5S Training

5S TRAINING

Learning Objectives

• By the end of this module, participants will be able to:– Identify the 5 elements of 5S

– Discuss why 5S is considered a CPS foundational element

– Explain some of the benefits of a sustained 5S program

– Describe typical activities occurring in each step of 5S

– Explain how to approach 5S implementation

– Explain how to sustain 5S improvements

2

What Is 5S?

• Workplace practices conducive to visual control and waste minimization– Housekeeping is a byproduct of 5S

• A conditioning discipline for sustainable continuous improvement– Emphasizes disciplined work habits necessary to

support other CPS tools

• Creates stability in the process and work environment

3

Identify and eliminate waste Continuously Improve

Sort Set Shine Standardize Sustain

The 5S System

– Designed for workplace organization and standardization.

– Controlled method for improvement with employee involvement.

– Creates a “visual factory” to help maintain desired conditions and quickly signal variance from standards.

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Successful Workplace Organization

Verify what

is needed

Eliminate non-

essential tools

and materials

Put each item in

its optimal place

Employ visual

management

Optimize part

presentation and

tool storage

locations

Clean the area

and equipment

Establish a

cleaning program

Identify

opportunities for

safety and

ergonomic

improvements

Maintain and

improve the

first three steps by

– Providing

standard

procedures and

check-lists

– Using visual

controls

Employ systems

to monitor

compliance and

to ensure that

5S becomes

part of the

culture

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Benefits

•People– Increased safety & ergonomics– Increased ownership and sense of

pride– Easier maintenance– Cleaner work environment– Continuous Improvement Process

•Cost– Reduced Non-Value Added

activities

– Subsequent improvements more effective

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Velocity

Meet customer demand

Reduced set-up time

Fewer breakdowns

Workplace efficiency improvement

Quality

Easier identification of abnormalities

Foundation for standard work

Why is 5S Necessary?

• Quicker adaptation to changing environments.– Easier to acclimate to a work area that is organized.

• Prerequisite to the implementation of any other improvement methods.– Teaches everyone the basic principles of

improvement.

– Removes many obstacles to improvement.

• Supports elimination of the 8 Wastes.

• Gives workers control over their workplace.

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• Sort – involves sorting through the contents of an area and removing unnecessary items.

• Set – involves arranging necessary items to provide easy and efficient access and keeping them that way.

• Shine - involves cleaning everything, keeping it clean, and using cleaning as a way to ensure that your area and equipment in maintained as it should be.

• Standardization – involves creating guidelines for keeping the area organized, orderly, and clean and making the standards visual and obvious.

• Sustain – involves education and communication to ensure that everyone stays disciplined to the 5S standards.

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The 5S System

Visual Elements

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Red Tag Labeling

Tool Board /

Shadow Board

Color Coding

Foot printing

Standard Work

Daily 5S

Checklist

5S Audit

Results

Reinforcement

-Reminders

-Themes

-Slogans

-Celebrate



– Integrate 5S into the improvement plans (proactive approach)

– Quantify the benefits of improved workplace organization and set improvement targets

– Apply 5S “narrow and deep” – select a small area where you can apply all 5 steps before moving to the next area

– See 5S through to completion; otherwise it will unravel over time

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5S is not a

1-time event

it is a

discipline

Keep These Points in Mind When Implementing 5S

Step 1: Sort

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Remove items that do not support current production plan.

Eliminate non-essential tools and materials.

Identify non conforming parts – including contaminated parts –

that are not needed in the area or have suspect quality due to

contamination

Use the Benchmarking Guide for Contamination Control (BGCC)

to ensure that all expectations of contamination control are met.

It is not just throwing out unneeded items or re-arranging items.

It is leaving only what is absolutely necessary.



Your Reference for Contamination Control

• The Benchmarking Guide for Contamination Control– Defines the expectations of an effective CC Program

– Provides a measurement of internal quality, both product and operations

– The Benchmarking Guide for CC is a list of questions that establishes standard expectations for CC, and it is the tool by which Caterpillar facilities are rated

– The BGCC addresses the following topics:

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Assembly Processes

Cleanliness Validation

Airborne Contamination

Facility Cleanliness

Lubrication Storage

Fluid Filtration

Component Protection

Component Handling

Component Storage

Repair and Rework Area

•Items to keep

– Safety equipment

– Used daily

– Support production

– Correct quantity

•Items to store offline

– Needed at a later date

– Excess quantity

•Items to remove

– Never used

– Not required for production

– Worn & broken tooling

– Duplicates

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Sort: Establish the Rules

Example of Items to be Removed•Production Areas (unused or outdated)

