5 s-a-program-to-improve-project-ppt-compatibility-mode

3Quality Assurance

5S – A Program to Improve Project Performance

Venue: Project Site Office – LSI 3 Project Date : October 10, 2006

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Version 1: Rev. 0 Date: September 25, 2006

By: Sid Calayag QAQC Manager LSI-3 Project

Quality Assurance page 2

Objectives Improve housekeeping Make every individual responsible for housekeeping Productivity improvement by saving time, reduced waste, space etc.

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COMMON MIND SETS… Its an additional burden. Too busy to do 5S activities. Why clean it? It will get dirty again We cannot change the existing setup. More work pressure – No time for these things Expensive – Why to waste money? We are comfortable – Why to change? It will take time

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So, What’s good in it?

Before we answer . . .

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Look Familiar?

Why 5S?

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So, what’s good in it again?

Work efficiency enhanced due to organized work place Achieve remarkable cost reduction in construction process and improved productivity by 20% Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics

The winning companies says…

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Remove waste

Implement so that ‘waste becomes visible to facilitate waste removal’

Waste = Current work – money generating

work From current work remove work that does not generate money

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A program to help us improve project

performance

3Quality Assurance

Let’s begin….

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Definition of 5S (1) SEIRI (Sort) Distinguishing between necessary and unnecessary things, and getting rid

of what you do not need

(2) SEITON (Set in Order) The practice of orderly storage so the right item can be picked efficiently

(without waste) at the right time

(3) SEISOU(Shine) Create a clean worksite without garbage and dust

(4) SEIKETSU(Standardization) Standardization of best practices

(5) SHITSUKE (Sustain) The practice of developing customs so that the workplace regulations and

rules are correctly practiced

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Promotion of 5S

(1) SEIRI (Sort)

Dispose what is not needed

(2) SEITON (set in order)

Can retrieve when required

(3) SEISOU

(Shine) Make the workplace

clean

(4) SEIKETSU (Standard) Standardized the solution

(5) SHITSUKE (Discipline)

Develop customs that allow practice of regulations and rules

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First Module

SEIRI (Sort)

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Dispose Assign fixed place

SEIRI (Sort) refers to:

Distinguishing between necessary things and unnecessary things and getting rid of what you do not need

Stratify

Steps

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‘Stratification’ refers to: Assorting things around oneself into those that are required and those that are not required

• Other than things used daily are non-required things • Quantity in excess of what is used daily is non-required • ‘Leave only this, just in case’ is strictly prohibited

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Standards Action

Frequency of Usage Dispose

Things used approximately once in 1 to 6 months Place in a warehouse faraway

Things used once a weekGather together in the store in vicinity of work

Things used dailyPlace so that they are easy to pick. Make it easy to return. Identifiable

Things used every hourPlace within arm’s length where they can be easily reached

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Assigning fixed places refers to: Preparing rules and making visible ‘where’ and in ‘what quantity’’ the required things are to be placed

• Decide locations for things that will remain • Make rules for locations • Making visible refers to visual management

• Start with what can be done

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Location of things that will remain should consider :

(1) Where it will be used (2) Where it will be placed (3) How much it will be placed (4) How it will be placed

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Seiri = Sorting Seiri = Sorting Improvement methods

1.Flow Process Chart (Procedural Analysis) Drawing a process flow chart for the system Ex. How to make and use category wise grouping

2.Operational Analysis Preparing the sequence of operations for system Ex. How to perform Seiri (sorting)

3.Check List A check sheet is used to decide what sort of main

system and sub system are necessary.

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SEIRI = Sorting SEIRI = Sorting

Meaning Distinguish between necessary and unnecessary items and eliminate the unnecessary items

Meaning Distinguish between necessary and unnecessary items and eliminate the unnecessary items

Activity Establish a criteria for eliminating unwanted items Eliminate unwanted items either by disposing them or by relocating them.

