5s Training And Implementation

By George Murigi

Objectives
To understand the importance of 5s to our Lean initiatives.
To know what the 5S’s are and know the key benefits of each.
Identify and overcome the barriers to productivity
To be able to participate in group and individual 5s activities.
Improve quality of work
Practice efficiency at all times.

Contents

•5S Introduction •5S Steps •Hints on 5S implementation •5S and TPM implementation •Syndicate exercise

Introduction

•TPM Pillars TPM

Safety, Health, Environmental Administration

Quality

Early Equipment Management

Training & Education

Planned Maintenance

Focussed Improvement

Autonomous Maintenance

Introduction

5S • Clearing (Sort) • Organising (Set) • Cleaning (Shine) • Standardising (Standardise) • Discipline (Sustain)

Introduction 5S is a system to reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results. Implementation of this method "cleans up" and organizes the workplace basically in its existing configuration, and it is typically the first lean method which organizations implement. The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu), and Sustain (Shitsuke), provide a methodology for organizing, cleaning, developing, and sustaining a productive work environment. In the daily work of a company, routines that maintain organization and orderliness are essential to a smooth and efficient flow of activities. This lean method encourages workers to improve their working conditions and helps them to learn to reduce waste, unplanned downtime, and in-process inventory. A typical 5S implementation would result in significant reductions in the square footage of space needed for existing operations. It also would result in the organization of tools and materials into labeled and color coded storage locations, as well as "kits" that contain just what is needed to perform a task. 5S provides the foundation on which other lean methods, such as TPM, cellular manufacturing, just-in-time production, and six sigma can be introduced.

The 5S Pillars Sort. Sort, the first S, focuses on eliminating unnecessary items from the workplace that are not needed for current production operations. An effective visual method to identify these unneeded items is called "red tagging", which involves evaluating the necessity of each item in a work area and dealing with it appropriately. A red tag is placed on all items that are not important for operations or that are not in the proper location or quantity. Once the red tag items are identified, these items are then moved to a central holding area for subsequent disposal, recycling, or reassignment. Organizations often find that sorting enables them to reclaim valuable floor space and eliminate such things as broken tools, scrap, and excess raw material.

Introduction

Our Environmental (Generally)

Introduction

• Just across the Road...

Introduction

• Our Environmental (Generally)

5S Steps

5S Steps

• Clearing • To do this you may need to develop a policy or fix some rules, i.e.  Low priority items may be stored in a distant place.  High priority items may be kept in a designated area. • The team should agree the rules and must stick to them. • A red tag is affixed to each item that is put into the Red Tag area.

5S Steps • Stratify Strategy for Clearing (Seiri) Separate necessary items from unnecessary items and discard unnecessary items. Categorise items according to their frequency of use, importance, storage space required or the place requiring the item, for Example, control the categorised items according to their type.

Red Tagging Red Tag is one of the implementation plans for Sort (seiri), part of the kaizen strategy of workplace improvement. • A method of identifying potentially unneeded items in the work area. • Ensures that no needed items are accidentally disposed of. • Allows us to evaluate the usefulness of an item by segregating it when we are unsure of it’s use.

Red Tagging • The three questions to ask - Is this item needed? - If it is needed, is it needed in this quantity? - If it is needed, is this the best location for it? • Holding areas - A safety net between questioning whether something is needed and getting rid of it. - Items are held for a set time (30 days?). - Notices are put out for unknown items so that they may be claimed by anybody who has a genuine need for them. After the allocated time, unwanted items are disposed of.

Red Tagging Aims • Define the necessity of the item in order to perform the work required on a day to day basis. - If it isn’t needed it should be disposed of. • Determine the frequency with which the item is needed. - If it’s needed infrequently it can be stored away from the work area. • Decide the quantity of the item required to perform the regular work. - Excess items can be disposed or stored away.

Sample

Sample

Example of a red tag station

Example

Example

5S Steps • Clearing - (Remember to take photos for the Before and After to gauge the work done)

Different part in red tag zone after the clearing step

Clearing up the red tag zone

5S Steps • After Clearing

Before

After

Benefits of Seiri (整理 整理, 整理 sort) a) Remove unnecessary items and dispose of them properly b) Make work easier by eliminating obstacles c) Reduce chance of being disturbed with unnecessary items d) Prevent accumulation of unnecessary items e) Evaluate necessary items with regard to dept/cost/other factors.

5S Steps

5S Steps

• Organising • Workplace organisation  to fix the layout of tools and equipment  everything should be readily available when needed. • Everything needed should be “Easy to see, Easy to retrieve, Easy to use, Easy to return”.

4E Philosophy

5S Steps • Organising Useful check points for a organised workplace: 1. Are tools divided into “specialised use” and “regular use” items? 2. Is the number of tools required kept to a minimum? 3. Are pallets, waste bins, hoses always placed in the correct location? 4. Is anything stored around safety or fire fighting equipment? 5. Are positions of main corridors and aisles clearly marked? 6. Can you immediately and safely find the items you need?

