Recognize the Amazing potential by using 5S and visual management as a continuous improvement tool
- 1.Krishna Heda 5S and Visual Management
2. Operations Strategy 3. Agenda
4. Objectives
- Recognize and/or create a model work environment
- Participate in, encourage, support, and promote the
implementation of 5S and visual management
- Recognize the potential for using 5S and visual management as a
continuous improvement tool
As a result of attending this module, you will be able to: 5.
Work Place Organization - Philosophy Sort Eliminate what is not
needed Straighten Organize what remains Shine Clean work area
Standardize Schedule cleaning and maintaining Sustain Make 5S a way
of life
- Cost of Poor Work Place Organization
- Two Segments of Work Place Organization
6. First Impressions You never get a second chance to create a
first impression. 7. First Impression: Condition of Work Area
- What does the workplace tell the customer and associates?
-
- Straight lines (desks, benches, equipment, walls, power
drops)
-
- Condition of walls, floors, equipment
8. First Impression: Work Area 9. First Impression:Work Area 10.
First Impression:Plant Main Aisle 11. First Impression:Associates
Workstation 12. Material Storage 13. Employee Morale: Break Area
14. Poor Workplace Organization Means Waste
- Unneeded inventory incurs extra inventory-related expenses and
obsolescence due to design changes, limited shelf life, etc.
- Extra manpower is needed to manage the growing inventory
- Extra time spent looking for equipment, parts, components,
etc.
- Quality defects result from unneeded in-process inventory and
machine breakdowns
- Unneeded equipment poses a daily obstacle to production
activities
- The presence of unneeded items makes designing factory/office
layouts more difficult
15. Key Characteristics in a 5S Environment
- An easily understandable layout
16.
- Improves safety / Reduces accidents
- Enhances operational control of processes
- Creates a healthier corporate climate
- Improves efficiency and productivity
- Improves delivery times and assists in reducing costs
- Creates a positive work environment
- Improves customer perceptions
5S: Major Benefits Can You Think of Others? 17.
-
-
- when there is an abnormality
-
-
- if they are ahead, behind or on schedule
-
- Without opening a book or without turning on a computer
-
- Without opening a file drawer
-
- Without talking to anyone
Work Place Organization:Visual Management
- Create an environment in which anyone can walk into a workplace
and visually know the current situation:
18. Two Workplaces,Two Ways of Communicating HURRY UP! HIDDEN
WORKPLACE VISUAL WORKPLACE 7 19.
- Controls inventory levels
- Improves lead time in a Pull System
- Reduces space by better organization / utilization
- Reduces energy (manual or mechanical)
Visual Management: Major Benefits 20. Work Place Organization
Philosophy - Summary
- The condition of the work area is critical to the morale of
associates and first impressions of customers
- Respect is reflected in the condition of the work area
- 5S and Visual Management apply to any work area
21. 5S Workplace Organization The Foundation ofthe Visual
Workplace
- S ort-Eliminate what is notneeded
- S traighten-A place for everythingand everything in its
place
- S hine- Cleaning and looking forways to keep it clean
- S tandardize-Maintain and monitor thefirst 3 Ss
- S ustain -Stick to the rules
8 22. SORT DIVIDE ITEMS INTO Three CATEGORIES:
CATEGORIZENECESSARY ITEMS : * RARELY USED * OCCASIONALLY USED *
FREQUENTLY USED RED TAG STRATEGY ATTACH TO ALLUNNECESSARY ITEMS
DISCARDUNNECESSARYITEMS 9 NECESSARY UNNECESSARY RED TAG Category 1.
