5S PRESENTATION

Learning Objectives

Recognizing Wastes Learn the 5S (Sort, Stabilise, Shine, Standardise, Sustain) Understand 5S Assessment Check Sheet

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Recognizing Wastes
MOVE IT OVER THERE UNTIL WE NEED IT

MOTION
CONVEYANCE

THE EIGHT MAJOR OVER PRODUCTION

UNDER-UTILIZED RESOURCES

WASTES
WAITING CORRECTION

OVER PROCESSING

INVENTORY
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8 Wastes - WAITING

Equipment failures Waiting for support Unbalanced work Sharing of tooling and equipments Standing watching while automatic machines cycle Waiting for arrival of material or removal of finished goods Poor reliability and high machine down times Machinery or process starved by prior process Machinery or process blocked by subsequent process

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8 Wastes OVERPRODUCTION
Making more, sooner and faster than required by the next process Overproduction is the worst waste commonly found in factories, it creates additional waste in the system and contributes to the other wastes. Additional handling, space, interest paid, Additional investment in extra equipment Overproduction can be caused by: Unbalanced manufacturing system, long c/o, poor uptime and excess capacity Batch and queue processing

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8 Wastes CORRECTION Inspection, Rework and Scrap due to:

Lack of Error Proofing Insufficient operator Training Acceptance of Inspection and Repair is viewed as acceptable Standardised Work not in place Failure to adhere to standardised work Missing components Incomplete processes Line Damage Lack of Process Capability and low FTT rate

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8 Wastes MOTION
Unnecessary movement of Operators or Equipment due to: Poor workstation layout and design Poor Parts presentation Multiple pick Lack of workplace organization Insufficient training Poor ergonomics Double Handling and transfer of parts

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8 Wastes OVERPROCESSING
Performing Unnecessary or incorrect processing due to: Poor Product design Poor Process design Lack of process capability Unclear standards and customer specifications NVA testing, retesting and inspection as part of the process

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8 Wastes INVENTORY
Excessive Inventories can be caused by: Unstable and uncontrolled manufacturing systems Unpredictable productivity due to machine downtime and OEE Unpredictable schedules and inefficient delivery / shipping of materials In efficient and long change over times Bad information flow through out the value stream Large batch sizes Poor material control processes

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8 Wastes CONVEYANCE
Unnecessary movement of WIP, Finished Goods and Raw materials: Movement from process to warehouse to next process Double handling due to excess inventories Insufficient material storage Poor plant and marketplace layouts Material not placed in the workstation Poor scheduling Unplanned changeover Lack of process flow Batch and queue production
MOVE IT OVER THERE UNTIL WE NEED IT

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8 Wastes UNDER-UTILIZED RESOURCES

Not using the SKILLS and KNOWLEDGE of the work force.

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Importance of 5S

QUALITY
PRODUCTIVITY SAFETY EQUIPMENT RELIABILITY

Prevent errors Eliminate wastes Prevent accidents Eliminate maintenance breakdowns

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5S Definition

5S is a workplace organization tool/process that maximizes the cleanliness, organization, and safety of all elements in a working environment.
1. Seiri 2. Seiton 3. Seiso 4. Seiketsu 5. Shitsuke Sort Stabilise and Set In Order Sweep and Shine Standardise Self Discipline and Sustain
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5S SORT

Sort unneeded and unwanted items from those required

WHY do we need this amount? WHERE is this used / required? WHAT is the frequency of use? HOW is this controlled? WHY is this stored here?

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SORT Steps to Implement

1. 2. 3. 4. 5. 6. 7. 8. 9.

Capture the current condition of an area Ask the questions around the current condition Red Tag those items identified as unneeded, unwanted or unused Move the tagged items to the quarantine area. Enter the items on a red tag log Review the items within an agreed time period Make business decision whether to keep the item or not Dispose items identified as unwanted or unneeded in a TIMELY MANNER Move those items identified as needed to a central holding area

WHY do we need this amount? WHERE is this used / required? WHAT is the frequency of use? HOW is this controlled? WHY is this stored here?

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SORT Red Tag

Items which are identified for removal and/or not longer needed Red Tags should contain: Date when tag attached Date of decision Quantity of material Reason for tagging What you intend to do with it
dispose, store close by, store in area, send to main stores, hold for analysis, etc

Use Red Tag log to track activity

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SORT Before & After

BEFORE

AFTER

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5S STABILISE

A place for everything and everything in its place

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5S STABILISE
Stabilise ensures that there is a place for everything and everything is in its Stabilise ensures that there is a place for everything and everything is in its place and labelled. Sort and Stabilise are best implemented together. place and labelled. Sort and Stabilise are best implemented together. The process allows us to increase our efficiency through proper The process allows us to increase our efficiency through proper organisation, the elimination of not needed items and visual controls, it makes organisation, the elimination of not needed items and visual controls, it makes items items Easy to see Easy to see Easy to locate Easy to locate Easy to return Easy to return It encourages sharing of supplies and tooling, identifies excess inventory It encourages sharing of supplies and tooling, identifies excess inventory and allows us to maintain and improve performance by highlighting and allows us to maintain and improve performance by highlighting abnormalities abnormalities

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STABILISE Steps to Implement

1. Create clear visual factory standards for Safety Production Materials Tooling Labelling and Signage Determine the best location for all necessary items. Locate items according to frequency of use Store items together according to function or product if they are used together Suspend tools from retractable cords where appropriate Ensure storage locations/areas are appropriately sized to allow placement and removal of items Determine how many of each item will be stored in a certain location and set limits (min max ) etc.

