HOW TO GUIDE - Amazon S3...how to guide: ebook sustaining 5s for ci success introduction the 5s methodology – three key elements 1 2 mapping 5s 3 the future state of 5s 4 a staged

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HOW TO GUIDE:SUSTAINING 5S FOR CI SUCCESS

eBook

INTRODUCTION

THE 5S METHODOLOGY – THREE KEY ELEMENTS

1

2

MAPPING 5S 3

THE FUTURE STATE OF 5S 4

A STAGED IMPLEMENTATION APPROACH

5

KEEP ON IMPROVING 12

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HOW TO GUIDE: SUSTAINING 5S FOR CI SUCCESS 1 BACK TO CONTENTS

INTRODUCTION

Originally conceived by one of the Toyota Production System gurus, Iwao

Kobayashi, 5S is a valuable first step in a successful continuous improvement (CI)

implementation process. However, many people frequently misunderstand or

misinterpret its essence. This how to guide will not only dispel any confusion,

but will also help you to become a champion implementer.

Organisations need to be internationally competitive to participate in

international trade. They must meet technical standards and comply with

regulations, most of which require the implementation of processes aligned

with continuous improvement. 5S is the point of departure; the baseline for

improvement measures.

Companies often view 5S — mistakenly — as a housekeeping activity. But

housekeeping is housekeeping; it is not 5S. 5S is a system to reduce waste

that optimises productivity and quality by maintaining an orderly workplace

and using visual cues to achieve more consistent operational results. The

term ‘5S’ refers to five steps: sort, shine, set in order, standardise and sustain,

which are also sometimes known as the ‘five pillars’ of a visual workplace. The

benefits of using the 5S methodology include raising quality, lowering costs,

promoting safety, building customer confidence, increasing factory up-time,

and lowering repair costs.

The practice of 5S is a team effort and the results must enable

anyone to tell at a glance what is right and what is out of place.

At a deeper level, 5S will help operators and leaders identify out-of-control

processes to trigger problem-solving and reflection at systemic level.

It also embeds the values of organisation, neatness, cleanliness, standardisation

and discipline in the workplace. Implementing 5S occurs in two phases: initial

implementation and later refinement.

SORT & CLEAR

SHINE

SET IN ORDER

SUSTAIN

STANDARDISE








5S forms a solid foundation upon which many organisations base their drive for CI. It is equally applicable and successful in all sectors helping

to achieve high impact results. Although 5S is primarily a workplace activity, management initially needs to drive the process to ensure that

standards are maintained until full ownership is achieved. Implementing the 5S methodology is typically characterised by these three key

elements:

TEAMWORK

GEMBA WALKS

B R A I N S T O R M I N G

Establishing a cross-functional team (including employees who

work in the areas targeted for operational improvement)

Walking all areas associated with the manufacturing process

under review

Brainstorming ways to reduce waste and improve performance through

workplace organisation

1.

2.

3.

THE 5S METHODOLOGY – THREE KEY ELEMENTS








Value-stream mapping can be used in the 5S process to analyse the material, process and information flow. The information is

used to develop a current state map which sets out how things have been done in the past. The team then analyses the current

state map to identify opportunities for workplace organisation and housekeeping improvements. A wide range of ideas is

considered and although all ideas won’t end up being viable, all are worthy of investigation. The key is to observe non-value-

added processes and create an environment to promote value-added work through waste elimination.

VALUE ADD VS NON-VALUE ADD

Where do we draw the line between waste and non-waste elements?

Value Adding

Valuable Effort

Costs Time

VALUABLE

Costs Money

Adds Value

Non-Value Adding

Valueless Effort

Obvious Waste

WASTE

Costs Time

Costs Money

Adds No Value

MAPPING 5S

The key is to create an environment to promote value-added work through waste elimination.











Finally, the team envisions a future state based on the previous exercise and begins implementing the future state. The process is iterative; the future state

becomes the current state, and a CI process should be used to identify new ways to reduce waste. There are seven widely recognised categories of waste

within processes: overproduction, motion, waiting, inventory, correction, processing and transportation. Examples of the four most common wastes to

eliminate in a 5S initiative are the following:

EXAM

PLES

OF W

ASTE

4. Waste caused by too

much inventory resulting in unsafe conditions. For

instance, boxes of supplies are left in a walkway,

causing someone to trip and get injured.

