5S Presentation for NTC

Seiri

Seiton

Seiso

SeiketsuShitsuke

METHOD OF WORK PLACE ORGANIZATION AND VISUAL CONTROLS

Origin of 5S

Scientific Management Frederick Taylor, 1911

5SHiroyuki Hirano (1990).

CANDO ProgramHenry Ford, 1922

Clearing

Arranging

Neatness

Discipline

Ongoing Improvements

Seiri

Seiton

Seiso

Shitsuke

Seiketsu

Sort

Set in Order

Shine

Standardise

Sustain

Introduction to 5S

SORT(Clearing)

SET IN ORDER(Arranging)

STANDARDIZED(Discipline)

SHINE(Neatness)

Clearly distinguish between needed items from unneeded items and eliminate the latter

Keep needed items in thecorrect place toallow for easyand immediateretrieval.

This is the conditionWe support whenWe maintain theFirst 3 pillars

Keep the workshopswept and clean

Make a habit ofmaintaining established

procedures.

SUSTAIN(Ongoing

Improvements)

What is 5S?

Introduction to 5S

5S Principles Elimination of waste

Everybody is involved (from Top Management to shop-floor personnel)

•co-operative effort

Address problem from the root cause

Human being is not infallible

Introduction to 5S

Objectives

Improve housekeeping

Make every individual responsible for housekeeping

Beautify by simple means

Productivity improvement by saving time, space etc.

Introduction to 5S

Common Mind Sets…

Its an additional burden. Too busy to do 5S activities.

Why clean it? It will get dirty again

We cannot change the existing setup.

More work pressure – No time for these things

Introduction to 5S

Common Mind Sets…

Expensive – Why to waste money?

We are comfortable – Why change?

It will take time.

Introduction to 5S

But the winning companies says…

Work efficiency enhanced due to organized work place

Achieve remarkable cost reduction in production process and improved productivity by 20%

Introduction to 5S

• Promotes safe, healthy and beautiful work environment

• From the bottom of the list we become the number two profit maker

• Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics


Introduction to 5S


World class companies do not succeed, it’s people who do.

Introduction to 5S

Overcoming Resistance• Need to create a win-win situation for staff and

company.

• Benefits of the company need to be translated into benefits to staff, i.e. – less hassle from bosses, – job-security, – increased self-determination, – design of workspace and procedures

• Staff have to take ownership rather than have it forced upon them.

• Constant nay-sayers and closed negative minds need to be dealt with so they do not “contaminate” others.

Introduction to 5S

•To eliminate the wastes that result from “uncontrolled” processes.• To gain control on equipment, material & inventory placement and position.• Apply Control Techniques to Eliminate Erosion of Improvements.• Standardize Improvements for Maintenance of Critical Process Parameters.

Look Familiar?

Introduction to 5S

9 Wastes1. Over production2. Delays3. Transportation4. Inventory5. Motion6. Unnecessary Processes7. Defective Products8. Untapped Resources9. Misused Resources

Introduction to 5S

SEIRI – Sort / Clearing

“…only what is needed, in the amounts necessary, as they are required…”

Eliminate unwanted items from your work area

1S -Seiri

SEIRI = Sort/Clearing

Meaning Distinguish between necessary and unnecessary items and eliminate the unnecessary items

Activity Establish a criteria for eliminating unwanted itemsEliminate unwanted items either by disposing, recycling, selling or relocating them.

Success Area saved or percentage of space available

Indicator

1S -Seiri

SORT – Fights with Habits

1S -Seiri

SORT – Fights with Habits

• It is difficult and confusing to decide which would be wanted in future.

• People tend to keep extras or duplicates “just in case a need comes in future”

• People do not realize the importance of space, believing in unlimited space availability.

JUST-IN-CASE JUST-IN-TIME

1S -Seiri

A Simple Flow chart

1S -Seiri

OrganizationFrequency of use Storage Method

LOW *Things you have not used in the past one year

*Things you have used once in the last 6-12 months

Put in Holding Area

Store at distance or in Holding Area

AVERAGE

*Things you have used only once in the last 2-6 months

*Things used more than once a month

Store at a slightly distant location from the workplace

Store near the workplace

HIGH *Things used once a week

*Things used daily or hourly

Store in the designated place within the workplace

Store within arm’s reach of the point of use

1S -Seiri

1. Item is not needed

2. Item is needed however quantity in stock is more than what is needed for consumption in near future

3. Contingency Parts

Critically decide the quantity of contingency parts to be retained and criteria for such parts

What is unnecessary?

