Post on 19-Dec-2015
Chapter 45S
Paving the Approach to World Class Enterprise
2
Lean EnterpriseLean Enterprise
Six SigmaQuality
Six SigmaQuality
Workplacesafety, order,cleanliness
Workplacesafety, order,cleanliness
Flow and PullProduction
Flow and PullProduction
EmpoweredTeams
EmpoweredTeams
VisualManagement
VisualManagement
Pursuit ofPerfectionPursuit ofPerfection
The workplace issafe, orderly, and very clean
Products are built“Just In Time,”
to customer ratebased demand
Six Sigma Qualityis built into theproduct and the process
Member teamsare empowered
to make keydecisions
Visual Managementto track performance
and open the companyto all people
There is arelentless pursuit
of perfection
The Lean Enterprise Principles
3
They are the keys to workplace organization, housekeeping, and visual management.
Simple and produces:◦ Increase in quality◦ Increase in productivity◦ Cleaner workplace
which produces a safer workplace
◦ A reduction is required floor space
◦ Earlier identification of abnormal situations
What are the 5S’s?
A system to maintain an organized,
clean, and safe work environment
4
Why Do We Use 5S? 5S is a basic, yet powerful tool in the Lean
Enterprise◦ Do not be fooled into thinking it only makes an
area look good 5S enables Lean implementation The benefits of 5S include:
◦ A safe workplace◦ Eliminating waste◦ Standardize processes◦ Insure a high level of quality◦ Improves communication
5
◦ Typically half of all setup time is spent searching for tools and equipment.
◦ Each year 100,000’s hours are clocked as setup time.
◦ Search time is waste.◦ Cost nearly nothing!
Why Do We Use 5S?
6
Sort◦ Proper arrangement
Straighten (Store)◦ Orderliness
Sweep (Shine)◦ Cleanliness
Schedule (Standardize)◦ Cleaned up, standardized.
Sustain◦ Discipline, practice and repeat.
The 5S’s
7
The Origin of 5S
Step # JapaneseWord
EnglishTranslation
5S Word
1 Seiri ProperArrangement
Sort
2 Seiton Orderliness Straighten
3 Seiso Cleanliness Sweep
4 Seiketsu Cleaned Up Schedule
5 Shitsuke Discipline Sustain
8
Sort
Eliminate What Is Not Absolutely Necessary
9
Sort
No room for sentiment !
- Definitely needed- Maybe needed (Red Tag)- Not needed
Don’t wade through stuff you don’t need to do your job
10
Straighten
All items clearly marked and identified
“A Place for Everything and Everything in Its Place”
11
Before
Clean, Inspect and Look for Ways to Prevent Problems and Downtime
Sweep
12
Sweep
After
Clean, Inspect and Look for Ways to Prevent Problems and Downtime
13
Standardize
Establish norms and respect them
Tidy Friday checklist and unnecessary items bucket.
14
Sustain Strict commitment to the process Special clean-ups for visitors
NOT NECESSARY !!To be World-Class we need to “look” World
Class
Ideas:• Last 15 minutes• Tidy Friday• Audits • Area Ownership
15
Hides safety problems Creates waste Limits a company’s ability to satisfy their
customers
You never get a second chance to make a first impression
World class facilities develop beginning with the 5S’s, and facilities that fall, fall apart beginning with the 5S’s
-Hiroyuki Hirano
Lack of 5S
16
This sheet represents our current work place.
Our job during a 20 second shift, is to strike out the numbers 1 to 49 in correct sequence. Example: 1 2 3
The 5S Numbers Game: Round 1
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
3132
33
34
35
36
37
3839
41
42
43
44
45
46
47
48
4950
5152
53
54
54
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
8182
83
84
8586
87
88
8990
40
18
For our first action, we are going to implement 5S in this area.
The first step of this is “Sort” and so we have removed from the area all the numbers from 50 to 90 which are not needed.
Same rules apply. Strike out numbers 1 to 49 in sequence during a 20 second shift.
