5S

Overview

Agenda

• A Brief History of Lean

• What is 5S?

• Who Does 5S?

• Benefits

• Implementation

• Commitment

Lean started in Japan at the Toyota Motor Company

1902 Sakichi Toyoda founder of the Toyota group, invented an automated

loom that stopped anytime a thread broke

1908 Henry Ford invents the moving assembly line and raises the daily

wage to $5.00; continuous flow as a production method is created

Several decades later

Taiichi Ohno, a production engineer at the Toyota Motor Company

applied the same concept as he sought to eliminate waste, or non-value

added activities, within the Toyota organization

In addition to stopping production at every defect (Jidoka), he employed another

key concept, JIT (just in time). Together, Jidoka and JIT are the pillars of the

Toyota Production System, supported by a foundation of Heijunka (level loading)…

the basis of Lean.

A Brief History of Lean

The 7 Wastes - "Muda” Definition Healthcare

Overproduction

Producing more than the customer needs right

now

• Pills given early to suit staff schedules

• Testing ahead of time to suit lab schedule

• Treatments done to balance hospital staff or equipment workload

Transportation

Movement of product that does not add value • Moving specimens

• Moving patients for testing

• Moving patients for treatment

• Moving equipment

Motion

Movement of people that does not add value • Searching for patients

• Searching for meds

• Searching for charts

• Gathering tools / supplies

• Handling paperwork

Waiting

Idle time created when material, information,

people, or equipment is not ready

Waiting for…

• Bed assignments

• Admission to Emergency Dept.

• Testing & Treatment, Discharge

• Patient lab test results

Processing

Effort that adds no value from the customer’s

viewpoint

• Multiple bed moves

• Excessive paperwork

• Unnecessary procedures

• Multiple testing / Retesting

Inventory

More materials, parts, or products on hand

than the customer needs right now

• Bed assignments

• Pharmacy stock / Lab supplies

• Specimens waiting analysis

• Paperwork in process

• Patients in beds

Defects

Work that contains errors, rework, mistakes or

lacks something necessary

• Medication error

• Wrong patient

• Wrong procedure

The 7 Types of Waste

Implementing a successful 5S

program is an important "First

Step" in developing necessary

controls in the workplace

What is 5S?

5SSORTINGSIMPLIFYING SWEEPING

STANDARDIZING SELF-DISCIPLINE

Identifies

how you provide

Service

without wasting resources...

To increase your profit margin

A campaign dedicated to

organizing your Work Environment,

keeping it clean, orderly, standardized,

and disciplined…the foundation for a WORLD

CLASS operation

5S IS THE FOUNDATION FOR

IMPROVEMENT!

What is 5S?

ORGANIZATION

Clearly distinguish

needed items from

unneeded items

and eliminate

the latter

ORDERLINESS

Keep needed items

in the correct place

to allow for easy and

immediate retrieval

This is the

condition we

support when we

maintain the first 3

5S’s

Keep the workplace

swept and clean

DISCIPLINE

Make a habit

of maintaining

established

procedures

STANDARDIZED

CLEANUP

CLEANLINESS

sort set inorder

shine

sustain

standard-ize

What are the 5S’s?

(seiri) (seiton)

(seiso)(seiketsu)

(shitsuke)

What 5’S is not….

Basic 5S Strategy

Work SequencingDocument tasks in the

sequence they occur

Work Area LayoutDecide physical

layout of workspace based

on sequence

Point-of-UseMove information, parts,

tools, supplies and

equipment to the

appropriate location to

eliminate:

Wasted movement,

Searching,

Sorting, or

Choosing

Make it Visual

When these 5S tactics are put in place, they reduce the most simple and

frequent waste that occurs. They are highly valuable in assisting to

standardize work, operating procedures, which then lead to reliable,

repeatable high quality processes and methods.

Average organizations handle problems by:

• Working around them• Coping with them

• Extra Time• Extra Inventory• Extra Capacity• Extra People

• Extra Tools• Extra Machines• Extra everything...

...Just In Case!

“Just for now” is how most waste originates

“just for now” until they “have time” to solve the problem.

Their goal is to keep the problem from bothering anyone... ... So they add:

The Average Approach to Problem Solving

Lean Operating SystemContinuously Improving Everything We Do

The 5S Approach to Problem Solving

• Less Time• Less Inventory• Enough Capacity• Fewer People

• The Right Tools• Smaller Machines• Less of everything......Just In Time

The goal is to prevent that problem from happening again... ... The result is:

Faster Delivery.

Excellent companies handle problems by:

Less Waste. Less Cost. Better Quality.

• Making problems obvious to everyone as soon as they occur.

• Fixing problems right away.

• Finding the root cause and solving the problem for good

with a countermeasure.

Lean Operating SystemContinuously Improving Everything We Do

5S: Approach to “Industrial Discipline”

and set up their areas so that...

• Anything that doesn’t belong is obvious.• Anything that is in the wrong place is obvious.• Anything that is unsafe is obvious.• Anything that is out of sequence is obvious.• Too many or too few is obvious.

...Then•Fix them and Prevent those things right away.

