5s prezentare

7/30/2019 5s prezentare

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Red TagsRed Tags

AuditsAudits

Carla J. Parvin, CFPIMSourcing Specialist

Thermo Fisher Scientific

[email protected]

Introduction to


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Definition of 5S

5S is a system to

Identify waste Identify opportunitiesfor improvement

Bring order to ANY work environment Establish a smooth, efficient flow of

material, supplies and activit ies

The 5 pillars of the Visual Workplace


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What Is 5S

5 Japanese words & a mind-set Seiri - Sort (Segregate & Discard)

Seiton - Set in Order(Arrange & Identify)

Seiso - Shine (Clean & Inspect Daily)

Seiketsu - Standardize (Maintain Cleanliness)

Shitsuke - Sustain (Motivate & Establish Discipline)


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Lean and 5S

Lean can be defined as the eliminationof waste, continuous improvement and

employee involvement/empowerment

5S is one Lean tool often the firstforay into LEAN. Why?

Because its easy and it gets results!


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Everyday Examples

Library DeskCar interior

Sugar bowlGarage

Car stop

Tool box Tool board

Kitchen of Julia Child or Rachel Ray


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5 S on the Shop Floor


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5 S in the Office


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5S in Healthcare


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Benefits of 5S - for employees

Safer & more pleasant work environment Makes the job easier & more satisfying

Employee and customer respectA process that makes sense Positive mental attitude Pride in the workplace

5S creates a better

place to work


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Benefits of 5S - for the company

Higher quality, lower costs, easier maintenance,greater customer satisfaction, and higher

profitability.

Sales Standardization

Safety

Savings Satisfaction

5S is the foundation for the continuous

improvement process

Do the easy stuff first!


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Expected Measurable Results

Reduce storage requirements 68 %

Reduce floor space 60 %

Reduce distance traveled 80 %

Reduce changeover time 62 %

Reduce nonconformance 96 %

Reduce late deliveries to 0 %

Give em something to brag about!!!


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Before: Basement


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Before: Basement


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Before: Safety

Faceplates not

installed on outletsand switches.


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The First S: Sort

Separate needed from unneeded items.

Leave only the bare essentials. Remove unneeded items f rom the work area (red tag).

Remove all excess items f rom the work area. Is it needed, in what quantities, and where should it be located?

Hold excess items within the storage area for 14 days or less.

Assign a person to organize and manage the storage area.

Organize work/storage area, disposing of all items in red tagarea within a predetermined time frame.

Audit for results.

Organization reduces work flow problems, increases processquality and product ivity, and improves communication.


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Red Tag System Start the red tag process within a designated

area (department, clinic, warehouse, storagearea, etc.)

Set red tag criteria

Identify the red tag targets

Make red tags

Attach red tags

Evaluate red tag items

Document the results of the red tagged items

Red TagsRed Tags


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RED TAGArea: Tag#:

CATEGORY (circle one):

Supplies WIP Tools

Office Materials Raw Materials Equipment

Furniture Finished Goods

Books/Magazines/Files Other:

Date Tagged: Tagged by:

Item: Quantity:

Reason:

DISPOSITION (circle one):

Discard Sell

Store in area Transfer

Long term storage Other:

ACTION TAKEN: Date:

Detach at perforation. Attach top portion to the item, retain the bottom portion for tracking purposes.

RED TAG LOCATOR Area: Tag #:

Red Tag Form


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1st S - Prep Cart


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First S Sort EXERCISE

10 minutes Form teams of 5 to 6 people Given the kit of parts and sample product, separate

needed from unneeded items. The sheet of f lip chart paper will be your work cell

think about possible layouts, work flow, etc.

Leave only the bare essentials. Remove unneeded items from the work area.

Remove all excess items from the work area.

Is it needed, in what quantit ies, and where should it belocated?

Return excess items to front of the room.

Debrief lessons learned


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The Second S: Set in Order

Objectives

Arrange needed items so theycan be easily retrieved, used,and put away. The 3 Es.

Get rid of waste in proceduresand support activi ties.

Use first in, first out (FIFO). Save space and t ime.


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Set in Order - Guidelines

Establish place for everything and everything in itsplace.

Place parts, tools, and instructions close to the pointof use for motion improvement.

Store similar items together.

Color code to quickly identify i tems.

Clearly label each i tem and its storage area.

Use specially designed carts to organize tools,materials, and devices that are needed for each area -possibly color coded for each job.


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Set in Order - Review Work Sequence

Observe sequence of tasks each worker performs.

Break operations into

observable elements. Identify value-added versus

non-value-added elements.

Minimize non-value-addedoperations.

Consider capacity, cycle times, and changeover times.

