5S in Four Phases

8/6/2019 5S in Four Phases

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TOCHANGEOURSELUES POSITIVELY

FOROURSURVIVAL

HOW?

Become Cost

CompetitiveBecome

Quality Conscious

#Reducing Waste

# Decreasing set upTime

# Timely Delivery

# Proactive withcustomer# OptimumUtilisationof Man Power

# Reduction inPower Cost

100 PPM

Zero Defect

This is Possible

CLEANBREAKFROMOLDMINDSET



CHANGING SCENARIO

Customer Expectations

Product Quality Perception

Employee & Employers Expectations

Competition

We must Change

Our way of thinking

Our way of working



Element Of 5S

Culture / Philosophy

Mechanism / System

Tools & Techniques / Technology



5SBrief description The 5S-method is a five

principals program for safety,cleanliness and order at yourown workstation.

The 5 S are:

Seiri : Sort through and sortout

Seiton : Order

Seiso : Clean (Spic andSpan )

Seiketsu : Keep theworkplace clean everytimeStandardization)

Shitsuke : Get used toapplied 5S (Self Discipline)

The 5S-method can beimplemented as a own project.

It can be realized in production

as well as in office areas.

5 S

towards

ideal

shop floor

5 S

towards

ideal

shop floor



5SFirst s – Sort known as Seiri

5 S

towards

ideal

shop floor





Classify objects in two categories: useful / useless. For this, ask ourselves the following questions:

What is this object used for?

Who uses it?

How often?

Is it really the most appropriate object for its use and for itsuser? (is it suitable or not?)

Is it in the ideal place given its frequency of use and/or itsweight?

Make sure that the objects declared useless are not useful somewhereelse.

Label the objects (tools,...), in order to check how often they are used,with labels supplied by the 5S work group.

Asking ourselves the above questions already resolves part of theproblem.

Sort out what is useful from what is not (2)



This involves

eliminating from thesector everything thatcan be thrown away orplaced somewhere else Replace in stock the

objects that are uselesswhere they are but thatcould be usefulelsewhere.

Throw away what isuseless to everyone inthe containers reserved

for the purpose,according to the natureof the objects.

Do not forget to removethe useless objects fromthe order lists,

according to proceduresin force in the company

Discard what is useless (1)

5 S

Do not hesitate tothrow away what is notuseful!



at the workstation

on shelves

in the warehouses

in the storage areas

Label: the gauges

the tools the parts

Eliminate and remove: parts that are defective,

broken, damaged or worn parts that will not be used

again

broken tools (draw up a list of spare parts if necessary).




behind the machines

near the workstation (floors,corridors)

around the workshop

in corners

Eliminate:

packaging not in use

papers

rags






Classify useful thingsExample of order criteria

Frequency of use Organisation

Objet not used The object is withdrawn. Space isthus released.

If the use of this object is notidentified or if it is too worn,

it is withdrawn, sold or classifiedoutside the sector (warehouse)

Object not much used

Once ayear or less

Outside the sector

Object used frequently

Once every 2 to 6 monthsOnce a month

Once a week

Near the sector or in the sector:Decision to takeaccordingto space

available, frequency of use, weightanddistance

Object usedveryfrequently

Once a dayOnce a hour

On theworkstation



In cupboards

in desks and drawers

in rest rooms

Eliminate what is no longerbeing used:

journals

papers

catalogues

documents




5SSecond s – Order known as Seiton

5 S

towards

ideal

shop floor



Define how to order the objects

Do not place heavy objectshigh up.

Easy to pick up,easy to put back,

easy to do.Place the most used

objects at a height

between theshoulder and the

elbow

Make shelves appropriate tothe size and weight that will

be placed there.

CorrectIncorrect



Define how to order the objectsMark the position of the objects (marks, labels, ......)

equipment on wheels: define the position by color and write the name of thevehicle.

as a general rule, indicate the position of everything that has to be moved, soas to be able to replace it more easily.



Define how to order the objectsDraw very legible marks in the installations to make inspectioneasier.