Success Area saved or percentage of space available Indicator

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INTERACTIVE BIT

Give me three examples of areas that could benefit from sorting

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isc1 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006

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Second Module

SEITON (Set in order)

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Make it compact

SEITON (Set in order) refers to : Implementing functional storage by deciding correct placement method and layout so that the required objects can be quickly used what it is required

Assign fixed places and fixed quantity

Steps

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Assigning fixed places and fixed quantity : Refers to facilitating picking and placing and ensuring zero shortages

• Give priority to use frequency and decide fixed place • Consider also safety (mainly weight)

• Place heavy objects at a height where they are easy to pick from

• Eliminate labor required for searching and returning

• Decide placing volume bused on usage volume (1 time, 1 day)

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(1) Where it will be used Clarification of usage objective and place

(2) Where it will be placed Near where it will be used so that work can be done while walking. Stand-up operations

(3) How much will be placed Maximum, Minimum, Order point

(4) How will it be placed Easy to place, Easy to remove (one-touch operation)

(5) Indication of placing location Coloring, boundaries

(6) Recognize visually Illustrative indication, component name indication, Quantity indication

(7) Stagnating time is visible First in- First out, Recognize by observing placement date

(8) Decide person in-charge of supervision Indicate person responsible

Decision standards for fixed positions

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Seiton = Systematic Arrangement Seiton = Systematic Arrangement

How to achieve Systematic Arrangement ?

• Decide where things belong • Decide how things should be put away • Obey the Put away rules

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Seiton = Systematic Arrangement Seiton = Systematic Arrangement How to achieve Systematic Arrangement ? • Decide where things belong

• Standardize Nomenclature • Determine an analytical method of storage

• Decide how things should be put away

• Name & locations to everything. Label both item and location

• Store material functionally • Prevent mistakes with coding by shapes & color

contd..

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Seiton = Systematic Arrangement Seiton = Systematic Arrangement

How to achieve Systematic Arrangement ? • Decide how things should be put away

• Follow first in first out rule • If two identical items are to be located, then store

them separately, color code them. • Obey the rules

• Put the things back to their location after their use

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Examples of tools arrangement (Seiton)

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SEITON = Systematic Arrangement SEITON = Systematic Arrangement

The main target areas for Seri-Seiton improvement are : Tool-setting and preparation operations, line balancing and process planning, peak time problems etc.

Improvement Methods Kit Method / Assembly box method / Outside tool setting Cassettisation / Parallel operations / Changes in

assignment method

The main target areas for Seri-Seiton improvement are : Tool-setting and preparation operations, line balancing and process planning, peak time problems etc.

Improvement Methods Kit Method / Assembly box method / Outside tool setting Cassettisation / Parallel operations / Changes in

assignment method

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SEITON = Systematic Arrangement SEITON = Systematic Arrangement

Meaning To determine type of storage and layout that will ensure easy accessibility for everyone .

Meaning To determine type of storage and layout that will ensure easy accessibility for everyone .

Activity - Functional storage - Creating place for everything and putting everything in its place

Success - Time saved in searching Indicator - Time saved in material handling

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INTERACTIVE BIT

Give me three examples of areas that could benefit from systematic arrangement/

isc4

isc4 This wiull conclude the second module of the presentation. Sid Calayag, 10/9/2006

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Third Module

SEISO (Shine-Clean)

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Take action to prevent dirtiness and its occurrence

SEISO (Shine, cleaning) refers to : Removal of dirt and by investigating source of dirt preparing countermeasures

Identify source of occurrence

Steps

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Actions to prevent dirtiness and its occurrence refers to: countermeasures against source of occurrence include countermeasures (challenge towards common sense) for process methods (defects in processing conditions etc.)

• The basic point is sweeping, cleaning and inspecting • It is also important to take immediate actions such as placing a

cover etc. • Accumulation of small points will lead to a situation where

sweeping is not required

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Meaning Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection.

Meaning Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection.

Activity - Keep workplace spotlessly clean - Inspection while cleaning - Finding minor problems with cleaning inspection

Success - Reduction in machine down time Indicator - Reduction in no. of accidents

SEISO – SHINE - CLEANING SEISO – SHINE - CLEANING

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INTERACTIVE BIT

Give me three examples of areas that could benefit from cleaning.

isc5

isc5 ntil here, we can conclude the first ,module of the presentation. Sid Calayag, 10/9/2006

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Make abnormalities visible in management points

SEIKETSU (Standardization ) refers to: Standardization of 5S through ‘visual management’

Grasp vital points for management

Steps

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Standardization of 5S

(1)

Clarification of vital points for management - What are the minute defects - Basic conditions: Cleanliness, refueling, replace tightly bind

fast, dirt, looseness - Operating conditions: lighting, temperature, time, weight,

Equipment, jigs and tools, sub-materials

(2)

Prepare standards for the conditions - Objectivity of judgment standards for normal versus

abnormal - Judgment without using measurement, knowledge, intuition

and knack

(3) Judgment standards for abnormalities

- Inspection methods that can be used by anybody - Methods for actions against abnormalities