Round 2
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
1617
19
20
21
22
23
24
25
26
27
28
29
30
3132
33
34
35
36
37
38
39
41
42
43
44
45
46
47
48
49
40
18
20
Having achieved some improvement, we now need to move onto the next step “Straighten.”
We have installed some racking, and we have organized the items so that with Number 1 in the bottom left hand corner, the numbers are located from left to right and bottom to top - examples 1 in the bottom left, 2 in the middle, and 3 in the top left.
Same rules apply 20 second shift
Round 3
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
1617
19
20
21
22
23
24
25
26
27
28
29
30
3132
33
34
35
36
37
38
3941
42
43
44
45
46
47
48
49
40
18
22
Now it is time to “Sweep”.
In this example we have a work area that could use some cleaning. It is time to break out the cleaning materials and get a little dirty…
Round 4
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
1617
19
20
21
22
23
24
25
26
27
28
29
30
313233
34
35
36
37
3839
41
42
43
44
4546
47
48
49
40
18
24
Having now made a significant step forward, we must now “Standardize.”
Since we are dealing with numbers 1 to 49 in sequence, it seems logical to re-organize them in a standard way that makes the completion of the work task as easy as possible.
This should ensure that everyone is able to complete the task (and therefore produce a team score of 49.)
Round 5
Numbers from 1 to 49
1 2 3 4 5 6 7 8 9 10
11 12 13 14 1516 17 19 2021 22 23 24 25 26 27 28 29 30
31323334 35 36 37 38 39
41 42 434445 46 47 48 49
40
18
26
To show respect for Standards it is necessary to make the “management” of the area visual.
Returning to our original work area, we have for this assignment two numbers missing. We cannot complete the task without these numbers - so first we have to find them.
Start a clock running and every 20 seconds, tell them how many “shifts” they have been down looking for the appropriate numbers.
Round 6
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
19
20
21
22
23
2425
26
27
28
29
30
3132
33
34
35
36
37
38
39
41
43
44
4546
47
48
4950
5152
5354
54
56
57
58
59
60
6162
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
8182
83
84
8586
87
88
89
90
40
Numbers from 1 to 49
1 2 3 4 5 6 7 8 9 10
11 12 13 14 1516 17 19 2021 22 23 24 25 26 27 28 29 30
31323334 35 36 37 38 39
41 434445 46 47 48 49
40
Now how much easier is it to find the quality problems?
29
Prelaunch◦ Step #1. Form, train, and develop 5S teams◦ Step #2. Develop the 5S model
Launch◦ Step #3. Announcement◦ Step #4. Train the plant in 5S
5S Implementation Steps Outline
30
Take photographs of area
Form, train, and develop 5S grading and recognition teams.
◦ Rule #1: Leaders must lead. Everyone must be involved. Applies to the office and the shop floor.
◦ Rule #2: Everyone must be trained in 5S
Step #1
31
Develop the 5S Models: The “Islands of Excellence” using the grading and recognition teams.
Step #2
32
5S Observation5 S Score Criteria Worksheet
Item Mult. 0 Points 2 points 3 points 4 points 5 points
Unnecessary items out of area
3X
Unnecessary items clutter the work area. The place is a mess.
Unnecessary items are present but organized. However, these items affect production or material flow.
Unnecessary items are stored in a way that does not affect production or material flow.
Work area is completely free from unnecessary items.
Process is in place to sustain this clutter-free environment.
Tool and
Equipment organization
3X
Drawers or shelves are not marked with contents. Contents are not marked. Finding tools is possible only through operator knowledge.
Drawers or shelves are marked with contents. Less than 50% of contents have a specific place that is marked and separated.
At least 50% of contents have a specific place that is marked and separated.
At least 75% of contents have a specific place that is marked and separated.
100% of contents have a specific place that is marked and separated.
Tooling close to
workspace 3X
Tools, gages, and necessary work items are not located near work area.
Tools, gages, and necessary work items are located near work area.
Tools are within reach of workspace. If necessary, the tools are on a movable cart or tray that is stored away from the workspace but can be easily moved into the workspace.
Tools kits are available. Some level of stationized building is being accomplished.
The area is working in a stationized build sequence with tools kits available for each station. Tools are within reach of the work area.