Raw material 6. Dies and jigs2. In-process stock7. Tools and
supplies 3. Semi-finished goods 8. Measuring devices 4. Finished
goods 9. Documents 5. Equipment 10. Other Item name and number
Quantity Units $ Value Reason 1. Not needed 6. Other 2. Defective
3. Not needed soon 4. Scrap material 5. Use unknown Disposal by:
Department/Business Unit/Product Center Disposal method: 1. Discard
2. Return 3. Move to red-tag storage site 4. Move to separate
storage site 5. Other Disposal complete (signature ) Posting date:
Disposal date: 23. Sort
- Any unused / unneeded items
- Items for which no immediate use is planned, but which must be
stored on the chance they will be needed later
- Discard, throw away ( Red Tag and Segregate)
- (Yellow Tag)Evaluate over time.
- Keep in work area ( Green Tag)
- Use white squares to mark location, or store on tool board or
another centralized storage unit
Action Check Item 24. 10 RED TAG Category 1. Raw material 6.
Dies and jigs2. In-process stock7. Tools and supplies 3.
Semi-finished goods 8. Measuring devices 4. Finished goods 9.
Documents 5. Equipment 10. Other Item name and number Quantity
Units $ Value Reason 1. Not needed 6. Other 2. Defective 3. Not
needed soon 4. Scrap material 5. Use unknown Disposal by:
Department/Business Unit/Product Center Disposal method: 1. Discard
2. Return 3. Move to red-tag storage site 4. Move to separate
storage site 5. Other Disposal complete (signature ) Posting date:
Disposal date: 25. Sort: Workbench Before Sort... After Sort... 26.
Sort:Workstation Before Sort... After Sort... 27. STRAIGHTEN 2B4659
DETERMINE LOCATION FOR NEEDED ITEMS CUTTERINSERTS 124GF 2HJF 12HJF
12HJF 12HJF 12HJF 12HJF 12HJF 13 VISUAL LOCATIONS PW2000 FIXTURES
2A4397 3A9674 IDENTIFICATION LINES 12HJF 12HJF 12HJF 12HJF 12HJF
12HJF POINT OFUSE STORAGE 28. Straighten Check Item
- All moveable objects (equipment, machines, tables,
material)
- Visual Aids / Visual Display
Action
- Tools must be replaced when not in use
- Must have markings for proper location
- Show workplace organization
- Must have all parts in place (safety)
- Must have all materials (RM, WIP, FG) located and necessary
information in place, updated
- Must be in place and updated
- Open display of all action items and processes under review or
performance requirements
29. Straighten: Tool Storage 30. Straighten: Material Storage
31. Straighten: Maintenance Supplies 32. Straighten: Common Tooling
Storage 33. Straighten: Cleaning Supplies 34. SHINE CLEAN SWEEP
CLEANING AS A FORM OF INSPECTION BUILD VALUE IN EQUIPMENT 17 BUILD
PRIDE IN WORK AREAS ELIMINATE DIRT 35. Shine Check Item
- Paint, coatings on buildings, equipment / machinery and
floors
Action
- Sweep, clean, dust zones or (machine, equipment, racks) work
areas during down time or idle time, then record on 5S Audit
Sheet
- Sweep, clean, dust in shared work zones or work areas during
down time or idle time
- Sweep, rake, clean outside areas and grounds as necessary
- Schedule as needed, complete during down time or non-production
time
36. Shine: Covers Prevent Dust 37. Shine: Clean Walls,Floors,
Ceilings 38. ASSIGN 3SRESPONSIBILITIES INTEGRATE 3S DUTIESINTO
REGULAR WORK DUTIES CHECK ON 3SMAINTENANCE LEVEL
5 Minute 5S 1S organize 2S orderliness 3S cleanliness 4S
standardize 5S discipline 7:30 - 7:35 xxxxxxxxxxxxx xxx x xxxxx xx
x xx x xxx x x xxxxx xxxx x xxxxx x xxxxxxxxxx xxxxxxxxxx xxxxxxx 5
Point Checklist 1.xxxxxxxxxx xxxxxxxxxxxxxx xxxxcx lsdfj sdlk dkdie
ldslj sdlj f lsdfljsldkj f 2x x xxxxxxxxxxxxxxxxx xxxx 3.xxx xx