– Cabinets– Components– Documentation– Gauges– Machines– Packaging Materials– Parts– Prints– Shelves– Tables– Tooling

•Office Areas (unused or outdated)

– Books– Business Forms– Cabinets– Catalogs– Correspondence– Equipment– Magazines– Parts– Samples– Shelves

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Remove all excess supplies and inventory

Before 5S

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After 5S

Fluid Fill – Top-off Containers

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Clean and closed top-off containers on schedule PM program

Exposed container Recommended containers

• Lubricants and Brushes

– No open containers of lubricant or assembly grease – Clean brushes

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Airborne Contamination Control

Fans appear clean and are cleaned on a schedule basis.

Fan filters are used

Fan filter cover attached

Red Tag

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Implements organization by putting Red Tags on items that need to

be evaluated to see if they are necessary.

Red Tags ask:

– Is this item needed?

– If it is needed, is it needed in this quantity?

– If it is needed, does it need to be located here?

“When in doubt, move it out!”

RED Tag it

Tag and Relocate

Tag and remove Complete and attach a red tag

Wait for approval and sign-off from all 3 shifts (if applicable)

Move items to the designated red tag area

Log each red tag in a red tag log book for tracking

Any removal of items needs to be documented in the log book

Appropriately dispose of red tag items (recommend 30 days maximum)

Involve a neutral assessor to ensure an unbiased perspective when disagreements arise

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Cat Form Number

Quantity per carton

Tag Dimensions

Option 1

Supplier Name Miami Systems Corp

Supplier Code V9691J0

Contact Number 880-541-6806

Fax Number 404-346-4065

Option 2

Crib Identification Number 3-0126253

Commodity Code 3183

Supplier Name Miami Systems Corp

Supplier Code V9691J0

Contact Number 880-541-6806

Fax Number 404-346-4065

My Supply Cabinet

5S Red Tag Ordering Information

Facilities with Storeroom Management

System or Tool Crib

Tag Ordering Options

Tag Information

01-040823-00

1000 tags

6 1/4in x 3 1/8in

Red Tag

Step 2: Set

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Put each item in its optimal place

Employ visual management

Optimize part presentation and tool storage locations

Arrange all items so that anyone can easily find them, use them, and then

put them away again in the correct place.

Eliminate the 8 Wastes.



Set: Benefits• Sets up visual controls to indicate at a

glance:– how work should be done.

– what items are needed.

– which areas need access.

– where items belong.

• Reduces waste and errors while:– searching for needed items.

– using items.

– returning items.

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Set: Implementation• Decide the proper locations.

– Adhere to the Ergonomics Hit List.

– Locate tools, parts, equipment, machinery, and jigs based on frequency of use.

– Store items that are used together in the same place, in a sequence based on function or product.

– Implement “just let go” arrangements for tools. (tool balancer)

– Make storage places larger than tools.

– Identify aisles and areas that employees and maintenance need access.

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• CLMS On-line Training: Ergonomics Hit List -08C1213

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Ergonomics Hit List

Visual Work Space

•Visual elements help manage and maintain an efficient work space. By clearly displaying and putting things in their place, abnormalities are quickly identified.

Signage

Electronic Displays Labeling Standard Colors Shadow boards

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Signage

•Adequate and visible signage indicates:

Potential hazards

Traffic restrictions

Location of equipment

Location of area

Status of area

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Electronic Displays

•Electronic displays help people become proactive by providing up-to-the-minute information on the status of a process.

Current unit in process

Next unit in process Time remaining Process statistics

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Labeling

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A

Max Inventory (red)

Min Inventory

A-1

112

Address

Part #A-2

113

A-3

114

Labeling helps to visually identify an item’s placement. Place items

used less frequently further away. In the label, make sure to

include:

Part number

Address

Minimum and maximum quantity

Standard Colors•Colors are prescriptive and defined within manufacturing specification MS2450.

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Remember to update facility layouts with footprints & aisles

Shadow Boards

•Shadow boards have a simple outline to show where hand tools go. Effective because:

Show when a tool is missing

Ergonomic fit

Tools are always in the same place

Work area clutter is reduced

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Lines on the floor for movable

items

Shadow board for toolsInsert facility photos

Set : Examples

Step 3: Shine

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Identify opportunities for safety and ergonomic improvements

Clean the area and equipment i.e. bins, shelves, and work benches

Establish a cleaning program and include maintenance



• A work environment that “shines” will:

– Reduce injuries from spills, shavings, etc.