1S -Seiri

Identifying unnecessary

1. Parts & Work in Process (WIP) •Things fallen back behind the machine or rolled under it• Broken items inside the machine• Things under the racks/ platform• Extra WIP (tiles, panels, drums of paste, etc.)• Stock of rejected items (NC tiles, scrap powder, etc.)• Items accumulated over period for rework• Material awaiting disposal decision• Material brought for some trial, still lying even after

trial (slurry, powder, etc.)• Small quantity of material no longer in use

Contd..

1S -Seiri

2. Tools, Toolings, Measuring devices• Old jigs, tools, or tiles not in use are lying• Modified tools, tooling for trial, are lying after trial• Worn out items like brushes, liners, toggles etc. lying or • Broken tools, bits, etc. may be lying• Measuring equipment not required for the operation being performed , is lying

3. Contingency Parts• Many times storage place for contingency parts become a last refuge for broken parts, surplus items and things nobody is likely to use

Contd..

1S -Seiri



4. Shelves and Lockers• Shelves and lockers tends to collect things that nobody ever uses , like surplus, broken items etc.

5. Passages and Corners• Dust, material not required seem to gather in corner

6. Besides Pillars and under the stairs• These places tends to collect junk, spittoon etc.

7. Walls and Bulletin Boards• Old out dated notices which have lost their relevance• Posters or bulletins on wall• Dust, remains of torn notices, cell tape pieces

Contd..1S -Seiri


8. Floor, Pits, Partitions• Defective parts• Protection caps, covers• Packing material• Hardware items , small items• Even tools, tooling items dropped on the floor

are never picked (ex. Nails used in packaging)

9. Computer Hard Disk• Many unwanted, outdated, temporary files pile

up

1S -Seiri


What is unknown?

Simple

Unable to decide whether it is useful or not.

Good material – Not useful to you. May be of use to somebody else.

1S -Seiri

Red –Tagging – visual control

A red tag “holding” area acts as a buffer to store items away from the workplace that are not required in current production.

Holding area should be visible and clearly marked to assure visual control of items, with assigned personnel to supervise it.

Each item has a red tag with the date of when the item was placed in storage, necessity of item storage is reviewed by date.

Both local and global red-tag areas are useful to store items that are used in different areas.

Red tagged items stored in the Holding Area for 3-4 months must be evaluated if its for disposal – either through moving to sections needing it, selling, or discarding/hauling away. Authorized person must evaluate items prior to disposal.

RED TAG

Category

1. Raw Material

2. Equipment3. Tools4. Other5. …

Item Name

Imperial Die set

ID Code

123abc

Dept/cell

Lock set cell

Date in

Name

…

…

1S -Seiri

Questions to be considered during red-tagging

• Is this item needed?• If it is needed, is it needed in this quantity?• If it is needed, how frequently it is used?• If it is needed. Should it be located here?• Who is ultimately responsible for the item?

(Verify from that person)• Are there any other not-needed items

cluttering the workplace?• Are there tools or material left on the

floor?

1S -Seiri

Improvement methods

1. Flow Process Chart (Procedural Analysis) Drawing a process flow chart for the system eg. How to make and use category wise grouping 2. Operational Analysis Preparing the sequence of operations for systemeg. How to perform Seiri (sorting)

3. Check ListA check sheet is used to decide what sort of main systemand sub system are necessary.

1S -Seiri

Dealing with papersHow to reduce papers on your table ?

1. Make a single pile of papers2. Go through them and sort in following categories

a) Immediate actionb) Low priorityc) Pendingd) Reading materiale) For information

1S -Seiri

How to reduce papers on your table ?

4 D Principle4 D Principle

DODELEGATEDELAYDUMP

1S -Seiri

Dealing with papers

SORTING Distinguish between what is needed & not needed

Have all unnecessary items been removed?

Are walkways, work areas, locations clearly identified?

Does a procedure exist for removing unneeded items?