3.

Waste of correction because defective

parts were not separated properly and were used by

mistake.

2. Waiting waste

because no one can find the key to the

locked cabinet that contains needed

tools.

1. Waste of motion

because the person sent to get a part or

tool could not find it.

THE FUTURE STATE OF 5S

Team members might observe workers walking long distances to obtain needed parts, or spending time reaching into bins on shelves to find parts. Or they

may identify that hardware (like nuts, bolts and screws) used in a certain area is stored in a central storage facility far away from the point of use. The goal of

the value-stream map is for the team to walk the process and identify what operators really need as opposed to what they receive.








5S is often regarded as a good way to start a CI initiative such as TPM, TQM or Lean

production. It creates the foundation and environment for other best practices to

be implemented. 5S deals with the basic principles of order, cleanliness, discipline,

ownership, responsibility and pride, which are essential for an organisation in its quest

for competitiveness. Put simply, the strength of the foundation will determine the

strength and sustainability of all other best practices.

A clear tell-tale sign of an inadequate 5S approach is hearing someone say, “We 5S-ed

the area last week.” When CI practitioners interpret 5S as something you ‘do’ to an area

rather than using 5S as a component of what is needed to address a problem in an area,

the seed for failure germinates. Another common mistake is imposing 5S top-down with

limited involvement bottom-up.

5S is not a list of action items that has to be reviewed at some interval of time. Instead,

it has to be practised as a daily activity, which requires concentration, dedication and

devotion for sustaining it and ultimately making it a company-wide culture. It must

be viewed as a set of principles, values and practices that people adopt as a guide to

working together productively. It is all about taking ownership of an area or process,

freedom and autonomy to improve, pride for excellence, and the ability to control

outcomes.

This state can be achieved by implementing the 5S elements in a staged approach,

i.e. 1S-4S-5S, followed by 2S-4S-5S, and finally 3S-4S-5S, to help embed a sustained 5S

implementation (as illustrated in the image).


SORT & CLEAR

SHINE

SET IN ORDER

SUSTAIN

STANDARDISE

"If you can do 5S, you can do anything."

- Takashi Osada, Five Keys to a Total Quality Environment











Description:Area found:

Reason for tag:

Est. value:

Action:

5S TAG

Following are brief descriptions of the 5S elements and their basic implementation steps:

1. SORT AND CLEAR (INCLUDING S4 AND S5)Sorting clears the deck for the remaining activities, which can often take weeks to accomplish

in any given area or department. When implementing 5S, one of the biggest mistakes made

by management is failure to involve employees from the start. Sorting must be done by

the employees who do the work in a specific area. If supervisors, managers or visitors from

other departments do the sorting, employees will feel disrespected and will not buy into the

process. In addition, people from outside the area may well discard important items needed

by the team because they are unfamiliar with the actual way work is done in that area.

The following basic steps can be followed to implement sorting and clearing:

• Establish criteria for what isn’t needed — for instance, if something hasn’t been used

for a year, it may be a candidate for disposal

• Remove all unnecessary items

• Create a holding area for items about which there is uncertainty and deal with them

as soon as possible (Experienced employees should perform an evaluation of the

items in the 5S holding area, ensuring the best decision regarding final disposal of

tagged items)

• Tag items which cannot be removed immediately, i.e. excess piping or heavy

equipment, and arrange with maintenance to remove these as soon as possible

• Establish mechanisms to prevent unnecessary items from returning, e.g. new

procedures, additional storage space or eliminating the need for these items

altogether

• Monitor the situation and improve where possible












2. SHINE (INCLUDING S4 AND S5)Once all the unnecessary items have been removed, the area must be properly cleaned.

‘Shining’ refers to the removal of dirt and dust, as well as to the elimination of the source

and the actions taken to make it easier to clean in future.

Here is where a lot of pure 5S efforts stall, and become ‘shop clean-up’ times at the end of

the shift, for example. And it is where supervisors become frustrated that team members

‘don’t clean up after themselves’, or ‘won’t work to the standard’. The exact level of

cleanliness required will differ from company to company, and with the maturity of 5S

over time (it is a repetitive process after all), going to ever deeper levels of refinement.