– Make defects more obvious and less likely to occur from dirt or shavings.

– Reduce machine breakdown and injuries because of increased machine maintenance.

– Improve worker morale.

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"A clean workplace enhances safety, quality, and pride"

Shine: Benefits

Shine: Cleaning to Detect Issues

Thoroughly clean the workplace.

Tag and promptly repair items.

Paint or refinish areas (if necessary).

Establish standard work for cleaning.

Involve EVERYONE to establish the right cleaning standards.

Provide proper cleaning and collection tools.

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• Any abnormalities detected during shine should be fixed or improved.

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No. Phenomena Point Main Response

1. Dirt & Grime Dust, grime, dirt, rush, chips, shavings,

swarf, etc.

Cleaning

2. Oil Leakage, stains, depletion, shortage,

incorrect type, clogging

Add, change, clean

and repair

3. Temperature

& Pressure

Overheating, insufficient heating, excess

pressure, insufficient pressure, abnormal

coolant temperature, off-standard control

devices

Repair to restore

original state

4. Looseness,

slack

Loose or missing bolts & nuts, slack belts,

broken welds

Tighten, replace, and

repair to restore

original state

5. Damage Broken or cracked hoses, broken meters,

cracked glass, damaged switches, broken

wires, damaged mechanical arms,

vibration in rotary mechanisms

Replace and repair to

restore original state

Shine: Response to Typical Issues

Identify cleaning activities and routine maintenance required.

Develop a Cleaning Supply List for each area that identifies the proper cleaning and collection tools.

Develop standard operations and work standards.

Implement a Daily 5S Checklist.

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Shine: Implementation

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“Before”

“After”

"If it doesn't get dirty then it doesn't need to be cleaned"

Insert facility photos

Shine: Example

Step 4: Standardize

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Provide standard procedures and checklists

Incorporating sort, set, and shine into daily activities through

standards.

Making standards visual and obvious.

Preventing setbacks to original states and future problems from

occurring.


Sort Shine Standardize SustainSet

Standardize: Benefits

Standards make learning and sustaining simpler.

Maintaining standards helps to identify problems when they occur and facilitates root-cause problem-solving .

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Standardize: Implementation

Clearly assign responsibility for the maintenance of Sort, Set in Order, and Shine.

Integrate 5S duties into standard work.

Use Visual Management– In order to signal abnormalities, establish visual

controls to indicate at a glance the current 5S conditions.

Make the work “brief, effective, and habitual.”

Use checklists to see if levels are being maintained and improved.

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5S Checklist

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Determine Targets

Warehouse items, equipment, space

Determine Assignments

Develop a schedule to show who is responsible for cleaning areas and

when

Determine Methods

Inspection before the shift

Five-minute shines practiced daily

Procedures for daily activities & needed tools

Define standards/rules for organizing and maintaining all workplace components

Document standards and rules

Use visual management – lines, signs, signals –to reinforce standards

Review and refine standards periodically

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Standardize: Define, Implement, and Improve the Rules to Achieve Consistent Conditions

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Example: Cleaning Instructions

Prevention

• Prevent unneeded items from…

– Accumulating (Preventative Sorting)

– Having to be put back (Preventative Setting in Order)

– Getting dirty (Preventative Shining)

• 5 Whys and 1 How Approach

– Expose the root cause of the problem by repeatedly asking why it occurred and how it can be fixed

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5 Whys and 1 How (5W1H)Q: Why mop the floor every day?

A: Because oil collects on the floor.Q: Why does oil collect on the floor every day?

A: Because there’s a leak from the drill press machine.Q: Why is there a leak from the drill press machine?

A: Because oil is leaking from a valve.Q: Why is oil leaking from a valve?

A: Because it’s broken.Q: Why hasn’t the valve been replaced?

A: Because we didn’t notice that it was broken.Q: How can we coordinate getting that valve fixed?

A: The maintenance team will order the part.

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Preventative Sort

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Allows only a certain #

of parts to fit, preventing

excess.

Preventative Set and Sort

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Bin size indicates

correct length of

tube

Bin Size limits

the quantity

Outlines

indicate

placement

Signboards

identify part

and order of

steps

Preventative Shine

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Large rubber bands

prevent garbage from

spilling

Step 5: Sustain

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Use systems to monitor compliance and to

ensure that 5S becomes part of the culture.

Employ visual management.