EVALUATION

1S -Seiri

Interactive bit

• Give three examples of areas that could benefit from sorting, the area may be:

– Unsafe– Claustrophobic– Require an indirect route

between stations– Have lots of “piled up stuff”– Require tools, which are always

somewhere else

1S -Seiri

SEITON – Set in Order / Arranging

“A place for everything and everything in its place”

• Identify and allocate a place for all the materials needed for your work.

2S -Seiton

SEITON = Set in Order (Systematic Arrangement)

Meaning To determine type of storage and layout that will ensure easy accessibility for everyone .

Activity - Functional storage - Creating place for everything and putting everything in its place

Success - Time saved in searching

Indicator - Time saved in material handling

2S -Seiton


The main target areas for Seiri-Seiton improvement are :

Tool-setting and preparation operations,

line balancing and process planning,

parts supply to assembly line,

peak time problems etc.

2S -Seiton

How to achieve Systematic Arrangement ?

Decide where things belong

•Standardize Nomenclature•Determine an analytical method of storage•Take into account the workflow, decide which things to put where for more efficient operation

Decide how things should be put away

•Follow first in first out rule•Name & locations to everything. Label both item and location•Store material functionally•Prevent mistakes with coding by shapes & colour

Obey the “put away” rules

•Put the things back to their location after their use

2S -Seiton

Questions to be asked to know where to put which?

• What do I need to do my job?

• Where should I locate this item?

• How many of this item do I really need?

2S -Seiton

Functional Storage

UsageFrequency

• Store frequently used material near the workplace and less frequently at some distance

Weight &Shape of theMaterial

• Heavy material should be stored at lower levels/layers Place directly on the material handling device for ease of handling

2S -Seiton

Category• Same category of material may be stored in one location. Eg. Tiles per model, panel per type, etc.

OperationWise

• All items required for an operation may be stored in one location. Eg. Allen key, spanner etc hand tools required for setting m/c

Functional Storage

2S -Seiton


USE :

1) Signboards

2) Color codes

3) Outline markings

4) Labels

2S -Seiton

Additional action items

• Locate items so they can be retrieved in 30-60 seconds with minimum steps.

• Make sure to inform everybody at the workplace about the positioning of the items.

• Make a clear list of items with their locations and put in on lockers or cabinets.

• Label each locker/drawer/cupboard to show what is inside.

2S -Seiton

Systematic Arrangement

• Outline locations of equipment, supplies, common areas and safety zones with lines:– Divider lines define aisle ways and work

stations– Marker lines show position of equipment– Range lines indicate the range of operation of

doors or equipment– Limit lines show height limits related to items

stored in the workplace– Tiger marks draw attention to safety hazards– Arrows show direction

2S -Seiton


• Outlining and Placement Marks - - Mark boundaries of dept., aisles, Machines - Follow straight line, right angle rule - Nothing shall be kept outside the boundaries

• Stands and shelves - - Keep only required number of stands and shelves - Standardize height, size - Provide casters where necessary so that it can be moved

2S -Seiton


• Wires and Ducts - - Color code - When there are multiple connections - bundle the wires, label them and make sure that they are in straight line /right angle and firmly anchored

• Machine-tools & Tools - - Put the tools in the order you need them - Location of the tool should be such that it can be put away with one hand - Try to eliminate some hand tools by permanently attaching it to the bolt head

2S -Seiton


• Blades, Dies, Other important consumables - - Store them in the protected place - Maintain these things regularly by applying rust preventive, oiling etc.

• WIP- Work In Process - - Designate a place for each component/part - Decide on how much quantity to be stored - Ensure that there is no damage to good part during transit, they do not get rusty or broken

and they are not mislabeled

2S -Seiton

SEITON – EXAMPLE

2S -Seiton

INTERACTIVE BIT

Discuss two areas where production is frustrating

•Do the tools keep going missing, or do you have to wait for them to become available.