Tools and Gages stored to reduce
damage
2X
Less than 25% of tools and gages are stored in a manner to reduce contact and potential damage.
At least 25% of tools and gages are stored to reduce contact.
At least 50% of tools and gages are stored to reduce contact.
At least 75% of tools and gages are stored to reduce contact.
100% of tools and gages are stored to reduce contact. Plan in place to maintain.
Markings for WIP
2X
There are no markings for work in process. There is WIP sitting on floor.
There are markings for WIP. There is WIP sitting on floor.
WIP is not sitting on floor. However, it is not being set in designated areas.
WIP is being set in designated areas.
Markings for WIP are identified for “in” work and “out” work. The cell has an area identified in red for parts that are unable to move due to NCR’s, program problems, sales hold, or support issues.
Safety 2X
Safety equipment and emergency items are not marked.
Safety equipment and emergency items are marked.
Caution tape is used if a hazard exists for objects near walkways. Safety mechanisms are in place to prevent injury and/or equipment failure.
All aisles and walkways are marked.
Area has been accident free for the last 6 months.
General
cleanliness 2X
Area is not clean and there’s no cleaning schedule.
Area is clean with no schedule. Area is clean with scheduled cleanliness checks.
Cleaning supplies have a designated place in department with clear markings.
Area is clean with no dirt on benches, equipment, ceiling, or floor.
Work area
cleanup schedule 1X
Work area clean up is not done. General cleanup is done; some areas are not routinely cleaned.
General clean up is done enough to keep area clean.
Cleanup criteria checklist has been developed and is used. Includes critical areas to be cleaned.
Cleanup activity follows criteria checklist. Routine cleanup activity is scheduled. Cleaning schedule (who, what and when) is prominently displayed and up-to-date.
Process in place to
eliminate unnecessary items
1X
There is no process in place to eliminate unnecessary items.
The area has been reviewed for unnecessary items within the last three months.
There is a process being developed for the periodic review and elimination of unnecessary items.
Documented process in place to eliminate unnecessary items. Red tags being utilized where appropriate.
Calendar in place documenting when next items are to be identified. Visual system in place to facilitate identification of unnecessary items.
Visual workplace to enable others to
perform
1X
No visual queue exists to assist team members or non-team members to perform tasks within the area. Balanced scoreboard is not up-to-date.
Copy of floor map is posted showing layout of area and exits. Balanced scoreboard is up-to-date.
50% of equipment is marked. 75% of equipment is marked. 100% of equipment is marked. Visual controls are in place to assist team members or non-team members to perform tasks within the area.
33
5S Observation5S Score Sheet
Dept. Name: ___________________ Dept. Number: ________ Auditor: _________________ Audit Date: ______________
Item Possible
Score Score Opportunities for Improvement
Unnecessary items out of area 15
Tool and Equipment organization 15
Tooling close to workspace 15
Tools and gages stored to reduce damage 10
Markings for WIP 10
Safety 10
General cleanliness 10
Work area cleanup schedule 5
Process in place to eliminate unnecessary items 5
Visual workplace to enable others to perform 5
Totals
100
34
Kick off the 5S implementation: Tell your entire team about the importance, goals, and vision of 5S.◦ Importance
Establish plant wide discipline and orginization baseline that supports all improvement activities.
◦ Goals Improve safety & pride in the work place. Improve
quality and productivity.◦ Vision
“Islands of Excellence,” World Class Enterprise.
Step #3
35
Train the entire plant in 5S.◦ Sorting, proper arrangement.
Improved safety Improved communication between team members Smoother work flow Improved quality and productivity
◦ Clearly distinguish between what is needed and what is not needed.
◦ “When in doubt, sort it out”
Rule #3. Facility environmental, health, and safety procedures must be followed at all times in the cleaning, moving, and disposal of equipment and material.
Step #4
36
◦ Sorting using the Red Tag system A method used to identify items that are found in the
work area, but their use and need are unknown Red Tag Procedure
Dedicate a red tag storage site Look at all items critically, then place tags Record all tags on log sheet Give all users and shifts 48 hours to review Move items to red tag storage site Management review in one week Make a list of tools that are required, but not available.