Do not leave containersdirectly on the floor

use a platform: the parts willnot be soiled, and corrosionand knocks can be avoided.


partsbox

Platform



Avoid placing things too farback as it makes themdifficult to reach.


Access difficult

Access easy



Plan strategies to makeorganisation easy

MARKING MAKES IT POSSIBLE

TO REPLACE DOCUMENTSEXACTLY IN ORDER

Define how to order objects

Badly placed

Well placed



Define how to order objectsPlan a system for easy positioning



This functional order must beorganised with the help of theoperators, who can makeproposals to the 5S workgroup.

This will ensure:

greater safety

improved quality of parts made

no time wasting

Define how to order objectsPlan a clear system for positioning giving maximum information in aminimum of time

Indicate the part namesHeightlimit

Indicayte the quantity and the

name of the container

On theplatform

Area line

Mark the area according to

the size of the containers



On the assembly line, it is important to

reduce the number and size of

movements engineer have to make.

Checkpoints :-

1. How many minutes worth of parts are stored at the lineside ?

2. Reduce the present Quantityby 50%

3. Clearly indicate themaximum inventory.

4. Make the containers morecompact to reduce themaximum quantity by half.

5. Ensure there is a First-In ,First –Out system.(FIFO).

Tools and parts should be located

conveniently, in the place and if

possible, the number of parts should

be reduced.

Controlling the Line Inventory



Checkpoints

1. Are the 3 Keys working ?

- Fixed position : - delineated by floor lines .

- Fixed items :- “ Pre –processing storage area XXX”

“ Post –processing storage area XXX”

- Fixed quantity :- Indicate quantity contained in each

box or on each pallet

2. Reduce the size of containers by half (e.g. boxes,

pallets)

3. Implement a no-lift, no-crane system .

- Eliminate pallets and use carts for moving everything .- Eliminate the use of wires suspended from crane hooks.

There are always 2- types of storage areas for processing machines & equipment.

1- is storage before processing.

2- is storage after processing.There are 3 Keys used to decrease inventory both before and after processing :

“Don’t Let Storage

Become an Obstruction !”

Controlling Inventory around heavy equipment



5SThird s – Clean -(Spic and Span) known as Seiso

5 S

towards

ideal

shop floor



This involves finding solutionsof improvement for placesdifficult to clean (for this usesheets indicating difficulty of access filled in during the intialcleaning).

In a place of difficult access,dust, residues and dirtaccumulate.

Superficial cleaning is notsufficient.

Difficult places also have to becleaned, but above all, proposeideas that will make cleaningsimpler.

Identify places difficult to clean and correct thesituation (1)



This involves, after identifyingthe sources of dirt during theoptimization phase, resolvingthe problem and as far aspossible eliminating the dirt.

The only way to succeed inhaving a lasting state of cleanliness is not to clean allthe time, but to avoid soiling inthe first place.

Seek the causes of dirt and correct the situation(1)



Places difficult to reach, if theyare not changed, are a source of discouragement for individualsand go back to being dirty again.

Continue to complete the sheetswith indications (anomalies, dirt,

difficult access, observations). After repeated cleaning, the

difficulties become clear andnote must be taken of them.

Propose solutions forimprovement to the work groupwho will make a combinedreport.

The work group will use the goodideas, will ensure that the workdecided on is done quickly, willcomment on the work refusedand see that the improvement

sheets are displayed

Identify places difficult to clean and correct thesituation (2)

I ’m fed upwith this!



This involves theefficient cleaning of the installations andthe environment,

understanding thenecessity for this task

Carry out all thecleaning in companywith the members of theteam and the 5S work

group taking account of the safety instructions.

Indicate the places witha problem with a labelindicating the nature of the problem.

3s - Spic and Span (Clean) the installations

Water leak

Oil Leak Missing part

Broken cap

DisplacementDeformation

Deterioration

Missing nut

Twisted part

Lost cap

Etc.