Value-Stream Mapping & Standard Work


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Set In Order - Identifying Locations

Signboard strategy

Painting strategyColor-coding strategy

Outlining strategy


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After:

Basement

All parts are labeledand locations marked

Heavy items on lowershelves

All i tems secured

Walk aisles cleared


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After: Basement


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After:

Basement

Safety

All l ight switchand outlet coversinstalled

Ceiling installed

A place for everything and

everything in its place!


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Second S - Set in Order EXERCISE

10 minutes

In your work cell , establish a place foreverything and everything in its place.

Clearly label each i tem and its storage area.

Store similar items together.

Place parts, tools, and instructions close to thepoint of use for motion improvement.

Debrief & lessons learned.


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5S Audit Sheet Department: Completed by:

1st S - Date: Total Score:

SORT Previous Score: Score

# Check Item Description 1 2 3 4 5

1 Materials or SuppliesAre there any unneeded or unused material or

supplies in the area?

2 Machines or equipmentAre there any unused machines or other

equipment in this area?

3 Attachments or toolsAre there any unused attachments, tools or similar

items in this area?

4 Visual controlIs it obvious which items have been marked as

unnecessary?

5 Written standardsHas establishing 5S left behind any useless

standards or procedures?

Sub Total:

Sort - 5S Audit SheetAuditsAudits


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The Third S: Shine & Inspect

Objective Cleanliness:

Leads to a more safe andcomfortable work place

Leads to greater visibil ityto reduce search time

Ensures a higher qualityof work and safety


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Daily/Shift Cleaning

Dust, sweep and wash counters & floors

Clean in, under, and around equipment andfurniture

Eliminate all trash from the workplace

Ready for next shift or next day

Clean so that you would be willing toeat off the floors and equipment!


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Steps in Clean/Inspect

Decide on cleaning / inspection targets

Determine cleaning / inspection methods

CreateChecklists

Create JobCycle Charts

Deep cleanwith paint


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5S Cleanliness/Inspection Checklist

Clean Adjust Replace Repair

1 Is hose attached ? X

Eye Wash Station 2 Is faucet head clean ? X

3 Is protective cap clean ? X

4 Is cap in place ? X X

5 Verify water flow speed and volume X

6 Check for leaks X

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5S Cleanliness/Inspect ion Check list

Equipment PointMain Response


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No. 5S Job Sort Set in order Shine Standardize Sustain A B C D E F

1 Red-tag strategy (occasional, companywide) X X

2 Red-tag strategy (repeated) X X

3 Place indicators (check or make) X X4 Item indicators (check or make) X X

5 Amount indicators (check or make) X X

6 Sweep around equipment X X

7 Sweep within area X X

8 Sweep around worktable X X

9 Sweep on and under worktable X X

10 Sweep work areas and walkways X X

J ob Cycle Code

A is Continuously

B is Daily (mornings)

C is Daily (evenings)

D is Weekly

E is Monthly

F is Occasionally

5S Job Cycle Chart

Div./Dept./Section

Entered by: Date: J OB CYCLE

Prod. Div.

5S Job Cycle Chart


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3rd S Shine, EXERCISE

Create an Inspection Checklist and Job Cycle Chartfor your work cell. Remember the objectives are:

Employees clean their own equipment and workareas and perform basic preventive maintenance

Keep everything clean in a constant state ofreadiness

Investigate the causes of dirt iness and implement aplan to eliminate the sources

Use dust-collecting covers or devices to prevent dirtaccumulating on equipment and work surfaces

Debrief & lessons learned


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Shine/Inspect - 5 S Audit Sheet

Department:

Date:

Previous Score:


11 FloorsAre floors kept clean and free of trash,

water, dirt and debris?

12 EquipmentIs equipment wiped often and kept free

of dirt, dust and contamination?

13 Cleaning & checkingIs equipment inspection combined with

equipment maintenance?

14 Cleaning responsibilities Is there a person responsible foroverseeing cleaning operations?

15 Habitual cleanlinessDo operators habitually sweep floors

and wipe equipment without being told?

Sub Total:

Completed by :

Total Score:

Score

3rd S

SHINE

5S Audit Sheet


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Ensure that all tools and equipment are available before

starting the procedure.

1st, 2nd and 3rd S


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The Fourth S: Standardize

Objectives

Properly maintain the first 3 Ss as a

habit Document cleaning/inspection tasks Implement cleaning/inspection

checklist of maintenance activities onperiodic schedule

Take it to the next level, prevention!


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Standardization Guidelines

Assign responsibility for activitiesregarding maintaining first three 5Sconditions.

Integrate documented procedures forcleaning/maintenance tasks into regularassigned work duties.

Improvements made in the first threesteps may not last and may revert to prior

conditions.


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Standardize Tools

5S locations

5S assignment list and 5S schedule5S job cycle charts listing each 5S job

to be done

Visual 5S (normal versus abnormal,disorder, contamination condit ions,etc.)