If something is obviously out of place, no one can ignore it.

(No one can pretend to not see it, either.)

Excellent companies work hard to keep things the way they want them,

Lean Operating SystemContinuously Improving Everything We Do

5S: Finding and Removing Waste

• We want to remove waste from our processes.

• The only way to remove it is to find it.

BUT…

• We cannot find the waste if it is buried under clutter and chaos. (Waste is usually buried under more waste.)

Remove the clutter.Remove the chaos.

See the waste.

Remove the waste.

Lean Operating SystemContinuously Improving Everything We Do

5S Is About Being The Best

• Fix or correct it right away.• Find the root cause and put in a countermeasure so it

doesn’t happen again.

The way a workplace looks says everything about how well this is done.

If the problem comes back, then there is no countermeasure. You have not solved the problem, you have only added waste.

The way you do anything is the way you do everything.

Being the best means making sure we know immediatelywhen something isn’t the way we want it...

Then:

Lean Operating SystemContinuously Improving Everything We Do

Ask yourself:How can I tell.../

What belongs here?Where does it belong?How many there should be?

Is the process being followed?

Is something unusual or abnormal happening?

5S: Visual Organization

Lean Operating SystemContinuously Improving Everything We Do

Does this look familiar?

Everything is quicker,easier and safer.

When we see something abnormal, we respond right away to fix it --then put in a counter-measure to keep it fixed..

Quality problems

fixed,

countermeasures

installed.

Shorter

setups.

Fewer

Equipment

Breakdowns.

Quicker

training.

Everybody

knows what

to do.

Less

Inventory.

Smaller

Lot

Sizes.

No Clutter.

No Chaos.

No looking

for things.

Quality problems

detected

immediately.Hazards

made obvious

and corrected

immediately.

Better

Quality

Perfect

Safety

High

Morale

Lower

Cost

Quicker

Delivery

Full Patient Customer Satisfaction

We organize the workplace so we can tell right away if something is unsafe, out of place, or isn’t right.

5S Is About Patient & Customer Satisfaction

All Employees:

Every employee plays a role in implementing, maintaining and integrating 5S into their daily work.

Managers:

Managers are responsible for the 5S implementation plan for each of their groups

Who Does 5S?

Arrange the area to support standard operating condition.

Work according to the plan.

Takt Time

Work Sequence

Standard Procedure

Decide just what is needed.Time

PeopleMachines

Material & Supplies

Remove what is not needed and set a standard.

5S Is Part of the Improvement Cycle

Check

Act Plan

Do

Lean Operating SystemContinuously Improving Everything We Do

Build in processes that can detectproblems immediately and stop

When problems are

detected, fix them right

away and put a

countermeasure in place.

Revise the plan.

5S is a Part of your “Daily Management System”

Aid in the development of reliable methods

Standardization

Documentation

Attention to detail

Discipline for conscious development of processes

Foundational to more sophisticated initiatives

Team-based activities

Six Sigma

Work-OutsTM

Facilitated meetings

Kaizen workshops

Benefits of 5S

5S requires strong management leadership

and a cooperative bond

between staff and management

Therefore, organizations that have

lasting 5S programs are typically successful

in other improvement efforts

such as Kaizen, Six Sigma, Work-OutsTM

Commitment to 5S

The Absence of 5S

Provide 5's

orientation

Develop

Implementation

plan

share 5's Plan

with employees

Establish 5's

map and

determine

teams and

educate work

group

Document the

"as-is"

Perform

"Sorting"

exercise

Perform

"Simplifying"

exercise

Perform

"Sweeping"

exercise

Perform

"Standardizing"

exercise

Perform "Self

Discipline"

exercise

Document the

"as-is"

Re-start at

point "A"

5's

Requirement

Identified

5S Orientation

Mangers or Supervisors

Coaches or Focals

ManagersManagers

5S Implementation Plan

Managers

employees

Managers

employees

Managers

employees

Managers

employees

Managers

employees

Managers

employees

Managers

employees

Managers

employees

Managers

employees

5S Implementation Plan

5S map and team

Photograph work area

Determine "level of excellence"

Establish visibility system

Document "what you do"

Identify teams and areas

Determine sort criteria

Identify/tag unnecessary items

Conduct Sorting auction

Eliminate unnecessary items

Necessary items

Organize necessary items for

optimum use (labeling, outlining,

shadowing, rearranging) according

to work process flow

Arrive at maintenencae agreement

Perform physical/visual sweep

Ensure 5S agreements are

documented, evaluated, and updated

(up to level 3)

Ensure work processes are

documented and reviewed periodically

(level 4 and 5)

Ensure 5S responsibilities are met

Develop recovery plan, if necessary

Prepare individual 5S plans

Scheduel and perform 5S tours / audits

Photograph work area (as needed)

Determine "level of excellence"

Measure benefits

update visibility system

Reassess 5S map, adjust if needed

Reassess 5S teams, adust if needed

Reestablish 5S goals and targets

Make 5S plan

Disposition

A

"As-is" Documentation

Organized items Maintenance agreement

Reinforced commitment Plan to move to next level

Implementing 5S