5S Booklet

5SThe Japanese Foundation for Improvement

www.completekaizen.co.uk© Complete Kaizen 2007


http://www.completekaizen.co.uk/


The 5S method has been described as the foundation for improvement.

According to Japanese author and consultant, Hiroyuki Hirano, unless you first apply the 5S method you cannot achieve sustainable operational improvement.

This presentation will introduce you to the 5S method so that you can implement it in your place of work.

Introduction





According to a survey conducted by the Hong Kong 5S Association, and another by Andrew Scotchmer, the benefits from applying 5S include:

The Benefits

• Improved Quality• Improved Productivity• Improved Efficiency• Improved Safety• Improved Delivery

• Dynamic Teamwork• Higher Staff Morale• “Can Do” Culture• Lower Operating Costs• Professional Image





The name 5S refers to five words each beginning with the letter ‘S.’ Originally these were Japanese words but they can be translated into English as:

• Sort• Straighten• Shine• Standardise• Sustain

Each ‘S’ is a step in the 5S method.

The Five Steps to Success





The power of 5S is how it affects both the physical and cultural aspects of our company.

The 5S Ladder





The 5S method helps build strong, dynamic teams between all levels of the organisation and improves staff motivation and morale.

The 5S Motivation Cycle



Before you get started you need to choose your 5S team. This team should consist of members of staff who work in that department and are familiar with the environment and it’s processes.

This is how 5S helps to create strong dynamic teams within departments.

If your department is small enough you could, and should, involve everyone. If not a team of no less than six should be gathered from all levels.

Preparing the Foundation





With the team assembled, ask the other workers if they have any suggestions about how they can improve the immediate environment (show them this presentation to start the discussion).

Later this suggestion system will be used as a means of sustaining your improvements and creating “buy-in” and a sense of ownership from your staff.

Generate Improvement Ideas





This is the first step in a 5S campaign.

• Sort between necessary and unnecessary items in your place of work• Only leave what is immediately needed• Discard broken equipment or furniture

During Sort we want to leave only those items that are immediately needed in our place of work – the bare essentials. Everything else should be removed or discarded if broken.

Sort





In a 5S campaign, Red Tags are used to divide those items that are unnecessary.

Red Tags are placed on items that are unnecessary and contain information about the item and reasons for its removal.

TipDon’t forget work-in-progress. Unless it is needed immediately it should be removed from the department and sent back to the preceding process.

Red Tags





• Go with your gut instinct• Be ruthless• Forget the “might come in handy” mentality• Remember the “One is Best” rule• If you have to think about it…tag it!

TipPut an area aside to store the tagged items in – a Red Tag area. This means that all unnecessary items can be removed immediately.

When Red Tagging





• One pen• One set of tools per station• One pad of “post-it” notes• One block of printer paper

Much of what we have is unnecessary, yet costs us money. Only have one of everything and thereby benefit from better stock control.

TipRemove the standard ordering of supplies. Stocks should only be replenished when they are needed, in the amounts needed and “just-in-time.”

One is Best





This is the second step in a 5S campaign.

• Arrange the workplace in an orderly fashion to ease the work being carried out there and to increase the flow of work• Everything has a clearly designated place • Items are stored according to frequency of use (regularly used tools are close at hand, others are further away)• Neat notice boards (remove obsolete notices)

Straighten





Often in old established departments, workstations are positioned in a very inefficient way. When a new starter begins, their workstation is located wherever there happens to be a free space.

As such work goes back and forth throughout the department , constantly retracing its steps, causing waste in both time and motion.

Rearrange your department so work travels in a single direction.

Rearranging the Department





The immediate environment should speak to us. We shouldn’t have to waste time looking for what we need. We should know where things are at a glance.

• Section off walkways from work areas and one work area from another• Use colour coding where necessary• Each storage space should be clearly labelled as to its contents

TipRemember the saying – “A place for everything and everything in its place.”

Make it Visual





Shine is the third step of a 5S campaign.

• Everybody is responsible for keeping the work area clean and orderly• Implementing Shine makes

Cleaning and inspection a lot easier Errors stand out immediately

• Correct problems, such as items left in the wrong place, as and when you find them (don’t leave for someone else to sort out)

Shine





Shine also introduces Total Productive Maintenance (TPM).

This is an effective system for ensuring that all equipment is in optimal working condition through regular daily/weekly checks.

Always leave equipment in a clean, working condition. This helps the next worker who needs to use it.

Total Productive Maintenance





This is the forth step in a 5S campaign.

Whereas the last three steps brought about visible, immediate change to our physical environments, Standardise begins the cultural change. When we have successfully and fully worked through the last three steps, the physical changes made should then become the “standard” for that work area.

TipProminently display photographs of the area to remind everyone working there how the area will always be maintained.

Standardise





This is the final step in a 5S campaign.

This is by far the hardest of the five steps to implement and the one with no end. Another translation of the Japanese word Shitsuke is “self-discipline” and it can take a lot to maintain the benefits attained through the 5S change.

TipRemember, it is easy to fall back into bad habits and let things go. Always check the 5S environment through the use of audits and accreditation awards to sustain the improvements made.

Sustain





The auditing process ensures that improvements made are maintained and that the 5S method ingrains itself into the culture of the organisation.

The 5S audit should be carried out weekly by a member of the team. After this, a score is awarded to the audit and at the end of the month each score is added together and compared to the last months. This score can then be plotted on a run chart to give a visual representation to all workers of how the environment has improved or where there is room for improvement.

The 5S Kaizen Audit





For those departments who can show that they have consistently achieved a high score on the weekly audit, and that improvements have been made where needed, an annual 5S Accreditation certificate can be presented and displayed prominently.

The 5S Kaizen Accreditation





Suggestion tickets should be posted around the workplace for staff members to complete if they think of an idea to further improve the what they do.

These should be collected regularly and sent to the manager who can then talk with the member of staff whose suggestion it was. If found practical, the suggestion should be implemented. The suggestion then becomes the new standard for that operation.

This creates ownership and gives staff a sense of contributing to the department – they become a part of the solution.

Get the Idea





• The 5S method is the foundation for improvement• Without 5S other improvements will fail or be difficult to maintain • Work through the process methodically and systematically• Remember, “a place for everything and everything in its place” and the “One is Best” rule• Redesign work areas to increase flow and ease the work• Once complete, standardise the environment through the use of photographs• Complete an audit of the environment each week

Recap





This presentation was designed and written by Andrew Scotchmer, author of the book 5S Kaizen in 90 Minutes and founder of Complete Kaizen, the 5S and Kaizen consultancy.

Contact Andrew by emailing:[email protected]

5S Kaizen in 90 Minutes will be available from high street retailers and online stores from the 22nd February 2008. This 145 page illustrated book takes you through each step in detail and includes action plans and templates throughout. Be sure to reserve yourself a copy from Amazon today by visiting: www.amazon.co.uk or www.amazon.com.


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5S Booklet

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