Lean Training

5S

Agenda

What is it? What’s it for? How does it work? When do you use it? What’s an example?

What is it?

5S is a workplace organization technique

It is a way to involve associates in the ownership of their workspace

It helps create and maintain the efficiency and effectiveness of a work area

5S is a common starting point for Lean activities in a company

What’s it for?

It is a way to create: Cleaner work areas More organization Safer working conditions Less wasted time Efficient work processes and practices More available space

How does it work?

5S is most effective when applied in a systematic way

The following video illustrates the 5S methodology

5S Video

The Five S’s Sorting – separating the needed from

the not-needed Simplifying – a place for everything

and everything in its place, clean and ready to use

Systematic Cleaning or Sweeping – cleaning for inspection

Standardizing – developing common methods for consistency

Sustaining – holding the gains and improving

The First S - Sorting

Separating the Needed from the Not-Needed

Eliminate not-needed items and perform an initial cleaning Establish criteria/handling of items Identify not-needed items Move not-needed items to holding area Conduct a white-elephant sale Conduct an initial cleaning

The Second S - Simplifying

A place for everything and everything in its place, clean and ready to use

Arrange workplace for safety and efficiency Identify key equipment and supplies Determine location for each item Outline locations and zones Develop shadow boards, label items Document layout, equipment, supplies

The Third S – Systematic Cleaning

Cleaning for Inspection Perform daily cleaning and inspection

to understand work conditions Identify points to check for performance Determine acceptable performance Determine visual indicators/controls Mark equipment/controls Conduct daily cleaning/inspections

The Fourth S - Standardizing

Developing Common Methods for Consistency

Make abnormal conditions noticeable and document agreements Document agreements and checks Establish/document standard methods

across similar work areas Document new standard methods

The Fifth S - Sustaining

Holding the Gains and Improving Maintain the gains from other 5S

activities and improve Determine 5S Level of Achievement Perform routine checks Analyze results of routine checks Measure progress and plan for

continuous improvement

Getting Started

Planning – launches your 5S activity

Evaluating – tells you what you need to do

Preparing – gets you ready for implementation

Planning Assemble a 5S Lead team Define the work area 5S boundaries Assign work group members to their 5S

areas Install a 5S communication board Determine 5S targets, activities, and

schedule Review/finalize plans with work group

and site leadership

5S Boundaries

Area 1Area 2

Area 3Area 4

Monica & Chandler

Rachel & Ross

Joey & Phoebe

Jerry & Kramer

Five S Communication Board

Levelsof

Achievement

Five STeam

Members

Five SBoundaries

Five SRoutine

Checklist

Five SRoutine

Checklist

Five SImplementation

Plan

Five SImplementation

PlanPhotos Photos

CurrentSituation After Five S

Evaluating Your Initial Situation

Prepare to take work area photos Take work area photos Evaluate current 5S Level of

Achievement

5S Workplace OrganizationLevels of Achievement

Level 5: Continuously

Improve

Needed items are routinely reworked/ replaced as needed to improve work area performance

Needed items can be retrieved within 30 seconds and require a minimum number of steps

Problem sources are documented with solutions defined and implemented

Methods for housekeeping, labeling, inspections, and work place design are continually improved and shared externally as applicable

Root causes have been eliminated and improvement actions focus on developing preventive methods

Level 4: Focus on

Reliability

Needed items are routinely assessed against business needs to assure functionality and fit

Needed items have been minimized in number/ size and are properly arranged for retrieval and use

Daily inspection occurs to assess area readiness, potential problems are identified and fixed

Agreements for labeling, housekeeping, inspections, and work place design are consistently followed and demonstrate area performance improvement

Sources and frequency of problems are documented as part of routine work, root causes are identified, and corrective action plans are developed

Level 3: Make it Visual

A list of needed items for the work area has been documented

Needed items have dedicated locations and are properly labeled with required quantities

Visual controls for equipment, files and supplies have been established for the work area

Work area agreements for needed item labeling and visual controls are posted and followed by work team

Work team is routinely checking area to maintain 5S agreements and posting results

Level 2: Focus on

Basics

Needed and not needed items have been sorted and not needed have been removed from work area

Needed items have been safely stored and organized according to frequency of use

Key work area items to be checked are indentified and documented

Work area agreements are identified and documented for needed item organization and work area controls

5S level has been determined and posted on the communication board

Level 1: Just

Beginning

Needed and not needed items are mixed throughout the work area

Items are placed randomly throughout the work place

Key work area items to be checked during a sweep are not identified

No work area agreements exist

There is no measurement of 5S performance

Sorting Simplifying Sweeping Standardizing Sustaining

rev. 04-06-01

Preparing for Implementation Obtain existing standards for color-

coding and signage Decide on 5S color-coding and signage

standards Prepare for Sorting Prepare for Simplifying Prepare for Systematic Cleaning Prepare for Standardizing Prepare for Sustaining

Summary: Implementing Five S’s

Share 5S Overview Choose work area implementation group Determine implementation targets,

activities, and schedules Document current situation Apply 5S’s Document improvements Determine new improvement goals and

action steps

Issues and Concerns Communicating across shifts Disposing of, or moving, personal items Making time available Following agreements consistently Maintaining the gains Giving rewards and recognition Integrating 5S with other improvement

activities

What’s an example?

What’s an example?

What’s an example?Before After

What’s an example?

What’s an example?

Questions?