2.

Illustration from The Visual Factory Greif 1991

3.

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STABILISE Steps to Implement

Our aim is to improve efficiency by making it easy to: Find, use & return tools and/or equipments Recognise abnormalities Provide clear visual standards that everyone recognises and understands Make it easy to see what does and doesnt belong Simple visual systems are best Appropriate Fluid Level

Direction of Flow

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STABILISE Visual Factory

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STABILISE Visual Factory

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STABILISE Visual Factory

Color Code System

Different color for:
4Projects Projects 4Areas or Departments Areas 4Equipment Equipment 4Priorities Priorities 4Settings Settings 4Persons Persons 4Customer or Suppliers Customer 4Supplies Supplies 4etc.
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STABILISE Frequency of Use [Guide]

Things not used in the past year Dispose properly

LOW USE

Things used only Once in the past 6 12 months Things used only Once in the past 2 6 months Things used more than once a month Things used once a week

Store at distance

FREQ. OF USE

AVERAGE USE

Store in a central place

HIGH USE

Things used every day Things used every hour

Store near work site or carried by person

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5S SHINE

Deep Clean to return equipment to as new condition and highlight abnormalities.

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5S SHINE

Cleaning and finding ways to keep the workplace clean

Emphasizes the elimination of all forms of contamination. The cleaning process allows us to create pride in the workplace. It develops a "cleaning is inspection" mindset so problems and safety hazards will become more visible. Shine emphasizes clean areas and equipment, makes cleaning a part of everyday work, and identifies ways to keep the workplace clean. Shine also promotes keeping everything in top condition so that when someone needs to use something it is ready to be used.
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SHINE Steps to Implement

Deep Clean to return equipment and machinery to its original condition Eliminate sources of contamination and hard to reach places. Create Simple Visual Cleaning Standards Who What When How Review regularly Make it part of day to day business

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SHINE Steps to Implement

Our aim is to :
Keeping our work areas and equipment clean makes it easier to

identify abnormalities and sources of contamination. A clean workplace generates pride and ownership Cleaning Is Inspection! Defects in plant and equipment can be identified during the cleaning process

Shine applies to all areas of our business NOT JUST THE FACTORY FLOOR
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SHINE Implementation

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5S STANDARDISE

Develop procedures and systems to monitor the first three Ss

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5S STANDARDISE To establish and document clear rules standards To establish and document clear rules standards and processes to keep the workplace and processes to keep the workplace clean and organised clean and organised
It creates a process to maintain and monitor the It creates a process to maintain and monitor the first three S. first three S. The purpose of standardise is to establish the The purpose of standardise is to establish the minimum acceptable standard on which we minimum acceptable standard on which we must improve must improve It is the foundation for continuous improvement in the It is the foundation for continuous improvement in the Five S process Five S process

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STANDARDISE Steps to Implement

Assign Clear Activities Roles and Responsibilities Integrate the first three S into daily work routines. Provide a clear link between operators and cleaning functions and responsibilities Create a regular review process to ensure the first 3 S Document the process and provide visual standards to prevent setbacks and maintain the standard
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Conformation check

Conformation check

ENV IRO NM E NT

Audit Card
Conformation check Conformation check

CHECK POINTS ABSENT EEISM

Conformation check

Is the operator working to QPS sequence? Is QPS f illed out correctly ?

VERSATLITY
Is all inf o correct and inclusive of key Conformation check points?
Conformation check

W
Is WBB same as the operator job?

VISUAL AIDS 5S

Conformation check

Conformation check

Is the inf o display ed current and correct?

Is ev erything tidy , clean and saf e? Conformation check

Conformation check

FTPM
Are tooling, jigs and equipment in a good condition?
Conformation check Conformation check

maintenance and continuous improvement of

Conformation check

Cleaning Standard
Conformation check

1
Conformation check Conformation check

2 3
Conformation check Conformation check

Clean Check Wipe Sweep All Inside Oil Hole Use brush

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STANDARDISE Implementation

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5S SUSTAIN

Make Excellence a Habit

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5S SUSTAIN Making the standard a part of day to day life through Making the standard a part of day to day life through discipline at all levels of the organisation.. discipline at all levels of the organisation
It makes excellence a habit and changes culture. It makes excellence a habit and changes culture. Everyone is responsible for sustaining the Five S process. Everyone is responsible for sustaining the Five S process.

Management Management Leads by example Leads by example Coaches Coaches Evaluates the ongoing process of Five S Evaluates the ongoing process of Five S Encourage Continuous Improvement Encourage Continuous Improvement Group Leaders and Operators Group Leaders and Operators Apply the Five S process Apply the Five S process Maintain the standards Maintain the standards Elevate issues Elevate issues Drive continuous improvement Drive continuous improvement

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SUSTAIN Steps to Implement

Create plant wide awareness of the Five S process Establish a support structure with clear roles and responsibilities. Make time for required Five S Activities including regular Management Reviews Provide recognition during evaluations and plant tours Encourage continuous improvement and continually raise the standards

Everyone is responsible for setting and maintaining a high standard Everyone is responsible for setting and maintaining a high standard Make excellence a Habit Make excellence a Habit
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SUSTAIN Implementation

Effective Communication

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SUSTAIN Implementation

Recognize Accomplishments

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SUSTAIN Implementation
Illustration from The Visual Factory - Grief

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WHAT IS NEXT?

Everyone to participate Setup 5S Administrative Structure 5S Assessment Criteria Do the first 3S before moving to the others.

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5S - Key Inspection Points

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