Machine

Floor

Floor covering

Eliminate or Repair Dust

Residues

Dirt

Shavings

Patches of oil

Fumes

Unpleasant smells

Spic and Span (2)



Table

Chair

Ashtray

Waste paper basket

Eliminate or Repair

Flaking paint

Dust

Dirt

Breaks

Cracks

Spic and Span (3)



Building

Window

Glass

Bars

Eliminate or Repair

Broken window panes

Dirt

Holes

Used oil

Spic and Span Clean the installations (4)



Spic and Span (5)Cleaning equipment

Rag

Brush

Bleach

Sweeping brush

Vacuum cleaner

Paint

Paint brush

Other equipment



5SFour s –Keep the work place clean every time (Standardize) knownas Seiketsu

5 S

towards

ideal

shop floor



This involves improving anddeveloping the cleaning plans.

Always fix ourselves a higherobjective

Improve

Plan DoCheck

Act



Setting up cleaning plans

Define the operational cleaning procedures making observations andsuggestions to the 5S work group.

The group will make the combined report, and write and post up, wherethey can easily be seen, cleaning plans on the workstation.

These plans must define:

the place to be cleaned the means to be used

the time to be devoted to it

how often the operations have to be carried out

the players

if need be, the companies cleaning the premises, the corridors, …..



This involves ratifying what has previously been achieved andapproved.

Quantify the 5S level achieved by the workshop by carrying out anon-the-spot audit from the 5S evaluation sheet (following page).

Always fix a higher objective and monitor the development of theworkshop by means of a periodic assessment.

Have the unit Leader validate the organisation and the cleaning

time, from a period of approval.

Standardization



SeiteksuSeiteksuFollowing of earlier 3S

Standardized work procedures,

Maintaining safe & hygienic conditions in work place contributingto a serene atmosphere.



Steps to SeiketsuSteps to Seiketsu

Develop standards/ Evaluation criteria with workmen (Sop'shousekeeping standards)

Establish checking procedure

Establish feedback procedures



Benefits of SeiketsuBenefits of Seiketsu

Standardize procedures minimizes errors

Productivity increases and defects goes down.

Easier working conditions.

Safer working conditions.

No. of new problems exposed and resolved

More opportunities to maintain and improve quality.

Ownership and sense of pride among employees.



5SFifth s - Riger -Maintain – Self Decipline known as Shitsuke

5 S

towards

ideal

shop floor



This involves drawing up a reportof the formalization phase andreflecting on the problemsencountered in order to resolvethem.

Respect the rules we haveimposed on ourselves:

by leaving no objectoutside the storage orunloading areas

by preserving delimitedareas

by respecting indications

Get used to applying the 5S and respect theprocedures in force in the workplace (1)

Dangerous area

This phase must make it possible to make dailyactivities easier and favour independent work



This involves making a report of the initial cleaning phase andreflecting on all the problems found in order to resolve them

As soon as possible complete the sheets provided by the 5S workgroup: detailed report of anomalies noted on the machines (machine

number, description of label attached,.....)

indication of serious dirt problems (diagram of installations: place,nature)

indication of places difficult to clean (diagram of installations)

observations concerning use (difficulty, impressions,......)

Return these sheets to the work group who will make an analysisand combined report

Get used to applying the 5S and respect theprocedures in force in the workplace



This involves stabilizing thefunctioning of all the rulesdefined in the previous phases.

Guarantee the maintenanceand stabilization of actions

undertaken in the previousphases (Deming wheel)

Stabilize and maintain

Fixlthe objective

Reflect anddiagnose

Establish aplanof action IApply it, then my colleague

applies it

Evaluate the results

Analyse the differencesCorrect

Maintain

Higher objectiveProgram

Remedy

Execute

Check



This involves ratifying whathas previously been achievedand approved.

Quantify the 5S levelachieved by the workshop bycarrying out an on-the-spot

audit from the 5S evaluationsheet (following page).

Always fix a higher objectiveand monitor the developmentof the workshop by means of a periodic assessment.

Have the unit Leader validatethe organisation and thecleaning time, from a periodof approval.

Evaluate

Overall Score:

Location: Scored by:Date:

No. Check Item 10 8 6 4 2 0

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

5 S Production Audit

Equipment Is the equipment oily, dirty or greasy?