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Three Legs of the Standardization Stool

SET IN ORDER


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4th S - Standardize


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Incorporate tools, suppliesand measuring devices intothe process and store where used

Suspend tooling above work area

Eliminate tools by tool unificationand method substitution

Prevent work items from gettingcontaminated (use equipmentcovers, store tools and devices indrawers or cases, etc.)

Taking It to the Next Level - Prevention


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Taking It to the Next Level - Prevention

Prevent unneeded items from accumulating

Make it diff icul t or impossible to put items in the wrong place.


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Standardize 5S Audit Sheet

Department:

Date:

Previous Score:


16 Improvement memosAre improvement memos generated

regularly?

17 Improvement ideas Are improvement ideas being acted on?

18 Key proceduresAre standard procedures clear, well

documented and actively used?

19 Improvement plan Are future standards being considered?

20 The first 3 SsAre the first 3Ss (Sort, Set in Order and

Shine) being maintained?

Sub Total:

Completed by:

Total Score:

Score

4th S

STANDARDIZE

5S Aud it Sheet


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Objective: Sustain 5S

Conditions necessary to sustain Awareness (understand 5S) Time (time committed in work schedule) Structure (how and when 5S tasks performed)

Support (management leadership, resources,and acknowledgment)

Rewards and recognition Satisfaction and excitement

The Fifth S: Sustain


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Sustain - 5 S Audit Sheet

Department:

Date:

Previous Score:

# Check Item Description 1 2 3 4 521 Training

Is everyone adequately trained in the

standard procedures?

22 Tools and suppliesAre tools and supplies being stored

correctly?

23 Stock controls Are stock controls being adhered to?

24 ProceduresAre procedures up to date and regularly

reviewed?

25 Activity boardsAre activity boards up to date and

regularly reviewed?

Sub Total:

Completed by:

Total Score:

Score

5th S

SUSTAIN

5S Audit Sheet


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5S Self Assessment Audit Sheets

Area ____________

Date ____________

Auditor ____________

Sh inee t In Orde r 54

3

2

1

5 SProg re ss i on t oEXCELLENCE


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5 levels of 5S ImplementationSORT STRAIGHTEN SHINE STANDARDIZE SUSTAIN

LEVEL 1

Start

Criteria for disposalof not-needed itemshave beenestablished.

Decide and organizewhereto keepnecessary items

Clean work area. Established workgroups to developand documentstandardized workmethods.

Area inspections arerandom andcompleted by workgroups and/ordepartment leaders.

LEVEL 2

Focus onBasics

Tag and identify not-needed items.

Decide and organizehowto keep

necessary items.

Develop cleaningassignments and

checklist.

Work methodsestablished for Ss

one through three.

5S level isestablished and

posted in the area.

LEVEL 3

Make It Visual

Establish a safe andsecure holding areafor not-neededitems.

Make it easy. Inspection duringcleaning.

Documented andstandardizedcontrols for Ss onethrough three.

Work area 5S ismaintained.

LEVEL 4

Focus onRepeatability

Evaluate and

remove unneces-sary items from thesite.

Make it obvious. Cleaning is an

everyday part of thejob.

Develop

standardized workprocedures for allwork areas.

Internal inspection

process is standard.

LEVEL 5

ContinuousImprovement

Identify problemareas and documentprevention actions.



Share best practiceswith internal andexternal workgroups.

Root cause problemsolving process inplace.


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5 S on the Shop Floor


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5 S in the Office


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5 S in Healthcare


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What Is the 7th S?

# 6 : Sa fe ty5 J apane se w o rd s Seiri - Sort (Segregate & Discard)

Seiton - Set in Order (Arrange & Identify)

Seiso - Shine (Clean & Inspect Daily)

Seiketsu - Standardize (Maintain Cleanliness)

Shitsuke - Sustain (Motivate & Establish Discipline)


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References

Hirano, Hiroyuki. 5 S for Operators: 5 Pillars of theVisual Workplace. Productivi ty Press, 1996.

www.lei.org Womack, James P. and Jones, DanielT. Lean Thinking: Banish Waste and Create Wealthin Your Corporation. Simon & Schuster, New York,1997.

The Gold Mine www.apics.org, Lean Workshop Series, 2008, Lean

Executive Overview, 2008
http://www.lei.org/http://www.apics.org/http://www.apics.org/http://www.lei.org/


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Questions & Points to Ponder

Triumph is justumph

added to

try.

Success is putting your

knows

to the grindstone.

People who say something is impossible

should not interrupt those who are busy

getting it done .

- Harvey Mackay

Carla J. Parvin, CFPIMSourcing Specialist

Thermo Fisher Scientific

carlaparvin@yahoo com

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