Maintaining the 5S program through

discipline, reinforced by education and

communication.

Following the right procedures.



Sustain: Benefits

Continued recognition and reinforcement for sorting, setting in order, shining, and standardizing.

5S process becomes part of workers daily work habits and company culture.

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Sustain: Implementation Leadership is the key Management at all levels must demonstrate

commitment Supervisors must ensure that the shop floor meets 5S

standards at the end of each day Use 5S Audit for monitoring adherence Quantify and display results of workplace inspections Make sure employees are aware and understand the

importance of 5S. Allow enough time to perform 5S in daily schedule. Keep the program structured.

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Sustain: Implementation Leadership sets the example:

– Supervisors conduct daily checklist reviews.– All levels participate in audits.– All levels ensure countermeasures are implemented.

Recognize results and reinforce efforts. Maintain the initial momentum of area improvement. Promote positive results in company communications. Remember: Management must lead by example We should all take pride in what we do and have a

competitive spirit.

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Sustain: Implementation

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Conduct 5S audits to uncover 5S abnormalities.

Determine root cause(s) of any 5S abnormalities.

Implement countermeasures for abnormality prevention.

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Sustain: 5S Audit Process

5S Performance Board

•5S Audit Score Sheet •5S Score Sheet History

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Templates Available on CPS Website

0

10

20

30

40

50

60

70

80

90

100

Oct-06 Nov Dec Jan-07 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2008 2009

5S

Sta

tus

Actual

Goal

Trend

5S Status

YPEOPLE

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Sustain: Clean Area ExampleInsert facility photo

• Involve everyone to ensure 5S becomes part of the culture

– Senior management to be role models– Supervisors/managers to audit– Operators to be accountable– Positive behavior to be recognized and reinforced

• Perform regular 5S audits to ensure compliance and continuous improvement

– Divide the plant into different areas, assigning 5S responsibility for each

– Assign supervisors/managers to audit regularly– Use visual management to display data regularly

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Sustain: Managing Performance through Culture

Get everyone involved.

Periodic senior management involvement is absolutely required!

Integrate 5S standards into daily work requirements.

Communicate need for 5S, roles of all participants, how it is implemented.

Be consistent in following 5S standards in all areas (office/factory).

Follow through—5S takes effort and persistence.

Link 5S activities with all other continuous improvement initiatives.

Track audit results and Make It Visual

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Sustaining 5S Success

Resistance to 5S• Activities seem obvious so people don’t like being

told to do them.– 5S is not just housekeeping.

• Upper management may think they have more important things to do.– 5S creates a foundation for strength and flexibility.

• Things just get dirty again.– 5S creates higher standards for conditions and defects.

• It takes too much time.– 5S only takes a few minutes a day after

implementation.

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Resistance to 5S• Managers think conditions are already good based on infrequent checks.

– 5S is not really being carried out and conditions are superficial.

• Why now?

– 5S is needed as a foundation for other improvements.• It will not improve performance.

– 5S will have a positive impact on performance for the following:• Total lead time• Elimination of accidents• Changeover times• Employee engagement• Value-added activities• Number of ideas per employee

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Recapping Key Points

5S is:

– Standard Work to organize the workplace

– Process that identifies and eliminates waste

– The foundation for process stability

– A critical key to building a successful continuous improvement environment

– Is not a one-time event – it is a discipline

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Implementation Basics

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Constraint operations identified through Value Stream Mapping

(VSM)

Areas are usually characterized by:

– High injury rate

– Crowded work areas

– Cannot find tools or parts

– Excess on-hand inventory covering production problems

– Difficulties improving process flow because of excess equipment

– Outdated items not in use

Implement the Process1. Establish a Red Tag area

2. Establish baseline with 5S Score Sheet

3. Determine resources needed

4. 5S entire project area

5. Evaluate area using the 5S Score Sheet

6. Conduct root cause analysis / establish countermeasures / fail

proofing

7. Repeat steps 4-6 to improve score

8. Post evaluation on CPS metric board

9. Determine audit cycle

10. Update facility layout

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– Integrate 5S into the improvement plans (proactive approach)

– Quantify the benefits of improved workplace organization and set improvement targets

– Apply 5S “narrow and deep” – select a small area where you can apply all 5 steps before moving to the next area

– See 5S through to completion; otherwise it will unravel over time

65

5S is not a

1-time event

it is a

discipline

Keep These Points in Mind When Implementing 5S

5S Training

Leadership & Management

Transcript of 5S Training