new problems and wastes that can then be resolved by staff and managers

A way of encouraging everyone to be involved in improvement activities

A process for creating the best working environment to carry out your work and run your business


What is 5S? Based on Japanese words that begin with

“S”, the 5S philosophy focuses on effective workplace organisation and standardised work procedures

Problems cannot be clearly seen when the workplace is disorganised

Cleaning and organising the workplace helps the team to uncover problems

Making problems visible is the first step of improvement


What is 5S?1) SORT:

Seiri – Eliminate unnecessary items2) SET IN ORDER:

Seiton – Order: everything in its place3) SHINE:

Seisu - Clean, check and return to original state

4) STANDARDISE:Seiketsu - Define procedures and standardise

5) SUSTAIN:Shitsuke - Respect and improve standards


The ideas of 5S are NOT new . . . Henry Ford described how he

implemented them in the early 1900s:

“Put all machinery in the best possible condition, keep it thatway, and insist upon absolute cleanliness everywhere inorder that he may learn to respect his tools, his surroundings, and himself.”


Office: Before and after 5S…


Before and after 5S…


5S Leads to a Visual OfficeWhen anyone can walk into the office and visually understand the processes and performance.

Staff Involvement

5S System

Visual Office


The Seven Wastes: Waiting: People waiting for work (e.g. waiting for papers) Over-production: Producing more than is needed (e.g.

taking extra copies) Re-work: Dealing with failures and correcting problems

(e.g. re-booking appointments) Motion: People moving (e.g. to get files, papers,

approvals) Over-processing: Unnecessary activities (e.g. collecting

duplicate information, multiple levels of approvals) Inventory: Work in progress (e.g. case files “sat on desks”) Transportation: Moving stuff around (e.g. files to/from

archives)© 2013 Copyright ISC Ltd.11

Benefits to you?

What examples of the 7 Wastes can you identify in the office?

What do you think the benefits of applying 5S might be here?


5S APPROACHImplementation:


14

5S: SORT - What is it?

SORTING does not mean rearranging the items in your workplace...

It means separating the necessary from the unnecessary, and only keeping the necessary

Why? Your work area is crowded and hard to work in Time is wasted looking for papers and equipment Untidiness hides other problems Cabinets, shelves and cupboards get in the way and

put barriers between people


15

5S: SORT - How do we do it? Identify the area we are SORTING Define the criteria for attaching Red Tags Allocate a holding area for all dubious items

This should be in the 5S area, but marked as being the “quarantine” holding area

Take lots of “before” photos Prepare a Red Tag Board in the 5S area:

To note tags produced, actions outstanding, and a summary of the total numbers of tags

Red Tag all items meeting the criteria (aim for 4 Tags minimum per person)

Look everywhere - “waste” is all around the office! Get an “independent” person to go around and challenge the

team on what they have tagged and not tagged


16

5S: SORT – Red Tagging

An effective visual method to identify un-needed 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 for later evaluation of their value

Occasionally-needed items are moved to a more organised storage location away from the immediate work area

Un-needed items are discarded/disposed of


Red Tag Criteria

Priority Frequency of use Action required

High Daily Store at the workplace, where it is needed

Medium Once per week, once per month

Store together, near the workplace

Low Less than once per year Throw away, or store away from the workplace

Unusable items Throw away


This applies to:- Paperwork (incl. files & books)- Equipment (incl. furniture)- Facilities (e.g. storage)

5S: SORT - Documents

Look at: Client paperwork Policy documents Letters/correspondence Memos Specifications Procedures Checklists Notice Boards

Look for: Out of date? Correct version? Required for the job?

how often? Kept updated?

by whom? how often?

18 © 2013 Copyright ISC Ltd.

19

5S: SORT - How do we do it?

Evaluate the Red Tag items: The team looks at the items tagged to check:

Have we tagged anything we definitely need? Have we tagged anything that belongs to another

department, section or organisation? What is useless, unclear or useful? Are some things useful, but on a longer time-scale? How do we dispose of the items tagged that we don’t

want? Have we challenged what we really need and don’t

need?


20

5S: SET IN ORDER – What is it? Everything in its place and a place for

everything Arrange the things you need to do your job so

that they are easy to find, easy to use, and label them so that anyone can find them and put them away


21

5S: SET IN ORDER – How do we do it? Area by area, get the team to put all the items

they need in what they consider the best place

If we need the same item in two different places get two of them, or make it very easy to move

Take photos “after” and display them to show what “good” looks like and where everything should be (the new “Standard”)


22

5S: SET-IN-ORDER – How do we do it? Place items in the workplace according to their

frequency of use: Frequently used items close to place of work

Used every hour, within arms reach Used several times a day within one pace Used once a day, in the work area Used less than once a day, out of the work area

Keep similar equipment and materials together Use signs or colour-coding to indicate where

things should be stored Make it as easy as possible to put things back

(big holes and labelled gaps!)© 2013 Copyright ISC Ltd.

23

5S: SHINE – What is it? We get everything clean and looking like new, and we

keep everything clean and looking like new A standardised method for cleaning and tidying any

operational area so that nothing is out of place, nothing is dirty longer than a day, and anyone visiting the office cannot fail to be impressed with the cleanliness of the work area

Keeping the work area clean and tidy is the responsibility of the people working in that area, not the responsibility of a cleaner coming round at the end of the day

A clean work area helps you to identify emerging problems so you can take corrective action more quickly


24

5S: SHINE – How do we do it? Decide if the work area needs a major clean-

up and if so, how that can be done Put in a major effort over a short period of

time to get the whole area up to the required standard

Take photos of the newly cleaned area and put them up in the area to show the standard

Agree what needs to be cleaned daily and by whom (produce a rota)

Carry out regular cleanliness inspections© 2013 Copyright ISC Ltd.

25

5S: STANDARDISE – What is it? The state that exists when SORT, SET-IN-

ORDER and SHINE are properly maintained Writing, displaying and making visual simple

procedures that ensure that all can see whether an area is keeping up with its targets on the 5S

The place will degenerate back to where we were pre-5S if we don’t standardise


26

5S: STANDARDISE – How do we do it? Decide who is responsible for keeping each element of

the first 3S up to the required standard and ensure they do it

Integrate the 3S duties into everyone’s day to day work: We should each have regular daily or weekly 3S activities as part

of our job, irrespective of grade or function Instigate regular audits on the office’s 5S performance Keep applying the Seven Wastes to drive waste out of

the process as this usually impacts positively on 5S


27

5S: SUSTAIN – What is it?

Sustain is basically about enforcing and accepting the discipline of 5S – make 5S a habit

Not letting external factors influence the application of the 5S principles

Being critical of those not respecting the standards, or not following the set procedures

Emphasising the visual aspect of all the stages, ask yourself, could a stranger walk in and understand the situation? Can they tell if we are doing it right or doing it wrong? If the

answer is no, then improve the standard


28

5S: SUSTAIN – How do we do it? Inspect before and after working Keep encouraging and recognising those who participate

and never ignore those who slacken Use Information Boards to provide recognition to the

team and to show visitors what has been achieved Keep talking about the 5S, don’t let them become a low

status activity Use the results of 5S audits to drive continuous

improvement Always be ready to “Red Tag”, or run further Red Tag

events Invite “critical friends” to visit


5S at home?



[email protected]

07850 728506

@ianjseath

uk.linkedin.com/in/ianjseath

mailto:[email protected]

http://uk.linkedin.com/in/ianjseath

http://uk.linkedin.com/in/ianjseath

Business

Office 5S implementation workshop