Lean Manufacturing 5S and the Visual Workplace. Objectives Understand how to implement a Visual...

Lean Manufacturing

5S and the Visual Workplace

Objectives

Understand how to implement a Visual Workplace that• Makes each person’s job easier• Enables you to successfully manage the workplace• Improves the overall success of your company

Understand impact of 5S on• Customer value• Throughput• Efficiency

Learn tools for identifying waste in your work area Learn tools for eliminating waste in your work area

Topics Covered

Workplace organization (5S) Visual Display Visual Metrics Visual Control

What is 5S?

5S is the Japanese concept for House Keeping.

Sort (Seiri) Straighten (Seiton) Shine (Seiso) Standardize (Seiketsu) Sustain (Shitsuke)

The Visual WorkplaceWhat is It?

5S, Visual Workplace, Lean together create… An immaculate (clean and tidy) workplace with

• Only what is needed• Only in the amounts needed• Only when it is needed• And at the location where it is needed

A pleasant and stimulating workplace with• Standard procedures that are easily understood• Standard procedures that are visually clear

The Visual WorkplaceWhat is the Goal?

A workplace that• Responds quickly to customer needs• Enables decisions at the lowest possible level• Is completely aligned (united)• Promotes employee growth

The least waste way to deliver value to the customer

If you can't walk a plant and understand the product flow and operations immediately, then the plant can't be run properly.

Noel Goutard, Valeo SA

The Visual WorkplaceExpectations

The flow of goods is apparent at a glance Information or tools are available in 30 seconds or less Historical and current performance levels are apparent Waste is visible Abnormal conditions are immediately recognizable The normal condition is

• zero defects• zero abnormalities• zero accidents

The Visual WorkplaceMaturity Levels

Level Characteristic Description

5 Optimized Visual ControlContinuous improvement,

prevention of defects

4 Managed Visual MetricsReal time data available,

decisions made at local level

3 Defined Visual DisplayValue Streams identified,

work force aligned to them

2 Repeatable 5SWorkplace organization,

basic discipline

1 Initial Ad hocNo visibility,

multiple systems

Ad hoc is a Latin phrase which, literally, means "For this". It generally signifies a solution designed for a specific problem or task, non-generalizable, and which cannot be adapted to other purposes.

Visual DisplayLocation Marker

Visual DisplayProduction Status Board

Visual DisplayStandard Work

Fuel Pump Assembly Cell - Standard Work

9Minutes

Balancer

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ComponentMaterial

Rotor Assembly

ComponentMaterial

Start

Housing Assy - P/N 60-98966 (P/N 60-989100-2)Housing Assy - P/N 60-98914 (P/N 60-98976-2)


Rotor - P/N 78-17512 (P/N 60-989)Rotor - P/N 78-16917 (P/N 60-755)Rotor - P/N 78-15337 (P/N 60-721)

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2Minutes

Takt Time = 20 minutes per unit Demand of 21 units per day @ 7 Hours per day Takt Time = .33 hours per part 20 minutes per unit

Cycle Time = 181 minutes per unit 24 minutes of Value Added Time" 157 minutes of "cure & cool and outgas" time 24 minutes + 157 minutes = 181 minutes

Non-ValueAdded butnecessary

Value Added

Color LegendNon-Value

Added

ComponentMaterial

Final Assembly -SF1 & SF2

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ComponentMaterial

ImpellerInstallation

Deliver to Test

ComponentMaterial

Assemble Handleto Assembly

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Impeller - P/N 60-98917 (P/N 60-989)Impeller - P/N 60-7440 (P/N 60-755100-2)Impeller - P/N 60-72118 (P/N 60-72101-2)Shims - P/N XX-XXXXX

Handle Assy - P/N XX-XXXXX

20 Min

4Minutes

2Minutes

5Minutes

1 unitStator Assy - P/N 78-17515-1 (P/N 60-989)

P/N 78-16923 (P/N 60-755)P/N 78-15341-1 (P/N 60-721)

Inducer - P/N 60-98970 (P/N 60-989100-2)Inducer - P/N 60-98916 (P/N 60-98976-2)Inducer - P/N 60-72112 (P/N 60-72101-2)

Bearings, Discharge PlatesLiners and tubes

Standard Work In-Process

P/N 60-72101-2Only

InspectRotor

AssemblyEndplay

3 u

nit

s

InspectRotor/

HousingHeight

10 Units of Standard Work In-Process

X minutes X minutes

Quality Check

9/29/00

Visual MetricsPurpose

Enable a person to self-manage their work. Enable management to recognize trends and re-align to targets

and strategies.

