Ch-3 5s1 5S Workplace Organization. Ch-3 5s2 5S 5S Contents: S1 --- Sort out. Get rid of the stuff...

Ch-3 5s 1

5S

Workplace Organization

Ch-3 5s 2

5S

5S Contents: S1 --- Sort out. Get rid of the stuff you don’t needed. S2 --- Set in order. Place the stuff you do need where

in the best place for you.

S3 --- Shine. Eliminate clutter, dirt and oil to improve quality and safety.

S4 --- Standardize. Set up a system to maintain the new workplace.

S5 --- Sustain. Follow the new standard every day.

Introduction to lean 3

5S Overview

Henry Ford had a similar notion called CANDO (Clean, Arrange, Neatness, Discipline, and Orderliness).

The 5s techniques should be used in conjunction with improving workplace layouts and creating manufacturing cells;

Managers and supervisors have to be vigilant to make sure the proper habits of workplace organization are created and maintained.

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Before

After

Remarkable Difference!

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Setup cage before Setup cage after

Workstation Before Workstation After

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Tool room before Tool room after

Workstation #1 before

Workstation # 2 after

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Attack shop floor mess

Shop floor is where value added activities take place. Shop floor is dynamic. Direct observation on regular

basis is critical to understanding. Organized and systemized work environments:

Improve process flow Make your job easier

The goal is to have essential items always in the same spot close at hand.

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Attack storage waste

Items once needed, no longer used. “Temporary” items. Duplicate items Broken items. “Stuff”

If there is space, it will get filled!

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Why 5s

To eliminate the need to work around, walk around and trip over obstacles that aren’t needed in our jobs.

To shorten steps and reaching. To eliminate bending or stretching. To create a safer work environment. To reduce errors caused by excess tools and

material.

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Why 5s

To minimize motion waste. To eliminate searching for tools and jigs. To organize all needed items for “stressless

use.” To reduce “crowding.” To enable better organization of the items we do

need to do our jobs.

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Why 5s

Pride in the workplace. Customers perception: clean = quality. Assures best practices for safety. Foundation for Continuous Improvement..,

minimize motion.

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Why Not 5s

We’ve tried this before. We don’t have time. It wont’ stay clean and organized. I know where everything is! What’s so great about organization? What’s in It for me?

Objections

Fighting old work habits

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1st S ---- Sort out

When in doubt, red tag it out. Many years of accumulated tools, fixtures, shelves, benches,

material and information clog up our work. Where to look:

In corners, at edge of department, under conveyors and tables, on top of shelves, in cabinets, in desk drawers, in toolboxes, in the eaves, on the walls, next to pliers and partitions. At the bottom of stacks, in boxes that are not marked, locked away in lockers, behind rows of dies and jigs, in and around machinery.

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1st S ---- Sort out

Broken or deteriorated items, dusty items, items with no clear location, items loose in drawers, outdated signs and notices, unused management boards, outdated posters and slogans, returned goods, scrap, over-runs, jobs that have been sitting for a long time.

Items that are rarely used. Items with a quantity on hand much larger than

will soon be used.

What to look for

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1st S ---- Sort out

The item is needed. Why? But, it is rarely used. Why? It should be kept. Why? It should be placed there. Why? Is that a good place. Why?

Ask 5 why’s The 5 why’s is a way of thinking to find the base cause of a problem, rather than a symptom.

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Red Tag Project

Is item needed? Is it needed only infrequently? Is there too much on hand? If any of those conditions are true, then flag the item with a red tag.

Fill out and attach red tag. Red tag for one week. Target: 5 red tags for every employee. For general piles of junk, apply one red tag. Don’t try to

itemize.

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5s Holding Area

Set up a holding area for temporarily locating red tagged items.

Transfer red tagged items to holding area daily. Arrange for assistance to remove very large items. This is a protection against removal of items that may be

mistakenly identified as unneeded. No item will be permanently removed until it is thoroughly

evaluated.

Separate red tagged items to holding area for evaluation.

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Evaluation process

Create an evaluation team to disposition red tagged items.

Possible dispositions of red tagged items: Throw away. Sell. Return to vendor. Use somewhere else in company.

Evaluate every item and evaluate results of removal.

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2nd S ---- Set in Order

Empty spaces have been created by 1St S activities

How can equipment and materials be rearranged for:

Less walking? Less bending, climbing, stretching, reaching? Less searching? Less obstacles to flow?

Think “big picture” and “little picture.

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Draw a picture of Current Condition Examine flow of material and information Look for opportunities to better arrange for

productivity Machinery operation and location Material placement Tools and jigs placement People locations Aisle locations

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Visual factory

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Clean and paint label

Sweep and clean Clean the machine

During 5s

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Set information in order

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Are they in order?

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How about this?

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3rd S ---- Shine

If your area is clean and organized:• Errors are reduced• Safety is enhanced• Moral is improved• Your customers are impressed

Keep your area always “tour ready”

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3rd S ---- Shine

Reasons for Clean-up• Safety is improved when dirt and oil are removed. • Quality problems will not result from “foreign” objects• Equipment will run more reliably• Out of place tools and material become obvious.• Clean environment is better for morale.

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3rd S ---- Shine

Regular Clean-up and Inspection are the keys.• Set targets for clean-up.• Allow 5 minutes each day to maintain targets.• Assign specific areas.• Keep tools for cleanliness at hand.

Set Inspection Targets• Machines• Tools• Inspection done by operators.• On the spot correction.

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4th S ---- Standardize

Once a system of organization is set up, then: All people on all shifts must follow the same system, even if they don’t entirely agree with it.

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Develop tools to make 5S a daily activity

• 5s Checklist• 5s Schedule• 5s Patrols• Manager walk thru• 5 Minutes per day

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• Scorecard• 5s Newspaper• 5s Highlight of the Week

•

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5th S ---- Sustain

• 5s steeling committee• Recognize 5s achievements• 5s audits• Before and after pictures• Above all, hold people accountable If it is important to their boss, it will be important to them!

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Getting Started

Start small• Cabinets, drawers• Tool boxes• On top, underneath• Dirty/dusty• Clutter

Plan for bigger changes

• Take before pictures• Spaghetti diagrams• Make “to do” list • Set aside time each day or week to continue

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Getting Started

• KISS — Keep it Simple and Seeable • Make it a HABIT — Habitual Attention Brings

Intelligent Transition

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References

Ted Miller (2004), 5s, organizing your workplace for greater productivity, quality and safety. Greater Boston Manufacturing Partnership Inc.

Ch-3 5s1 5S Workplace Organization. Ch-3 5s2 5S 5S Contents: S1 --- Sort out. Get rid of the stuff...

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