5S Presentation - (Dr.govin)

7/31/2019 5S Presentation - (Dr.govin)

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5S PRESENTATION


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2Insert Filename Here

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

WAITING

OVER

PROCESSINGINVENTORY

MOTION

CONVEYANCE

OVER

PRODUCTION

CORRECTION

UNDER-UTILIZED

RESOURCESTHE EIGHTTHE EIGHTTHE EIGHTTHE EIGHTTHE EIGHTTHE EIGHTTHE EIGHTTHE EIGHT

MAJORMAJORMAJORMAJORMAJORMAJORMAJORMAJOR

WASTESWASTESWASTESWASTESWASTESWASTESWASTESWASTES


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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

8 Wastes - WAITING


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Making more, sooner and faster than required by the nextprocess

Overproduction is the worst waste commonly found in factories,it creates additional waste in the system and contributes to theother wastes.

Additional handling, space, interest paid,

Additional investment in extra equipment

Overproductioncan be caused by:

Unbalanced manufacturing system, long c/o, poor uptimeand excess capacity

Batch and queue processing

8 Wastes OVERPRODUCTION


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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

8 Wastes CORRECTION


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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:Excessive Inventories can be caused by:Excessive Inventories can be caused by: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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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

8 Wastes CONVEYANCE

MOVE IT OVER THERE UNTIL WE

NEED IT


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Not using the SKILLSSKILLS and KNOWLEDGEKNOWLEDGE of the work force.

8 Wastes UNDER-UTILIZED RESOURCES


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QUALITY

PRODUCTIVITY

SAFETY

EQUIPMENTRELIABILITY

Prevent errors

Eliminate wastes

Prevent accidents

Eliminate maintenancebreakdowns

Importance of 5S


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5S is a workplace organization tool/process thatmaximizes the cleanliness, organization, and safety of

all elements in a working environment.

Self Discipline and Sustain5. Shitsuke

Standardise4. Seiketsu

Sweep and Shine3. Seiso

Stabilise and Set In Order2. Seiton

Sort1. Seiri

5S Definition


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WHYdo we need this amount?

WHEREis this used / required?

WHATis the frequency of use?

HOWis this controlled?WHYis this stored here?

Sort unneeded and unwanteditems from those required

5S SORT


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1. Capture the current condition of an area

2. Ask the questions around the current

condition

3. Red Tag those items identified as unneeded,

unwanted or unused

4. Move the tagged items to the quarantine area.

5. Enter the items on a red tag log

6. Review the items within an agreed time period

7. Make business decision whether to keep the

item or not

8. Dispose items identified as unwanted or

unneeded in a TIMELY MANNER

9. Move those items identified as needed to a

central holding area

WHYdo we need this amount?

WHEREis this used / required?

WHATis the frequency of use?

HOWis this controlled?

WHYis this stored here?

SORT Steps to Implement


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Items which are identified for removal and/or notlonger needed

Red Tags should contain: Date when tag attached

Date of decision

Quantity of material

Reason for tagging

What you intend to do with itdispose, store close by, store in area, send to main stores,hold for analysis, etc

Use Red Tag log to track activity

SORT Red Tag


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BEFORE AFTER

SORT 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

place and labelled. Sort and Stabilise are best implemented together.

The process allows us to increase our efficiency through properorganisation, the elimination of not needed items and visual controls, it makes

items

Easy to see

Easy to locate Easy to return

It encourages sharing of supplies and tooling, identifies excess inventory

and allows us to maintain and improve performance by highlightingabnormalities

Stabilise ensures that there is a place for everything and everything is in its

place and labelled. Sort and Stabilise are best implemented together.

The process allows us to increase our efficiency through properorganisation, the elimination of not needed items and visual controls, it makes

items

Easy to see

Easy to locate Easy to return

It encourages sharing of supplies and tooling, identifies excess inventory

and allows us to maintain and improve performance by highlighting

abnormalities


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STABILISE Steps to Implement

IllustrationfromTheVisual FactoryGreif1991

1. Create clear visual factory standards for

Safety Production

Materials

Tooling Labelling and Signage

2. Determine the best location for all necessary items.

Locate items according to frequency of use

Store items together according to function orproduct if they are used together

Suspend tools from retractable cords whereappropriate

Ensure storage locations/areas are appropriately

sized to allow placement and removal of items

3. Determine how many of each item will be stored in acertain location and set limits (min max ) etc.


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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

Direction of Flow

AppropriateFluidLevel

STABILISE Steps to Implement


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STABILISE Visual Factory


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Differentcolorfor:Differentcolorfor:Differentcolorfor:Differentcolorfor:

4ProjectsProjectsProjectsProjects4AreasorDepartmentsAreasorDepartmentsAreasorDepartmentsAreasorDepartments

4EquipmentEquipmentEquipmentEquipment4PrioritiesPrioritiesPrioritiesPriorities4SettingsSettingsSettingsSettings4PersonsPersonsPersonsPersons

4CustomerorSuppliersCustomerorSuppliersCustomerorSuppliersCustomerorSuppliers4SuppliesSuppliesSuppliesSupplies4etc.