5S Steps

5S Steps

• Organising (Examples)

Visual indications to easily show visibility of tools and equipment

5S Steps • Organising (One more Example)

Shadow boards for tools

5S Steps • Organising (5S Cabinet - Example)

5S Steps • After Organising

Benefits of Seiton (整頓? ) 1) Arrange all necessary items in order so they can be easily picked for use 2) Prevent loss and waste of time 3) Make it easy to find and pick up necessary items 4) Ensure first-come-first-serve basis 5) Make work flow smooth and easy 6) Can also be translated as "set in order"

5S Steps

38

5S Steps

Cleaning • Cleaning sounds simple enough, but it involves a host of activities: • removing from the workplace everything that should not be there • maintaining everything (that should be there) in the best possible condition by constant checking and constant care • Ultimately then "cleaning is careful checking"

5S Steps

Cleaning Before

After

5S Steps

• Cleaning

Before...

Leaks all over the floor and no name indications of the equipment

5S Steps

Pilot equipment

After...

5S Steps

• Cleaning – How to do it ? • Dividing zones/dividing roles • Indicate the role each person is to play (area of responsibility) • Responsibility maps and check lists are effective • Implement cleaning by area/equipment • Careful and systematic cleaning of particular areas and equipment will help spot potential problems • Not simply wipe off dust - Cleaning is Inspection. 43

5S Steps

• Cleaning – How to do it ? • Implementing improvements • Speed up the cleaning process • Make difficult/dirty places easier to reach and access. (DTAs) • Eliminate sources of contamination (SOCs). • Defining rules for the team (Code of Conduct)

5S Steps • Cleaning – How to do it ? • Introduce a plant slogan

• “Take 5 minutes for 5S” • “Take the time to make it shine!!”

5S Steps

After Demarcating

Area of operation

Benefits of Shine • Machine reliability - Easier to identify issues on clean machines, meaning they can be addressed sooner. - Cleaning is a form of inspection. • Equipment / Tools - Clean equipment functions more effectively. - Easier to spot damage or wear on clean equipment and tools than on dirty ones.

5S Steps

5S Steps

Standardising • The state that exists when the first 3 S's are properly maintained.  make sure that clearing, organising and cleaning are being maintained and incorporated into everyday activities.  identify, eliminate or take preventive action to help prevent 3S conditions to deteriorate. • A never-ending activity!

5S Steps

Standardising • People should have clear job assignments based on their own workplaces. • A useful tool is the 5S Map:  it shows how the workplace is divided into sections and lists names of the people responsible for maintaining 5S conditions in those areas  it makes 5S job assignments visible at a glance.

5S Steps

After Standardising Note the exact number of items piling up – the standard

Benefits of Standardising • Safety - Walkways and floors are kept clear and hazard free. • Efficiency - Storage areas remain organised. - Materials, tools and equipment remain organised and cared for. • We maintain all the benefits gained from Sort, Set and Shine. • We have a template for expanding the 5s area across the whole plant.

5S Steps

5S Steps

Discipline • Defined as "making a habit of properly maintaining correct procedures".

• So what happens to 5S Programmes that do not keep discipline?

5S Steps

Discipline – 5S Audit 5 S

Audit

(Produktie Afdeling)

Datum Audit: 19-02-2001

Datum volgende audit: WEEK 12 2001

Afdeling: VERWERKING Machine: MID 2 (PILOT LIJN) Audit uitgevoerd door: SHIFT A Onderwerp: 0

1

score: 2 3

Opmerkingen: 4

5

Wordt 5 S als prioriteit binnen de afdelings doelstellingen gezien P R O M O T I E

Is er tijd voor de 5 S implementatie gereserveerd Heeft iedereen informatie ontvangen betreft wat 5 S kan inhouden en wat de werkzaamheden inhouden (bewustzijns training) Zijn er duidelijke doelstellingen voor 5 S afgesproken (tijdspad)

Nog niet voor Alle stappen

Is iedereen aan board , en wordt het nut van 5 S in gezien Is het 5 S gebied duidelijk afgebakend en zijn de verantwoordelijkheden duidelijk afgestemd

Gebieden zijn afgestemd, verantwoordelijkheden nog niet

Is er een open cultuur waarin een ieder zich op zijn gemak voelt en waarin alles gezegd kan worden

Heel af en toe zijn er wat irritaties over de shiften heen welke uit eindelijk wel uitgesproken worden

Is er een 5 S activiteiten bord, (waar duidelijk, het team, de doelstellingen,activiteiten, verantw, overleg structuur, ed) up to date gehouden wordt Is er budget gereserveerd om kleine verbeteringen door te voeren

Ja, per maand is er 1000,- verbeter budget uitgetrokken, voor zaken zoals: verf, plakband,stofzuiger, etc

Is de Omgeving rond de Installatie, vrij van niet relevante materialen O P R U I M E N

O R G A N I S E R E N

Liggen er machine onderdelen die niet gebruikt worden

Er sta nog een krik achter de multipal wat daar niet hoort

VISUALISATIE, niet relevante materialen zijn in een oogopslag te herkennen.