xxxx x x xxxx x xxxxxlsdflsdkjei lsdkj sdlkj sdl ldf 4.xx xxxxxx x
xxxx x xxxxxxxsdlfkj sdflkj sflkjsdflkj flk5.xxxxx xxx x x xxx xxxx
xxxxxsdf,j sdlfjk flsdf ljsd 3 3 2 3 4 3.0 2 3 2 1 4 2.4 21
STANDARDIZE A State NAME M T W T F S Su Ken Sonya Paul Ross Mell
Cathy Jesse Roger Ken D. Douglas 39. Standardize Check Item
- Consistent with the entire system
- Visual aids or visual control systems
Action
- Follow 5S Audit Sheet and all other visual controls
- Perform regular, scheduled audits
- Submit improvement suggestions
- Produce signs, charts, graphs, paint equipment, color coding
systems
- Implement standard method for cleaning and maintenance
- Create an environment in which anyone can know in five minutes
or less the who, what, when, how and why of any work area:Without
talking to anyone, without opening a file drawer, without opening a
book or without turning on a computer
5S Guidelines 5S Review Schedule 40. Standardize (cont.) Check
Item
Action
- Make 5S part of normal work activity
- Reward and recognize good work
- Allow time for 5S activity (monthly, weekly, daily)
41. Daily Clean-Up 22 42. Five Point Sorting Check 23 43. Five
Point Straightening Check 24 44. Five Point Cleanliness Check 25
45. Standardize:5S Trend Chart 5S Rating Trend 46. PROPER
TRAININGCORRECT PROCEDURES BECOME A HABIT SUSTAIN MANAGERS
COMMITTED TO 5S 5 S asdfsdfs sdf sdf dsfsdfsdfsfdsdfsdf 27
BUY-INFROMALL WORKERS 47. SustainCheck Item
Action
- Complete daily/weekly checklists
- Practice until it is a way of life
48. Sustain: Daily Activities 49. 60 5s Checklist for
Manufacturing 50. 60 5S Checklist for Tool Room 51. 60 TPM
Checklist 52. Sustain: Periodic Reviews 53. 1. Removing unnecessary
items 2. Storage of cleaning equipment. 3. Floor cleaning. 4.
Bulletin boards. 5. Emergency access 6. Items on floor 7. Aisleways
- markings 8. Aisleways - maintenance 9. Storage and arrangement
10. Equipment - painting All items not required for performing
operations are removed from the work area, only tools and products
are present at workstations. All cleaning equipment is stored in a
neat manner; handy andreadily available when needed. All floors are
clean and free of debris, oil and dirt.Cleaningof floors is done
routinely -- daily at a minimum -- posted schedule. All bulletins
are arranged in a neat and orderly manner.No outdated, torn or
soiled announcements are displayed. Fire hoses and emergency
equipment are unobstructed and stored in a prominent easy-to-locate
area.Stop switchesandbreakers are marked or color-coded for
visibility. Work-in-process, tools and any other material are not
left to sit directly on the floor.Large items such as tote boxes
are positionedon the floor in clearly marked areas, identified by
painted lines. Aisles and walkways are clearly marked and can be
identified ata glance; lines are straight and at a right angles
with no chipped or worn paint. Aisles are always free of material
and obstructions; nothing isplaced on the lines, and objects are
always placed at right angles to the aisles. Storage of boxes,
containers and material is always neat andat right angles.When
items are stacked, they are never crookedor in danger of toppling
over. All machines and equipment are neatly painted; there are
noplaces in the plant less than six feet high that are unpainted.
Item #anddescription 5S Evaluation Form Item Score(0 - 5) What is
the team doing to improve to next level? Subtotal pg 1 Pg 1 of 2
54. 11. Equipment - cleanliness 12. Equipment - maintenance 13.