Pe rso nal it ems Ar e t here pe rso nal bi ns ? Are p ers on al it ems st ored in p ers onal bin s?

Shadowboards and cleaning equipment? Are cleaning supplies available in the area? Are they stocked?

Average Score

8: Cleanliness of Equipment and Floors

Sp il ls , l ea ks , d us t a nd di rt I s t he re oi l, gr ea se , w at er , d us t o r d ir t o n t he fl oo r?

Spi ll cont ainment Are pigs or kitty li tter being used to contain spill s?

Cab in et an d e qu ip me nt A re ca bi ne ts , d es ks an d e qu ip me nt in th e c or re ct lo ca ti on ?

Ownership Is the cabinet located on a layout? Does it have ownership?

Cab ine t ne at ness Doe s th e cab inet have a cl ear i ndi cat ion of what is nee ded ?

Organization Does the cabinet have a neat and tidy appearance?

Average Score

Disposal

Average Score

Suspect material

Locations Are all shelves in the cabinet clearly labeled?

Stock timeline

Are all flowracks positioned as they should be?

FIFO

Is suspect material clearly defined?

Are return racks used in the proper manner?

Dunnage Is dunnage stored correctly?

Are finished goods stored correctly?

Are non-standard parts removed in a timely manner?

5: Suspect material shelving and signageLocations Are all shelves clearly labeled?

Ma ter ia l d es ig na ti on s A re it ems ot he r t ha n n on -s ta nd ar d p ar ts st or ed on sh el ve s?

6: 2-Container Principle

1: General safety

Flow racks Are all flow racks labeled with the correct part number?

2: Personal safety equipment

3: Part storage and buffers

4: Parts placement signageLocations

Components

Stored parts

Combined component parts and buffers

Finished goods

Average Score

Are all containers labeled with the correct part number?

Are all returnables stored correctly?

No n-st an da rd pa rt s Ar e rewor k, re pai r and scr ap p art s s egr eg ate d?

Average Score

Are parts stored on the floor?

Are containers used for other reasons?

Are all parts in the correct location? Are buffers within normal limits?

Average Score

Does all stock have a gage?

Are all components and finished goods using FIFO?

Egress of employees

Average Score

Containers labeled

Container usage

Are all locations clearlylabeled?

Returnables

Are components stored correctly?

Average Score

Components Are component racks utilized as they should be?

Return racks

Location

7: Cabinet Organization

Pe rs on al s af et y eq ui pme nt A re re qu ir ed pe rs on al s af et y de vi ce s be in g wo rn ?

Safety devices Are all safety devices being used properly?

Safety equipment Is all safety equipment in working order?

Are extension cords being used? Are outlets in working order?

Description

Is fire fighting equipment blocked or missing?

Are employees in the area aware of evacuation procedures?Area safety

Fire equipment

Taskperformance

Extension cords and outlets

ScoreScoring key: 0= very bad (5 problems); 2=bad (4 problems); 4=OK (3 problems); 6=good (2 problems); 8=very good (1

problem); 10=target (0 problems)

Lighting

Platforms and mats

Is lighting adequate to performall tasks?

Are platforms being used in the area? Are ergo mats double stacked?

Can all required tasks be preformed in a safe manner?

Is the employee able to egress from the work station?



This involves making a report onthe maintenance phase andreflecting on the problemsencountered to find a solution tothem.

Apply the 5S, each person at

his/her workstation.

Before starting:

follow the instructions onthe machine sheet

inspect the workstation

During work: respect the instructions for

managing existingprocedures

control the quality

After work:

clean and tidy the

Get used to applying the 5S and respect theprocedures in force in the workplace

This phase insists on

the evolution of necessay attitude.RIGOR ! Rigor isrespect for rules inforce in the workplace



Finally to sum up………………..Finally to sum up………………..

Training, sincerity and constancy of purpose in following the rules

and standards developed will lead to success.Create awareness of 5S

Develop action details for maintaining standards.

Make them easily understandable.

Give specific direction.