•Do operators zig-zag around the area and/or get in each others way

•Is the process confusing either in number of similar parts or difficult equipment

•Do we have Mix Ups?•Do you have to stretch or bend awkwardly

2S -Seiton

SEISO = Shine / Neatness (Cleaning)

3S -Seiso


Meaning Cleaning trash, filth, dust and other foreign

matter. Cleaning as a form of Inspection

Activity - Keep workplace spotlessly clean- Inspection while cleaning- Finding minor problems with cleaning inspection

Success - Reduction in machine down time

Indicator - Reduction in no. of accidents

3S -Seiso

• Here cleaning means more than just keeping things clean. Cleaning should be viewed as a form of Visual Inspection

• Preventive measures should be taken to tackle problems of dust, grim, burrs, leakage etc.• Root cause of the problem should be identified and it should be eliminated – red tag item that causes contamination.


3S -Seiso

Systematic Shine Procedure

• Targets need to be set for the daily routines.

• These targets are separated by

– Warehouse items– Equipment & resources– Work floor area

• Specific activities are assigned to given areas & individuals

• Time and methods are determined for Shine activities; inspection prior, activities during and activities after a shift are identified.

• The tools utilised during a shine activity are given the sort and set methodologies

3S -Seiso

5 Minutes Every day for cleaning

• Devote 5 minutes everyday for cleaning your work area

• Participation of everyone is required

• Attack hard to clean places regularly


3S -Seiso

• Trash • Dirt• Loose parts • Leaks • Curvature • Scratches• Skips • Rust • Lurching • Faded color • Hisses

• Knocking• Scattering• Abrasion• Eccentricity • Vibration• Abnormal Movements• Abnormal smells• Abnormal Sounds• Heat

Various Minor Defects

3S -Seiso

Log for Cleaning Improvement

QUESTIONSWHERE is the problem located?

WHAT exactly is the problem?

WHO is responsible to take action?

WHEN will solution be implemented?

HOW is solution to be implemented?

ANSWERS (Use as much detail as needed)

3S -Seiso

Owner’s Inspection Check Sheet

Machine Number: Mon Tue Wed Thu Fri

Machine Name: 3/11 3/12 3/13 3/14 3/15

Machine Location:No. Checks Frequency Initials of Person Responsible

1 Red tagging contaminated items

Daily

2 Remove residue from valves

Daily

3 Check oil level Every Tuesday

4 Apply grease to transfer side

Every Thursday

Check Supervised by Bill Smith

Daily

3S -Seiso

Shine Incorporates Inspection

• Shine activities incorporate inspection.

• By combining the cleaning and inspection checklist, operators use their own familiarity with equipment to diagnose problems.

» Like the shine checklist, the combined list has set pre, during and post activities & targets

» Obviously this is done as safely as possible» Poka-yoke techniques can be used to ensure

that equipment cannot be started unless specific checks have been done in order.

» This combined checklist only occurs once the shine activities are completely engaged.

3S -Seiso

http://atoc.ucsd.edu/Explorations_f98/repair.jpg

Cleaning

Grime, clogging, dust balls, rust, leakage etc.

OilsNo oil, Low oil, leakage, filter clogging,dirty oil, dirty or bent oil lines, cloggeddrainage, oil spillage, worn& torn portsetc.

Cleaning-Inspection points for most

equipment

3S -Seiso

TighteningLoose bolts, welding detachment,loose parts, vibration or bumpingnoise, friction

Heat Oil tanks, motors, heater, axles, controlpanels, washing/ cleaning water, bearing, wiring etc.


equipment

3S -Seiso

Breakage, Cracks

Breakage, cracks, dent on slidingparts, handle has come off, brokenswitches, wire joints come off, wiresare broken or crack, crack dial ofvarious pre. gauges, meters etc.


equipment

3S -Seiso

Cleanliness involves cleaning every aspect of the Organization and the

removal of dirt, dust,oil, scraps on the floor, & garbage.

Key Deliverables

A clean Systematic Organization results in increased safety and efficiency.

Increased Safety

Increased Efficiency

Everyone should see the 'workplace' through the eyes of a visitor.

3S -Seiso

• Cleaning should involve everyone; including people in the office environment.

• Make it as fun as possible. Have competitions, awards, recognition programs.

• Make it simple, use cleaning tools you have available.( rags, mops, soap).

Additional Action Items

3S -Seiso

Interactive bit

• What areas of the factory are the dirtiest and/or are depressing to work in

– An area that is just a sty, does anyone have responsibility for this area

– An area that is gloomy with dark drab colours and poor light

– Have windows been boarded up rather than repaired

– Have the plastic windows fogged to smokers finger yellow

– If you dropped something on the floor, would it immediately be obvious that a bad part had been made or that a machine was missing a vital comp.