Systematic cleaning or ‘cleaning with meaning’ provides an opportunity to inspect the

equipment and the workplace for potential and actual problems. These discoveries are

gold nuggets that should be fixed on the spot. For example, an oil leak or clogged filter

fixed on the spot may add years to the life of a machine while simultaneously reducing

the time required for cleaning in the future. Leaders should encourage employees to

flag these discoveries and then provide resources to correct problems.

The basic steps of implementing cleanliness are the following:

• Remove all dirt and dust

• Eliminate sources of contamination wherever possible, or at least contain the dirt

• Make it easier to clean by improving access or providing the right equipment and

cleaning material

• Paint the area, and mark equipment and controls with visual indicators

• Introduce cleaning schedules

• Determine acceptable performance

Leaders should encourage employees to flag these discoveries and then provide resources to correct problems.









3. SET IN ORDER (INCLUDING S4 AND S5)‘Set in order’ or ‘organising’ aims to have a dedicated place for everything,

and for everything to be in its correct place to avoid unnecessary searching.

The storage location and size depends on the frequency of use, the item’s

dimensions and its protection requirements. Frequently used items must be

stored as close as possible to where they are used.

A simple tool to document ‘before’ and ‘after’ improvements is a spaghetti

diagram, a graphical representation of the steps taken and distance travelled

to do a particular job. As employees draw ‘before’ and ‘after’ diagrams, the

improvement is compelling and creates buy-in.

The storage location should be clearly marked to make it easy for anyone to

find an item, remove it (depending on controls) and return it (if applicable).

Waiting and searching time must be eliminated as far as possible.

On a production line, all raw material and packaging need to be available at

all times and in the quantities needed for the next hour or shift, depending

on the production plan and ease of replenishment. In an office environment,

organising not only refers to the storage of physical files and stationery, but

also to the digital storage of information.

‘Set in order’ aims to have a dedicated place for everything, and for everything to be in its correct place.









Organising items for ease of use is not a one-time activity. ‘Set’ does not mean ‘set and forget’. Item locations will likely be reset from time to time as

employees exercise the new set-up as part of continuous learning and improvement. As with ‘sort and clear’, the employees who do the work must be the

ones to identify set locations for needed items.

‘SET IN ORDER’ CONSISTS OF THE FOLLOWING STEPS:

12

34

Decide where to keep things (location)

Decide how many are needed (limits)

Implement visual controls such as labels, shadow boards, demarcations or colour-coding

Document layout, equipment, supplies and agreements for returning items to their rightful place









4. STANDARDISE The fourth ‘S’ refers to the establishment of clear and visible standards to identify

abnormalities, and make it clear to everyone what the acceptable practice is. Without

a clear standard, there can be no way to create accountability, monitor adherence or

make improvements.

The steps in standardising the 5S elements are:

• Establish visual controls such as colour-coding, flow charts, checklists, labelling

and other visual aids to help reinforce a unified approach across all areas of the

plant

• Establish and document standard methods across similar work areas

• Document any new standard methods for doing the work

A simple, but effective way to monitor the ‘standardise’ practice is for management to

use two colour-coded cards to show support for the 5S process. One card (e.g. yellow)

is used to note an ‘Improvement Opportunity’. The card contains an abbreviated

checklist for the first three ‘Ss’, but also provides room for a personal comment noting

the area for improvement and providing encouragement. This card is placed in the area

observed and is noted for follow-up to check on progress. When the problem has been

eliminated, the yellow card is removed. The second (e.g. blue) ‘5S Achievement’ card is

left in an area where exceptional workplace organisation exists. Space for a personal

thank you is provided. This card remains for a short period, perhaps a week.

To support employees with 5S and help to manage the change to better workplace

organisation, management must participate in this way. In so doing, management shows

support, clarifies standards and generally stays in touch with the improvement process.

S1: Sort

S2: Set in order

S3: Scrub, sweep, straighten

IMPROVEMENT OPPORTUNITY

Notes/Comments

5S ACHIEVEMENTExceptional Workplace

Organisation Exists!

Notes/Comments









5. SUSTAIN ‘Sustaining’ is generally regarded as the toughest ‘S’. However, it doesn’t need to be. The

trick is to let the 5S system work for you. When you get to this point, you should have

engaged everyone in the work area during 5S activities and have a ‘tell at a glance’ visual

workplace. Once this is achieved, sustaining is much easier but not yet sufficient. A more

systematic way to prevent backsliding and to foster CI is needed. Management plays a

key role in this, as illustrated in the blog post Three keys to sustainable 5S.