Equipment - storage 14. Documents - storage 15. Documents - control
16. Tools & gages arrangement 17. Tools & gages convenience
18. Shelves & benches - arrangement 19. Workbench & desk -
control 20. 5S control & maintenance All machines and equipment
are kept clean by routinedaily care;Controls of machines are
properly labeled and critical points fordaily maintenance checks
are clearly marked.Equipmentchecksheets are neatly displayed and
clean. Nothing is placed on top of machines, cabinets and
equipment;nothing leans against walls or columns.Guards and
deflectorsare used to keep chips and coolant from falling to the
floor. Only documents necessary to the operation are stored at
thework stations and are stored in a neat and orderly manner. All
documents are labeled clearly as to content and responsibilityfor
control and revision. Obsolete or unused documents areroutinely
removed. Tools, gages and fixtures are arranged neatly and stored,
keptclean and free of any risk of damage. Tools, gages and fixtures
are arranged so they can be easilyaccessed when changeovers or
setups are made. Arranged, divided and clearly labeled. It is
obvious where thingsare stored; status and condition is recorded.
Kept free of objects including records and documents.Tools and
fixtures are clean and placed in their proper location. There is a
disciplined system of control and maintained at thehighestpossible
level.It is the responsibility of everyone tomaintain this system
and environment. Item #anddescription 5S Evaluation Form Item
Score(0 - 5) What is the team doing to improve to next level? Pg 2
of 2 Subtotal pg 2 + Subtotal pg 1 Total 5S score : 20= 55.
- In athird-rateworkplace, Associates leave trash and no one
stops to pick it up.
- In asecond-rate workplace, Associates leave trash but others
pick it up.
- In afirst-rate workplace, no one leaves trash but Associates
would pick it up if they saw it.
Where Are We Now? This is World Class! 56.
- Gives people information management wants them to know
- Drives maintaining the status quo
- Can be interesting to look at
- Provides current, up to date information
- Gives people information they need to know to be
successful
- Displays abnormalities to anyone clearly
- Can alert, prevent, and provide fail-safe processes
Visual Controls vs. Visual Displays Visual Display Visual
Control 57. Visual Controls ExamplesOperator Process Control (OPC)
Board Examples 58. Visual Display Set-up Time Equipment Performance
41 World Class Time 3:00 min Our Best Time 5:30 min Our Last Time
7:30 min 59. Business Unit 8500 Machine Down Time 0 100 200 300 400
500 600 W/E 10/09 W/E 10/23 W/E 11/06 H o u r s Equipment
Performance 43 W/E10/02 W/E10/16 W/E10/30 60. EAST END MAINTENANCE
TEAM LABOR HOURS FOR T.P.M (LEVEL 2) TOTAL 13,915 HRS (LEVEL 2 PMS)
