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5s A STRATEGY FOR PERFORMANCE EXCELLENCE
Performance Excellence Series Training Module Elements Executive Overview Knowledge Breakthrough Tools Workbook Lecture notes Lecture notes Participant manual
5s Table of Contents Knowledge Breakthrough Session 1.0 Introduction…….……...……………………. 3 Session 2.0 Waste Management ……………………….. 14 Session 3.0 5S Implementation…………………………. 20 Element 3.1 Systematic Organization…………………... 31 Element 3.1.1 Red Tag System……………………………. 47 Element 3.2 Sorting Visual Placement………………….. 33 Element 3.2.1 Visual Sign System………………………….. 66 Element 3.2.2 Visual Color System………………………... 76 Element 3.3 Scrubbing Clean……………………………. 40 Element 3.4 Standardizing Control……………………... 45 Element 3.5 Self Discipline Control……………………... 48
What is 5S ? 5s • An essential step required for Waste Elimination • An integral step in Kaizen • A required element to achieve Lean-site Manufacturing. Systematic Organization “Seiri” Orderliness “Seiton” Cleanliness “Seiso” Cleanup “Seiketsu” Cleanup “Seiketsu” Standardization/Perseverance “Shitsuke”
5s 5S Performance Excellence Model Systematic-Systematic Organization Improved Quality Improved Safety Reduced costs Consistent Deliveries Improved Product/ Service Options Customer Expectations Standardizing Control Self-Discipline- Control Sorting Visual Placement Scrubbing clean
The Five Elements of 5S 5s Systematic Systematic Organization- Identifying what items are required and which are not. Self-Discipline/Control-Ensuring that Systematic Organization, Visual Placement & Cleanliness are maintained. Standardizing Control- Maintain and continually improve the previous improvements. Sorting Visual Placement- Items should be easily retrievable, easy to get, and visual-easy to see. Scrubbing Clean-Keep the area free from debris, dirt, oil, items not needed.
Tool Kit Comparison 5s Major CPI Tools (6s) Kaizen Lean Description Cp/Cpk 4 Process capability assessment DOE 4 Design of experiments SPC 4 Process control based on statistics and data analysis FMEA 4 Risk assessment tool Regression 4 Correlate effect one variable has on another Process Map 444 Map process steps to communicate and identify opportunities 5 whys /2 hows 4 4 4 Determination methods for root cause discovery Pareto 444 Column chart ranking items highest to lowest Fishbone 4 44 Cause / Effect Diagram 5S 44 Elimination waste Visual Mgmt 4 44 Emphasis on visual techniques to manage process Poka-Yoke 44 Error proofing techniques Spagetti Chart 44 Kanban 44 Material storage technique used to control process Takt Time 44 Determine pace or beat of a process Std Work 44 Evaluate tasks done during a process SMED 44 Single minute exchange of dies - Quick machine set up TPM 4 Integrate maintenance strategy with process Cellular Flow 4 Reduce inventory & cycle time thru process layout and pull production techniques Expand Process Improvement Program to Utilize Kaizen Tool Kit
Expanding the Strategy 5s Performance Excellence • Kaizen • Philosophical Approach • Common Sense Approach • (Qualitative) • Data Driven - Observation • Operational Focus • Waste Elimination 5S • Incremental Change • Smaller/Shorter Projects • 6 Sigma • Disciplined Methodology • Technical Approach • (Quantitative) • Data Driven - Statistical • Customer Focus • Reduce Variation • Focus on Large Impact • Larger/Longer Projects Complimentary Tools Driving Continuous Improvement
5s Comparative Analysis 6s • Improvement Methodologies • Similar in Structure • Improvements measured against established process • Team oriented • Similar improvement tools • Measure effectiveness of improvements • Maintain new performance level • Standardize & Proceduralize • Results • More Efficient Processes • Comparison • Both are Effective Improvement Mechanisms • CPI/6s best applied to large complex problems • Kaizen/Lean best applied to achieve incremental changes and eliminate wastes. Kaizen/Lean Measure - Data Collection - Determine Process Potential / Goals Evaluate - Root Cause / Vital Few - Statistical Analysis Improve & Verify - Implement Improvement - Validate Improvement Standardize - Standardize / Leverage - SPC - Update Procedures Evaluate - Baseline Process Performance - Establish Target Decide -Compare solutions - Choose Act -Communicate - Implement improvement - Control Measure - Validate improvement - Standardize - Update Procedures Focus - Reduce Process Variation - Identify Critical Cause and Focus Resources for Maximum Impact Focus - Eliminate Waste 5S - Seek Incremental Process Changes Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months
5s Why 5S Look Familiar? • 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.
The Nine types of wastes. 9 Wastes Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped Resources Mis-used Resources
The Nine types of wastes Think Break Give an example of each type of waste. 9 Wastes Overproduction ______________________________ Delays (waiting time)__________________________ Transportation _______________________________ Process_____________________________________ Inventories__________________________________ Motions ____________________________________ Defective products ____________________________ Untapped Resources __________________________ Mis-used Resources ___________________________
5 S Implementation Plan Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan Step 4 Develop 5 S Training Plan Step 5 Implement 5 S Systematic Organization Progressive Enhancements Standardization Cleanliness Visual Placement Step 6 Verification of Effectiveness
Removing “Red Tagged” stuff What Stuff would you “Red Tag” in these pictures ? Think Break Picture A__________________________________________________________ Picture B _________________________________________________________
Think Break In the following pictures, identify some of the “finding wastes “ ( assume you work in a distribution center and you have to fill an order with product located in the following pictures). ___________________ ___________________ _________________ ___________________ ___________________ _________________ ___________________ ___________________ _________________ ___________________ ___________________ _________________ Finding Wastes Everything has a useable place
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
Visual Color System Implementation • Develop a map identifying the “access ways”(aisles, entrances, walkways etc.) and the “action” areas. • Perform any necessary realignment of walkways, isles, entrances. • Assign an address to each of the major action areas. • Mark off the Walkways, Aisles & entrances from the action areas Table 1.0 • Apply flow-direction arrows to aisles & walkways Table 1.0 • Perform any necessary realignment of action areas. • Mark-off the inventory locations Table 1.0. • Mark-off equipment/machine locations Table 1.0 • Mark-off storage locations( Cabinets,shelves,tables) Table 1.0 • Color-code the floors and respective action areas per Table 1.0.
Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust,oil, scraps on the floor, & garbage. Key Deliverables Increased Efficiency Increased Safety A clean Systematic Organization results in increased safety and efficiency.
Step 2: Allocation: Assign resources to the specific tasks required to make 3S a habit.
The Nine Wastes Percentage of Waste