Rule #4. The Red Tag System is for one-time use only; it is not an ongoing crutch for future clean-ups.
Step #4 Continued
37
Red Tag Process Red Tags are used to
identify items when we are not sure if they are necessary or un-necessary
Ask the team:◦ Is this item needed?
If Yes, in what quantity? If Yes, is this the right location?
Once tagged:◦ Place items in holding area◦ Decide if they should be tossed,
relocated or returned to area
38
Tags
39
Red Tag Item Disposition List
Category Action
Obsolete Sell, give away, or throw away
Defective Return to supplier or throw away
Used about once a week Store in area
Used about once a month Store where accessible
Rarely used Store away from area
No idea Action item to figure it out
40
◦ Straighten, orderliness. (Store) Improved safety Improved quality Improved productivity
◦ A place for everything, and everything in its place.
Rule #6. Use a ceiling-down strategy. The first straighten and sweep begins with the ceilings, walls, and floor.
Step #4 Continued
41
◦ Straighten, orderliness. (Store) Organize everything that remains
Make locations visible and self-explanatory. Designate storage locations for everything
Tools Gauges Cleaning supplies Job aides, information sheets, etc.
Keys to organization Visual controls Immediate retrieval Immediate return
Step #4 Continued
42
◦ Sweep, cleanliness. (Shine) Improved safety Improved team morale and ownership Improved quality Reduced equipment downtime
◦ Sweep the floors, wipe off equipment, paint if necessary, and make sure everything stays clean.
Step #4 Continued
43
◦ Sweep, cleanliness. (Shine)◦ Three phases of shine
Daily cleanliness Cleanliness inspections Cleanliness maintenance
◦ Attach a maintenance card (or TPM Card) to identify the problem.
◦ Keys to cleanliness Must be done on a regular basis Cleaning tools and supplies available at point of use Assign specific individuals to tasks Designate specific cleaning time
Step #4 Continued
44
◦ Schedule, cleaned up (Standardize) Improved safety Improved team morale and ownership Pave the path to step #5, Sustain
◦ Standardize and maintain the use of sort, straighten, and sweep
◦ Develop 5S activity checklists for all manufacturing and office areas
Rule #7. Have regular inspections
Rule #8. Have recognition and reward programs
Step #4 Continued
45
◦ Scheduled clean up (Standardize)◦ Develop and implement best practices
Use a 5S checklist to identify what will be done, who is responsible and when the task is to be done.
◦ Visual workplace – color-coded zones Red – Inventory too low, re-order Green – Inventory level okay Yellow – Inventory too high, stop production
◦ Visual Standards Quality board to record problems Pictures representing types of defects Everyone can easily identify defects
Step #4 Continued
46
◦ Sustain, Discipline Improved safety through better housekeeping Improved team morale and ownership Reduced overhead costs
◦ Practice and repeat these procedures until they become a way of life throughout the entire company
◦ “Sustain” is the discipline or rope that ties the other 4S’s together
Rule #9. 5S has to be self sustaining
Step #4 Continued
47
◦ Sustain, Discipline Continue to sort, store, shine, standardize, and
sustain the work area. Companywide promotion of discipline Make properly maintaining correct procedures a
habit: Use inspections/audits by top managers to evaluate
each workstation and to provide feedback. Chart the audit scores on a visual display board to show
progress/deterioration
Step #4 Continued
48
5S must become a part of what you do everyday◦ Create conditions to make it happen
Allow time Create awareness Add structure Management support
Sustaining 5S is the most difficult step in the process◦ Make it easy for members to hold their gains
Utilize visual management Audit the area and provide feedback
How Do We Sustain 5S?
49
Eliminates excess equipment and inventory Reduced absenteeism Fewer equipment breakdowns and longer life Better understanding of equipment conditions Fewer defects and higher quality Defects are made obvious Efficient and effective organization Saves time, cost, and makes workplace easier to
maintain Improves production schedules Motion and waste reductions
Benefits of 5S
50
Use common sense when implementing 5S....Don’t Go Overboard!!!