Ja, voorlopig liggen deze in de rode zone

is er een STANDAARD VOOR AFVAL VERWERKING,

Ja, er zijn duidelijke regels, alleen liggen deze niet vastgelegd

Bureaus en werktafels zijn opgeruimd

Ja, nog wel aandacht geven aan de maximale voorraden in de bureau laden

er zijn geen overbodige materialen meer te vinden rond de installatie, of deze moeten voorzien zijn van een tagging OPSLAG LABELS, labels op kasten, laden, tafels,gemarkeerde plaatsen, etc. vertellen in een oogopslag de inhoud DOKUMENT EN ONDERDELEN LABELS, alle materialen zijn voorzien van een label en een index GEBRUIKSGEMAK, de benodigde materialen en middelen zijn makkelijk in gebruik en toegankelijk VASTE PLAATSEN, alle materialen hebben een vaste plaats en zijn duidelijk gemarkeerd PADEN EN BORDEN, alle paden zijn duidelijk gemarkeerd, en borden hebben een duidelijke indelingen

S C H O O N M A K E N

VLOEREN, de vloeren zijn schoon STOF EN VUIL, ramen, afschermingen, bureaus, werktafels zijn opgeruimd en schoon VERANTWOORDELIJKHEDEN, er zijn duidelijke verantwoordelijkheden op roulatie basis afgestemd AFVALBAKKEN, er is een duidelijk gescheiden afval systeem, welke goed wordt onderhouden GEWOONTE, stoffen, vegen, en schoonmaken is een dagelijkse gewoonte

S T A N D A

VENTILATIE, de lucht is schoon,reukloos, LICHT, de licht verdeling en sterkte is goed

5S Steps

Discipline – Lack of Discipline • 1. The workplace would become dirty and chaotic again. • 2. Unneeded items would soon begin piling up. • 3. People would neglect to wear their PPE and eventually sustain an injury. • 4. Equipment malfunction and defective products • 5. Customers would become disgusted by our dirty and disorganised factory.

5S Steps • Discipline – Important Hints • 1. Total team involvement and focus on the challenge is vital • 2. Develop complete visual control to make maintaining the standards as easy as possible Remember it's about working smarter not harder! • 3. Use Fixed position photographs of before, during and after to display your efforts. • 4. Use specific audits to evaluate your 5S effectiveness

5S Steps

Building the Discipline

Provide activity boards for performance follow up

5S Steps

Discipline – Activity Board (Example) Activity Board - 5S 5S Progress TEAM

AUDIT PLAN

ACTION PLAN

ACTION PLAN

ACTION PLAN

ACTION PLAN

ACTION PLAN

5S VISION

AUDIT SHEET

TAGS CONTROL

TAGS CONTROL

TAGS CONTROL

TAGS CONTROL

TAGS CONTROL

BENEFITS

BENEFITS

BENEFITS

BENEFITS

BENEFITS

OPL

OPL

OPL

OPL

OPL

OPL

OPL

OPL

STANDARD

OPL

5S MISSION

LAY OUT

OBJECTIVES

IMPLEMENTATION PLAN

TOTAL TAGS PROGRESS

5s Radar Chart

5S Steps • Discipline – Activity Board (Example) Line Layout

Team Infor.

Line Infor.

OEE Autonomous Maintenance

Tag-list OPL

5-S Red Tag list

Work request

Results Autonomous Maintenance

Results 5S

Hints on 5S implementation

• 5S – Hints to start up • • • • • • • • •

Select a Pilot area for “5s” Document the current situation. Photograph Conduct a Risk Assessment Define what can be achieved. Set the Vision. Establish resources required Plan the approach and communicate Share equally the responsibilities Monitor via auditing Measure the benefits

Hints on 5S implementation

• 5S – Hints to start up

• And of courseII...Continuously Improve!!

5S and TPM implementation Waste & loss Programme 12

Training

Autonomous Maintenance

10 Continuous 8 improvements

Factory 6 Goals

Safety & Environment Effective Maintenance

4 2 0

5S Time

TPM in Administration

5S and TPM implementation

Safety and Environ. Continuous Improve. Effective Maintenance

Autonomous Maint. TPM in Administration

Training

5S implementation

5S by Teams

• Using the “sophisticated equipment” supplied and the materials (e.g.: radar, audit sheet, typical activity board,etc) available be inventive, imaginative, resourceful in demonstrating:

Clearing, Organising, Cleaning, Standardising & Discipline (Seiri, Seiso, Seiton Seiketsu and Shitsuke) Where: YOUR Syndicate Room Important Note Remember that 5s needs to be applied during the 2 weeks