ColorCodeSystem



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STABILISE Frequency of Use [Guide]

FREQ.

OF USE

LOW USE

AVERAGE

USE

HIGH USE

Things not used inthe past year

Dispose properly

Things used only

Once in the past

6 12 months

Store at distance

Things used onlyOnce in the past 2 6

months

Things used morethan once a month

Store in acentral place

Things used once aweek

Things usedevery day

Things usedevery hour

Store near work

site or carried byperson


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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.

5S SHINE


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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

SHINE Steps to Implement


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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 businessNOT JUST THE FACTORY FLOOR

SHINE Steps to Implement


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SHINE Implementation


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Develop procedures andsystems to monitor the first

three Ss

5S STANDARDISE


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To establish and document clear rules standards

and processes to keep the workplace

clean and organised

It creates a process to maintain and monitor the

first three S.

The purpose of standardise is to establish the

minimum acceptable standard on which we

must improve

It is the foundation for continuous improvement in the

Five S process

To establish and document clear rules standards

and processes to keep the workplace

clean and organised

It creates a process to maintain and monitor the

first three S.

The purpose of standardise is to establish the

minimum acceptable standard on which we

must improve

It is the foundation for continuous improvement in the

Five S process

5S STANDARDISE


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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

maintenance and continuous improvement of

the first 3 S

Document the process and provide visual

standards to prevent setbacks and maintain the

standard

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

Conformation check

CHECK POINTS

ABSENTEEISM

Is the operator working to QPS sequence?

Is QPS filled out correctly?

VERSATLITY

Is all inf o correct and inclusive of key

points?

W

Is WBB same as the operator job?

VISUAL AIDS

Is the info displayed current and correct?

5S

Is everything tidy, clean and safe?

FTPM

Are tooling, jigs and equipment in a goodcondition?

Audit Card

ENVIRONMENTENVIRONMENT

Cleaning Standard

Clean

Check

Wipe

SweepAll Inside

Oil Hole

Use brush

1

2

3

4

STANDARDISE Steps to Implement


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STANDARDISE Implementation


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5S SUSTAIN

Make Excellence aHabit


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5S SUSTAIN

Making the standard a part of day to day life throughdiscipline at all levels of the organisation.

It makes excellence a habit and changes culture.

Everyone is responsible for sustaining the Five S process.

Management

Leads by example

Coaches

Evaluates the ongoing process of Five S

Encourage Continuous Improvement

Group Leaders and Operators

Apply the Five S process

Maintain the standards

Elevate issues

Drive continuous improvement

Making the standard a part of day to day life through

discipline at all levels of the organisation.

It makes excellence a habit and changes culture.

Everyone is responsible for sustaining the Five S process.

Management

Leads by example

Coaches Evaluates the ongoing process of Five S

Encourage Continuous Improvement

Group Leaders and Operators

Apply the Five S process Maintain the standards

Elevate issues

Drive continuous improvement

SUSTAIN S I l


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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 standardMake excellence a Habit

Everyone is responsible for setting and maintaining a high standardMake excellence a Habit

SUSTAIN Steps to Implement

SUSTAIN I l t ti


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EffectiveCommunication

SUSTAIN Implementation

SUSTAIN I l t ti


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RecognizeAccomplishments




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Illustration from The Visual Factory - Grief

WHAT IS NEXT?WHAT IS NEXT?WHAT IS NEXT?WHAT IS NEXT?


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WHATISNEXT?WHATISNEXT?WHATISNEXT?WHATISNEXT?WHATISNEXT?WHATISNEXT?WHATISNEXT?WHATISNEXT?

Everyonetoparticipate

Setup5SAdministrativeStructure

5SAssessmentCriteria Dothefirst3Sbeforemovingtotheothers.

5S5S5S5S5S5S5S5S K I i P iK I i P iK I i P iK I i P iK I ti P i tK I ti P i tK I ti P i tK I ti P i t


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5S Presentation - (Dr.govin)

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