Equipment Performance 44 61. Cell Mission: To be the lowest cost
producer of small machined rings whileconsistently meeting customer
requirements on quality and delivery.CELL 235TEAM MEMBERS People
Organization 53 SUE NICOLE JIM CELL LEADER BRIAN CYNTHIA TOM TED
PAUL 62. STANDARD WORK COMBINATION SHEET People Standards 54
OPERATION NAME OPERATION TIME (IN SECONDS) STANDARD WORK
COMBINATION SHEET MODEL NUMBER AND NAME WORK SEQUENCE DATE PREPARED
DEPT. QUOTA PER SHIFT TAKTTIME OPERATOR NUMBER Manual Automatic
Walking wwwwww TOTALS WALKING 1 2 3 4 5 6 7 Pick up blank
Unload/load/switch on Measure thread diameter Put down finished
piece Unload/load/switch on Unload/load/switch on
Unload/load/switch on M110 L210 D310 T410 2 4 5 4 3 6 2 2 2 2 2 2 2
2 28 29 27 12 26 14 12345-67890 master cylinder Master cylinder
machining 2/20 40 690 63. ? 35-IP4 101-RTY 5664-11 831-UI WHAT IS
WRONG WITH THIS METHOD OF STORAGE?Product Organization 66 64. 101PI
794-23O 103PI 102PI 199-IO 365-98U 199-5RT 122-O89 23-56T 101PI
101PI 794-23O 794-23O 23-56T 23-56T 102PI 102PI 365-98U 199-IO
365-98U 103PI 103PI 122-O89 122-O89 199-5RT 199-5RT SMALL PARTS
STORAGE14C Product Organization 67 65. KANBAN SCHEDULING BOARDPART
# 128450 PART # 145398 PART # 56701 RAW MATERIALWITHDRAWAL MFG..
INST. 6 CARD SYSTEM Product Organization 81 66. Master Cylinder
12345-678909 Pick up raw material Finished product 5 40 40 Finished
Product Raw Material L210 T420 L310 1 2 3 4 5 Inspect 6 7 Product
Organization 70 M110 67. Visual Control Tools and Methods No. Name
Illustrations Description Red Tag The red tag strategy helps us
distinguish needed items for unneeded items in the work- shops.Red
tag teams use red tags to mark unneeded itemsfor removal. In the
signboard strategy, weset signs that indicate what belongs where
and in what amount, so that anyone will be able to understand where
things belong. A B 1Red Tag Strategy 2Signboard Strategy 68. Visual
Control Tools and Methods (cont.) No. Name Illustrations
Description 3 White/Yellow Line Indicators 4 Red Line Indicators
When organizing workshops in an orderly condition,marking out
pathways and in- process storage sites with white or yellow tape
makes it easyfor anyone to keep theworkshop neat. Red line
indicators form part of the signboard strategy.We set up poles next
to inventory (warehouse or in-process inventory) stocks and mark
the minimum allowable stockheight with a red line to show when
excess inventory exists. 69. Visual Control Tools and Methods
(cont.) No. Name Illustrations Description 5 Andon (alarmlamps) 6
Kanban Andon immediately alerts necessary people toabnormalities
that occur in the factory. Kanban are administrativetools that help
us maintain Just-In-Time production. The two main types of kanban
are transport kanban and production kanban. CARD F 70. Visual
Control Tools and Methods (cont.) No. Name Illustrations
Description These are display boards that indicate current
conditions on production lines.Data shown on these boards include
pro- duction results, operatingconditions, and causes for line
stops. We use these charts to find the work methods that use the
best combination of people,machines, and materials.One of these
charts should be on display at each line in thefactory. 7
Production Management Boards 8 Standard Operation Charts Standard
Operation Chart Cond. _____ Prod. _____ Line stops cause _____
_____ 71. Visual Control Tools and Methods (cont.) No. Name
Illustrations Description Set-up display areas exhibiting defective
items along withgraphic data urging Associates not to allow the
same defects toreoccur. Error prevention boards help promote
independent manage- ment to reduce human errors. 9 Defective Item
Displays 10 Error Prevention Error Prevention Board 72. More Visual
Control Examples Work instructions mounted on a harness jig 73.
More Visual Control Examples Safety instructions mounted on a wire
cutting machine. Lubricate and gauge levels clearly marked 74. More
Visual Control Examples Has the nut been tightened to the right
point? 75. War Room 76.
- Leadership must LEAD / TEACH / AUDIT!
- Agree to standards in advance
- Document before and after (photographs or videos)
- Always involve those directly affected by potential change
- Allow time and provide support for all required follow-ups
- Involve critical eyes in the process
5S & Visual Management:Lessons Learned 77. Shop Floor Work
ShopAgenda
- Videotape or photograph area prior to 5S workshop.
- Sort through equipment, tools, material, files, etc.Apply red
tags to items that are no longer needed.
- Dispose of red tagged items.
- Straighten remaining items.
- Clean equipment, tools, and area.
- Videotape or photograph area after 5S workshop.
- Perform a 5S evaluation.Compare and post scores.
78. Shop Floor Work ShopAgenda