Display correct work procedures.Maintain punctuality.

Conduct audits

Demonstrate sincerity in following rules.

Share success to enthuse others.



Approach

METH 5S in 4phases.pptFORM 5S Audit sheet.xlsFORM 5S report.xls

METH 5S phase 1.pptFORM Rules 5S auditphase 1.doc


Input+ Tools+ Aids

Procedure+ Resposibility

D: 1 hourC: 2 persons



Duration/capacity

FORM 5S Results.xlsFORM 5SPresentation.ppt

FORM 5S Results.xls

FORM 5S Results.xls

Output+ Information

S: Responsible 5S

+ Support+ Remarks

Start 5S-Phase 0

OK?

Phase 1R: Steering Commitee

D: 3yearsC:depends

OK?


OK?

1

yes

no

no

no

yes

yes



Approach



Input+ Tools+ Aids

Procedure+ Resposibility


Duration/capacity

FORM 5S Results.xls

Good image given tothe customerBetter environnementEfficiency improvedLess scrapBetter qualityBetter workatmosphere

Output+ Information

+ Support+ Remarks


OK?

1

no

yes

Hold Phase 4R: Steering Commitee



Gains and benefits for company and employees

The advantage of the 5S method is to continuously implement andmaintain order and cleanliness in the plant in a structured way. The

methodology is based on teamwork and can be applied to all areas. The activity 5S consists of 5 principals and offers numerous advantages

for the company as well as for the employees.

The basic advantage for the plant is to arrange the spaces clear.Consequently we achieve an organized and structured operation which will increase productivity.

The method allows the employees to work in a clean environment andto feel well at their workstations. In addition it offers the employee thepossibility to feel more connected with his/her work by i.e. submittingproposals for improvement which will be implemented as soon aspossible.

The major advantages are:

Sensitization of the employees for safety, order and cleanliness attheir workstations

Take over more responsibility

Basis for standardization (i. e. labeling, implementation shadowboard monitoring) and continuous improvement

Increased transparency of the process The 5S-method is a good way to involve every people in a same plant



What does the management have to pay attentionto?

Ensure that method is standardized and rigorously applied (e.g.

adherence to cleaning procedures)

Engage support of experts (to explain things such as differentiatingbetween the necessary and the unnecessary things at the workplace)

Top driven initiative



Extend of the method

The 5S method have to be applied to all the areas of the plant : productionareas, stocks, offices, meeting rooms, outside areas…

The audit sheet is different for the office areas but the method is thesame. The 5S in the offices include also computer network.



Responsible 5S

Nominate 5S responsible person in each area

Sensitize and train the people of his area

Ensure that 5S actions are correctly made

Communicate on 5S in his area

Define the audit rules



Requirements

Create a team /committee

A responsible for the implementation of 5S in the plant is needed

Split the plant in areas and identify them before starting with the 5S-method.

For the implementation of the 5S-method a moderator/supporter isneeded for each area

The 5S supporter can be the TPM-moderator in production areas or thedepartment chief for office areas

The employees involved in the 5S-campaign have to be trained by thesupporter inall individual points.

Standardization of the method and safeguarding of the sustainability(i. e. compliance with cleaning plans).

Support through experts (i. e. to differentiate between necessary andunnecessaryitems at the workstation).

5 ‘S’



The‘S’

Meaning(Japanese)

What is involved ? Objective

1 ‘S’Sorting Out

(SEIRI)

- Segregate necessary

from unnecessary- Remove what is notrequired

- Decide on frequency of sorting

Saving and

Recovering Space

2 ‘S’SystematicArrangement

(SEITON)

- Arranging in order- A place for every thingand every useful

thing in it’s place.

Minimizingsearch time

3 ‘S’Spic and

Span(SEISO)

- Clearing the work place /

equipment- Ensuring –Tip Topcondition.

Inspecting for

problems.Taking correctiveactions, faster .

4 ‘S’Standardization

(SEIKETSU)

-Working methodology(procedures and

work instructions)

Achieving higherproductivity and

better quality.

5 S



Thanks

Documents

5S in Four Phases