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Points for Visual Management (1) Recognize well even from a distance

(2) There are indicators on items to be managed

(3) Whether good or bad is clear, and anybody can point out

(4) Anybody can use, and convenient if used

(5) Anybody can follow and repair quickly

(6) Use of tools leads to neatness

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SEIKETSU - STANDARDIZING

Regularizing 5S activities by putting systems in place – Everyone does things the same way Make it easy for everyone to identify the state of normal or abnormal condition. For maintaining previous 3S, use visual management

5S IS EASY TO DO ONCE – CONSISTENCY IS DIFFICULT

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Meaning Setting up standards / Norms for a neat, clean, workplace and details of how to maintain the norm (Procedure)

Meaning Setting up standards / Norms for a neat, clean, workplace and details of how to maintain the norm (Procedure)

Activity - Innovative visual management - Color coding - Early detection of problem and early action

Success - Increase in 5S indicator Indicator

SEIKETSU - STANDARDIZING SEIKETSU - STANDARDIZING

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INTERACTIVE BIT

Give example of how to make the practice become standard.

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Innovate to ensure observance

SHITSUKE (Sustain ) refers to: Preparation of workplace atmosphere where visual management is properly observed

Check state of observance of standardization of 5S

Steps

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Make ‘5S’ is a HABIT Without this, the time involved in all the other S will be in vain.

SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING

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Shitsuke = Self Discipline Shitsuke = Self Discipline

We need everyone to maintain 5S guidelines. To maintain DISCIPLINE, we need to practice and repeat until it becomes a way of life. Discipline is the Core of 5S

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SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING

Commitment + Everyone’s Involvement = Success to 5S

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Meaning Every one sticks to the rule and makes it a habit

Meaning Every one sticks to the rule and makes it a habit

Activity - Participation of everyone in developing good habits - Regular audits and aiming for higher level

Success - High employee morale

Indicator - Involvement of all people

SHITSUKE - SUSTAIN SHITSUKE - SUSTAIN

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The rules… Remove fixed ideas. Think of ways to make it possible. No excuses needed. Go for the simple solution, not the perfect one. Correct mistakes right away. Repeat ‘Why’ 5 times. Ask ideas from many people. There is no end to improvement.

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The benefits . . . Reduced set-up times

Reduce searching time

Increased floor space

Lower safety incident/accident rate

Less wasted labor

Higher Quality

Lower cost

Reliable Delivery

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5 S Element Waste/ Improvement Item Deliverable

Sorting-Visual Placement

Elimination of finding. Elimination of nonconformances. Elimination of motion. Reduction of part selection errors.

Reduced Costs Increased Safety Improved Quality Increased Product Options.

Systematic Organization

Elimination of finding. Reduction of part selection errors.

Reduced Costs Improved Quality Increased Product Options

Scrubbing Clean Increased safety. Preventive maintenance. Increased equipment knowledge.

Increased Safety Improved Quality

Standardization Control

Increased equipment life. Higher morale. Clean environment. Increased visibility of nonconformances.

Improved Quality Consistent Delivery Improved Safety

Elimination of Waste

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5 S Implementation

Plan

Systematic

Organization

Cleanliness Visual Placement

Standardization Progressive

Enhancements

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

Step 6

Verification of Effectiveness

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5S Audit

Conduct an audit to measure improvement

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Roles and Responsibility Leaders must set the tone and lead by example. We should commit to the initiative, Provide time to the workforce to develop and implement 5S changes. Any implementation should have a drive. Conduct short, focused and frequent communication sessions. Share the successes

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6 Sigma • Disciplined Methodology • Technical Approach

(Quantitative) • Data Driven - Statistical • Customer Focus • Reduce Variation • Focus on Large Impact • Larger/Longer Projects

Kaizen • Philosophical Approach • Common Sense Approach

(Qualitative) • Data Driven - Observation • Operational Focus • Waste Elimination 5S • Incremental Change • Smaller/Shorter Projects

Complimentary Tools Driving Continuous Improvement

Expanding the Strategy Performance Excellence

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Comparative Analysis 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.

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

Kaizen/Lean 6σ

Summary - Technical Approach based on Statistical Analysis - Requires Significant Data Collection - Best applied to Manufacturing Processes - Typical Projects 1-3 Months

Summary - Common Sense Approach based on Observation - Applicable to all types of processes - Defined improvement strategy - Typical Projects 1 week

3Quality Assurance

Countdown begins now….

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