The following are the steps to sustainable 5S:

• Determine the overall 5S level of achievement

• Perform worker-led routine 5S checks and regular review meetings

• Address backsliding and new opportunities found during routine checks

• Conduct scheduled, routine checks by team leaders or supervisors, or by people

from outside of the workgroup

• Perform higher-level audits to evaluate how well the 5S system is working overall

— for instance, are there systemic issues with sustaining 5S?

Examples of sustaining activities include the blue and yellow cards discussed in the

previous 5S element. Also, tools such as posters (see the 7 Wastes of Manufacturing and 5S

Awareness posters), slogans, competitions, visits by VIPs and success stories can be used.

Adding a few words to amplify ‘before’ and ‘after’ photographs is also a powerful way to

publicly acknowledge 5S efforts and share good ideas among employees.

The TRACC Value Chain Improvement Solution is used by world class organisations around the globe, in multiple languages.

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THERE ARE 7 WASTES1. TRANSPORTATION 2. INVENTORY 3. MOTION/MOVEMENT 4. WAITING/DELAY 5. OVERPRODUCTION 6. OVERPROCESSING 7. DEFECTS

NON-VALUE-ADDING MOVEMENT of products and materials between production processes.

TRANSPORTATION

WHAT CAN YOU DO TO OPTIMISE

TRANSPORTATION TODAY?

1WASTE

TRACC

The TRACC Value Chain Improvement Solution is used by world class organisations around the globe, in multiple languages.

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Identify and discard all obsolete itemsnot used for the last 12 months.

Maintain standards through discipline and continuous improvement.

Organise and arrange the items that were not discarded.

Establish clear and visible standards for each of the �rst three 5S steps.

Clean the workplace and eliminate sources of contamination.

Sort and Clear

Set in Order

Shine

Standardise

Sustain

Improve Everything • Enable Everyone

STEPS FOR SUCCESS







https://traccsolution.com/blog/sustainable-5s/

https://traccsolution.com/resources/manufacturing-posters/

https://traccsolution.com/resources/5s-awareness-posters/

https://traccsolution.com/resources/5s-awareness-posters/



Understanding that 5S is a way to make work easier, better, faster, cheaper and safer is an important mindset to instil at the beginning of the process. When 5S is

treated as an end in itself and not a means to support CI, it quickly stagnates. Remember too that 5S is only as good as its weakest link. If, for instance, a work

area has not addressed ‘standardising’ and ‘sustaining’, no matter how high the level achieved for the other ‘Ss’, the area will eventually revert to a non-5S state.

It is through sustaining activities that the practice of 5S is refined. 5S may begin as an event, but thereafter it is a never-ending daily process in which the fifth ‘S’,

‘sustain’, means not only sustaining the gains, but also to keep improving workplace organisation.

KEEP ON IMPROVING

"The company that can do well with 5S can also do well with all the other practices. The company that cannot even implement basic 5S will not be able to do any of the other things required of a competitive organisation."

- Takashi Osada, Five Keys to a Total Quality Environment








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effectiveness and efficiency, thus maximising

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Our reputation for building competitive capability is reinforced by our ability to enable our clients’ global workforce. Our focus on value-based solutions for our clients brings about process and practice improvements, efficiency gains and also substantial bottom line growth.

For over 25 years, we have delivered sustainable results across more than 2 000 operations in 70 countries and in multiple languages.

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Copyright © 2016 CCI (Pty) Ltd All rights reserved TRACC, its logo, and Integrative Improvement System are trademarks of CCI.

The TRACC framework helps organisations build standardised and integrated good practice and performance capacity across their Plan, Source, Make and Deliver functions. Simultaneously it accelerates their collaboration and alignment capacity to build world class end-to-end value chains, enabling the organisation itself to become the ultimate source of sustainable competitive advantage.Disclaimer: This guide has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this guide without obtaining specific professional advice. Competitive Capabilities International (CCI) does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this guide or for any decision based on it.

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HOW TO GUIDE - Amazon S3...how to guide: ebook sustaining 5s for ci success introduction the 5s methodology – three key elements 1 2 mapping 5s 3 the future state of 5s 4 a staged