To Create a Workplace suited for Visual Control and Lean Production

1. 6S To Create a Workplace suited for Visual Control and Lean Production

2. The Six Ss • Is not Six Sigma • A highly disciplined process that focuses on developing and delivering near-perfect products and services • 6S is Sort, Straighten, Shine (Scrub), Safety, Standardize, Sustain • 5-S… in Japanese factories • Focus: orderliness • 6th S added in some US companies… Safety • Combines orderliness with safety / ergo • Overall intention: CLEAN, SAFE, ORDERLY • First step on Lean Journey

3. Visual Factory/Office • 1st Level: See the Shop/Office • Basic 6S • 90% never get beyond this point • 2nd Level: See the work • In 5 Seconds, can you see what’s going on?

4. 6S • Think of 6-S as a repeating action sequence: • 1: SORT OUT - get rid of what’s not needed • 2: STRAIGHTEN - organize what belongs • 3: SCRUB - clean up, see and solve problems • 4: SAFETY - make the work area safe • 5: STANDARDIZE - assign tasks, track visually • 6: SUSTAIN - keep it up (audit and insist) • Remember… • This applies to all areas (value-adding and administrative) • Basic "6-S” is part of establishing any cell

5. Sort • GET RID OF WHAT’S NOT NEEDED • Start with a red tag campaign • Tag everything that looks disorderly or unsafe • Be ruthless (90% of the time you'll be OK, you'll get over the 10%) • If in doubt throw it out • If still in doubt, send it to a “red tag area” for resolution • You should be removing truckloads of items… be tough (sometimes you’ll need to ask for forgiveness later!)

6. Straighten • ORGANIZE WHAT BELONGS • Create a place for everything • Meet with shop/office personnel on what should be where • Deal with the open red tags from the "Sort Out" step: • Organize parts and material • Resolve things you were afraid to throw out • Write off or sell off obsolete materials

7. Straighten

8. Straighten

9. Straighten

10. Straighten

11. Scrub • CLEAN UP, SEE AND SOLVE PROBLEMS • Make the work area absolutely clean • Clean everything (equipment, floors, walls…) • Paint everything (equipment, floors, walls…) • Look for problems… • Leaks? • Loose or missing items • Unsafe conditions • Causes of messes or problems… • Quality issues • Solve problems (root cause), take corrective action (prevent)

12. Scrub

13. Safety • MAKE THE WORKPLACE SAFER • Look for unsafe conditions • Look for potential for unsafe acts • Look for difficult tasks (are they ergonomic?) • Try the jobs yourself… where could you get hurt? • List the opportunities • Resolve them • Put creativity before capital and put safety first!!!

14. Safety

15. Standardize • ASSIGN TASKS AND MANAGE VISUALLY • Who will do what to keep the area clean, safe and orderly? • Agree on daily and weekly tasks • Establish a visual management system for these tasks • Can you tell at a glance if the tasks have been done?

16. Standardize

18. Sustain • KEEP IT UP (AUDIT AND INSIST) • Develop audit checklists for office and for shop floor • Assign the audit role to someone outside the area • Track the audit results (a bit of friendly competition?) • Hold yourselves accountable for sustaining

19. Sustain - Maintain The Gains • Create checklist for entire area & all items within the area • Use checklist daily or weekly as appropriate • Once a year have Examiners perform independent review • Fix and clean daily • Continue to train & heighten awareness • Remember you are World Class! Act like it.

20. Sustain - 6S Scorecard 0 = No evidence that 6S is being considered for implementation 1 = Some evidence of 6S being started 2 = 6S is partially implemented (some gains are evident) 3 = 6S has been implemented but not self-sustaining 4 = 6S has been implemented & is self-sustaining (standard throughout) 5 = 6S is entrenched; efforts have resulted in high achievements 6 = “Out-of-the-box”; Area is doing extraordinary things, above & beyond the norm

21. Sustain - 6S Scorecard 0 – 20 = Some organization, needs much improvement 21 – 40 = Signs of 6S in place, good organization, needs more time to mature 41 – 60 = 6S implemented, signs of maturing, not self-sustaining 61 – 80 = 6S implemented, system is self-sustaining 81 – 100 = 6S is entrenched with high achievements 100+ = Extraordinary, over-and-above, “outside-the-box”

22. Visual Management • Make normal / abnormal conditions obvious with • Floor and surface marking • Shadow boxes • Samples • Visual indicators • Obstacle height limits • Lights and sounds • Arrows, zones, stickers • Scoreboards • Labels and tags

23. For Shops • Remove unnecessary items • All cleaning material stored in a neat manner • Floors clean of debris, oil and dirt • Bulletin boards updated, straight and neat • Easy access to emergency equipment, highly visible • Items on floors are in clearly marked areas • Aisles are clear and kept free of material • Storage of boxes is square, neat, orderly • Machines, tools, equipment kept clean • Nothing on top of machines or cabinets • Documents and binders stored in a neat manner • Tools, jigs, fixtures, details are labeled, shadowed, identified, easy to reach • Shelves, benches, desks kept free of unused objects, including files and documents

24. For Offices • Remove unnecessary items, minimum personal items • Cleaning equipment stored in a neat manner • Floors clean and free of debris and dirt • Bulletin boards are updated, straight and neat • Easy access to emergency equipment, stored in a prominent manner • Nothing on the floor but furniture, CPU, recycle bin and garbage can • Office layout posted at each entrance, name and task/position outside cubicle/office • Office equipment and furniture is functional and in good repair • Paper, cabinets, and bins squared up, centered and at right angles, PC wiring is routed and secured/clamped • Desks, surfaces, cabinets, chairs cleaned weekly • Nothing on top of overheads or cabinets, nothing leaning against walls or columns, everything labeled • Documents and binders stored in a neat and orderly manner • Shelves, cabinets, desks kept free of unused objects, including files and documents

25. Acknowledgements • “Lean Thinking” by James Womack and Daniel Jones • “Toyota Production System” by Taiichi Ohno • Simpler Business System, www.simpler.com