3S -Seiso

Evaluation

Shine (Cleanliness)

Cleaning and looking for ways to keep it clean

Are work areas, equipment, tools, desks clean and free of debris, etc.?

Are cleaning materials available and accessible?

Are all aisle markings, location indicators, etc., clean & unbroken?

Cleaning schedules exist and are posted?

3S -Seiso

SEIKETSU – Standardized / Discipline

4S -Seiketsu

Meaning Setting up standards / Norms for a neat, clean, workplace and details of how to maintain the norm (Procedure)

Activity - Innovative visual management- Color coding- Early detection of problem and early action

Success Increase in 5S indicator

Indicator


4S -Seiketsu

Who does what? Who does what is important, people need to

understand, what to do , when to do it, where and how.

Supervisors need to play a major role in ensuring these happen.

No 5S Job

Sor

t

Set

Shi

ne

Sta

ndar

dise

Sus

tain

CO

NT

INU

OU

SL

Y

DA

ILY

(AM

)

DA

ILY

(PM

)

WE

EK

LY

MO

NT

HL

Y

1 Red-Tag (company wide)2 Red-tag (cells / lines)3 Inventory check4 Tool check5 Wipe area6 Vacuum area7 Machine Clean Inspection (Ops)8 Degrease work area9 etc

5S Job Cycle Chart Name:

Date:

Dept:

4S -Seiketsu

Regularizing 5S activities by putting systems in place – Everyone does things the same way

Make it easy for everyone to identify the state of normal or abnormal condition.

For maintaining previous 3S, use visual management

5S IS EASY TO DO ONCE – CONSISTENCY IS DIFFICULT


4S -Seiketsu

• Assign responsibility to individuals for a work area or machinery

• Conduct regular audit

• Don’t criticize poor cases, praise and commend good practices or good performers.

Additional Action Items

4S -Seiketsu

It grabs one or more of our senses in order to

• Alert us to an abnormality• Help us recover quickly• Promote adherence and prevention• Enable successful self management

What visual control communicates ?

4S -Seiketsu

Color coding Use of Labels Danger alerts Indication where things should be put Directional arrows/ marks Transparent covers Performance indicators

Some methods for visual communication

4S -Seiketsu

Labels

Precision management labels Inspection labels Temperature labels Responsibility labels

Some methods for visual communication

4S -Seiketsu

1.Make them easy to see from distance

2. Put the display on the things

3. Everyone can tell what is right and what is wrong

4. Anybody can follow them and make necessary corrections easily

5. Work place should look brighter & orderly

Points to remember in making visual

control tools

4S -Seiketsu

Traffic signal Zebra crossing In car - Petrol indicator - Speed indicator Direction arrows Electric danger sign etc.

Some everyday visual management examples

4S -Seiketsu

Some visual communication signs


4S -Seiketsu

Some evidence of standardized work areas

•Clear, shiny aisle ways

•Color coded areas

•Slogans, banners

•No work-in-process ( WIP )

•One-Piece Flow

•Standardized Work Sheets

4S -Seiketsu

Interactive bit

• Discuss – A daily five minute routine that “rounds up a

days work”

– A weekly routine that makes the work area, visit friendly.

– Do the work areas require a blitzed effort to make them really clean or can several shine activities over the coarse of 2 or 3 months make it that way.

– Can the sort, set and shine activities be integrated into current work

4S -Seiketsu

Evaluation

Standardize (Adherence)

Maintain & Monitor for adherence

Is all necessary information visible?

Are all standards known and visible?

Are all visual displays current and up to date?

Is there adherence to existing standards?

4S -Seiketsu

SHITSUKE = Sustain / Self Discipline / Ongoing Improvement

5S -Shitsuke

Meaning Every one sticks to the rule and makes it a habit

Activity - Participation of everyone in developing good habits

- Regular audits and aiming for higher level

Success High employee morale

Indicator Involvement of all people

SHITSUKE = Self Discipline / Ongoing Improvement (Sustain)

5S -Shitsuke

Activities :✔ 5S Committee✔ 5S Training 5S Competition / evaluation 5S Month Posters , Literature etc.