This should remove any confusion about who and where we are!
51
=
Sort it out A place for everything….
Simplify & Standardize
Sustain the effort
Reduced Cost & Less Waste+ +
+ +Clean & Inspect
Review…What is 5S all about?
52
Understand basic ergonomic concepts Learn how risk factors impact the body Review hand tool selection criteria
Ergonomic and Safety Objectives
53
The study of work The art of designing work to fit the person An opportunity to make work easier A way to work smarter, not harder
Ergonomics is.....
54
Illnesses that typically result from long term exposures to repetitive and forceful motions and activities
Caused by activities at home and work Frequently ignored by employees until the
symptoms become severe
Cumulative Trauma Disorders (CTD) Are....
55
The best known CTD An illness that affects the hand and wrist Often misdiagnosed and mistreated An overused term often misused to describe
any wrist pain
Carpal Tunnel Syndrome Is...
56
CTDs are painful, debilitating illnesses
CTDs require long recovery periods
An average CTD claim cost $21,000
Why Do We Need Ergonomics?
57
Conditions or activities that increase the likelihood of incurring a CTD
Not always evident when a CTD is diagnosed
Not consistent in their effects on all people
Ergonomic Risk Factors Are...
58
Awkward motions and postures Force Repetition, duration, & recovery time Vibration Environmental issues
Ergonomic Risk Factors
59
Ergonomic Risk Factors
Cumulative
Trauma
Disorders
Posture/Motion
Force Repetition & Duration
Let’s Keep It Simple
60
Awkward motions and postures
◦ Unnatural motions◦ Extreme range of motion◦ Very stressful postures
Ergonomic Risk Factors
61
Awkward motions and postures
Reaching
Raised Behind Elbow Torso
Extreme Outward InwardFlexion Rotation Rotation
62
The amount of effort required to complete a task
Pressure on tissues or body parts Increased by stressful postures and motions Accepted by individuals differently
Force Is...
63
Using heavy tools/equipment Pushing and pulling objects/equipment Awkward postures and motions Impact or compression on hands/wrists Other - vibration, gloves, etc.
Force Can Be Caused By...
64
The number of times a task is done over a specific duration of time
A potential risk factor based on the speed of the motions required and the recovery time between repetitions
Why is it a problem? Compounds the impact of other risk factors Reduces recovery time
Repetition Is...
65
How often are materials moved before use? How are materials delivered to the
workstations? Are materials easy to reach at the
workstations? Can materials be lifted without bending? Can materials be placed into equipment
without excessive reaching?
Work Flow And Location Issues
66
Maximize workstation adjustability Provide the right tools for the task Train workers to use the tools properly Tilt the work piece toward the worker Provide fixtures to hold parts
Simple Ergonomic Solutions
67
Eliminate the task Reduce weights of materials Reduce upward and outward reaching
distances Convert lifts and carries to pushes and pulls Reduce the number of parts and fasteners Streamline material flow Provide power tools Raise products off the floor Contact the Safety Department for advice
Simple Ergonomic Solutions
68
OBSERVATIONS
1. Employee size
2. The Accessibility of Tools, Controls, and Materials
3. Static Load and Fixed Posture
4. Lifting objects
SCORING 0-5(Very Weak - 0, Excellent - 5)
The workstation is adaptable to employee size (chairs, benches, shelves). When sitting, leg space should be sufficient. When standing, the spacing for feet should be sufficient.
Materials and Tools should be accessible, with minimal human twisting or body extensions; the area for twisting or turning should be sufficient. The operator does not have to make movements above the shoulders, below the waistline, or behind.
The Operator doesn’t have to extend/bend an arm or leg for long periods. He should not crook his head at extreme angles. Nor should he stand on one leg. A support is available when the operator has to keep his arms or hands extended for a long period.
Lifting and moving objects should be minimal. The operator must not lift heavy objects. He can adopt an appropriate posture when he is lifting. The weight of the object is minimal. The requirements for both precision and strength are avoided. When possible, handles are provided to lift the objects.
RESULT(0-5)
IMPROVEMENTS
Ergonomics Observation Sheet