5S -Shitsuke

The program committee is organized.A program plan for each of the S’s is set.

Start of the program is announced publicly. Training and educationis provided to every employee.Cleaning and organizing of own working area is done on a particular date as per the schedule

Self-examination isdone and corrective and preventative actions taken.

The result of 5S is evaluated

Plan-Do-Check-and-Act Approach to 5S

We need everyone to maintain 5Sguidelines.

To maintain DISCIPLINE, we need to practice and repeat until it becomes a way of life.

Discipline is the Core of 5S


5S -Shitsuke

Practice makes Perfect!!!

5S Methodology

5S Culture – a way of Life

5S -Shitsuke

Make ‘5S’ is a HABIT

Without this, the time involved in all the other S will be in vain.

Building the Discipline

5S -Shitsuke

Commitment +

Everyone’s Involvement =

Success to 5SSuccess to 5S

Sustaining the effort

5S -Shitsuke

It shall be my constant effort to maintain my workplace in good order by

Assigning a place for everything & keeping everything in its place

Sorting out unwanted material periodically & discarding them

Keeping my work area neat & clean everyday

PLEDGE

5S -Shitsuke

EVALUATION

Sustain (Self-Discipline) Following the rules to sustain

Are procedures being followed?

Does an on-going audit and

feedback system exist?

Does a system exist to respond to

audit feedback?

5S -Shitsuke

5S -Shitsuke

6th S?

Safety

• Eliminate hazards. We added this sixth "S" so we could maintain the focus on Safety and embed safe conditions into all our improvements.

EVALUATION

Safety (Zero incidents)

Maintaining a safe work place

Is a green tag system in place?

Are appropriate controls in place to identify safety equipment?

Is all safety equipment unobstructed and accessible?

In Summary• Sort - Distinguish between what is needed

and not needed and to remove the latter. • Stabilize - Enforce a place for everything

and everything in its place. • Shine - Clean up the workplace and look

for ways to keep it clean. • Standardize - Maintain and monitor

adherence to the first three Ss. • Sustain - Follow the rules to keep the

workplace 6S-right—"maintain the gain.".

Other Examples of Improvement Actions

Shop

Office

Physical Work Space

Virtual Work Space

1. Implement red tag sys

tem 2. Implement color code

s and standards 3. Introduce simple mate

rials Kanban 4. Create visual work ins

tructions 5. Improve workplace lay

out/reclaim wasted space

6. Create and implement sustaining system with audits

7. Implement relevant visual metrics

1. Improve workplace layout

2. Introduce point of use concepts

3. Eliminate ergonomic hazards

4. Enhance visual communication methods

5. Alternative storage scenarios

1. Virtual red tag system 2. Improve file/folder hierarchy 3. Improve disk storage space an

d speed of retrieval of electronic files

4. Create standards for file management and creation

5. Improve or create job aids to eliminate search and defects

But the root focus of 5S is…WORK PROCESS and not the WORKPLACE.

The Before and After scenarios are just icing on the cake, although a valuable portrayals of measurable improvements.

5S is about producing outputs that are fully value-adding to a customer.

And only processes that are value-adding themselves (100% devoid of waste) can produce such outputs.

QUESTIONS????

Thank you very much!

Relation to other concepts

• 5S is used with other Lean concepts such as SMED, TPM, and Just In Time (JIT). The 5S discipline requires clearing out things which are not needed in order to make it easier and faster to obtain the tools and parts that are needed. This is the foundation of SMED, which in turn enables JIT production. The first step in TPM is operator cleanup of machines, a mandate of 5S.

5S in a business context

• The 5S methodology has been adopted into a variety of organizations from small business to Fortune 500 companies.

• All implement the 5S's in the hope to improve productivity and performance.

Successful 5S practitionersHewlett-Packard Support Center• Improved levels of quality communication and information sharing • Reduced training cycle for new employees • Reduced call backs • Reduced call time per customer Boise Cascade• Reduced stored parts inventory at one facility by $300,000 • Incident rate divisionwide reduced by 1.5% • Reduced machine Downtime • Office and plant space made available Boeing• Improved productivity • Improved morale • Increased levels of product quality • Improved safety

Documents

5S Presentation for NTC