If you are not going to use the data, don’t collect it!

Visual MetricsCharacteristics

Provide data• To people who can act on the data• In time to act on the data• To people affected by the data

Visually link results to specific• Performance targets• Improvement initiatives (plans, projects, ideas)

Communicate information• To workers and management• In a format that is easy to understand

Visual MetricsHow to Develop

What needs to be measured? Who is the user? How to keep track of details? How often to take the data? Who will do the tracking? How to display it? Where to locate the display?

Visual MetricsProduction monitors at Korry Electronics

Version 1

Version 2

Daily summary

Visual MetricsPTP Daily Production Board

Visual MetricsTakt Time Sheet

Hydro-Aire - 39-353 Cell Date

Production Schedule - Orders for March 20011. 39-353 4. 7. 10.

Plan Actual2. 5. 8. 11. 1

3. 6. 9. 12. Takt Time 32 mins

WorkStart Stop Min Plan Pcs Actual Plan Pcs Actual Variance

Total 7:05 13 13

09:15

9:15

9:00

11:25

Crew Size

Time Interval Cumulative Comments

6:45 9:00 2:15 4 4

4 Break

11:25 12:05 0

84

8 Lunch

10

13:2012:05

13:20 13:35

102

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15:00 15:15 0

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0:00

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Repair and Overhaul Actual Daily Production - 1st Week of April, 2000

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Visual ControlsPurpose

Enable the work force to get control of the workplace and everything that occurs within it.

Enable a process to create error free product. Integrate the standard with the action so that deviation is

eliminated.

What Is 5S?

Word Association: What do you think of when you hear 5S?

5S is a series of techniques that provide the foundation for a visual management system.

Why Do 5S?

Why? Why? Why? Why? Why?

To create the

Least Waste Wayto deliver

Valueto the

Customer

Where Does 5S Apply?

Any process involved in delivering value to the customer• Factory• Office• everywhere

Who Does 5S?

Any one involved in delivering value to the customer TOP-DOWN Leadership

• Lead by example• Active in the culture change

BOTTOM UP Implementation• Everyone has to be involved• It’s not a program - it’s a way of life.

It starts in YOUR workplace!

5S

Sort Set in order Shine Standardize Sustain

- Identify and eliminate what is not needed- A place for everything and everything in its place- An effective, organized, professional environment- Develop standards and stick to them- 5S is a way of life

Corporate goal is to have all companies at a level 3 by the end of 2003.

Sort

Separate the necessary from the unnecessary Unnecessary tools, equipment, and procedures need to be

removed from the workplace

Remove the clutter (disorder) so you can see what is

happening.

SortLevels of Achievement

Level Sort Identify & eliminate what is not needed1

2

3

4

5

Necessary and unnecessary items are mixed together in the work area.Necessary and unnecessary items are separated (excess inventory, Obsolete tools & Equip)All unnecessary items have been removed from the work area.Documented method to maintain work area free of unnecessary items.Waste is immediately visible and triggers a planned response with root cause analysis and corrective action.

Set In Order

A place for everything,and everything in its place.

Able to find things in 30 seconds Clean and ready for use Most important is the transparency

Set In Order Levels of Achievement

Level

Set in Order A place for everythingand everything in its place

1

2

3

4

5

Documented method of visual sweep to identify items out of place or exceeding quantity limits.Defined process to evaluate and improve movement and motion.

Tools, supplies and materials are randomly located.

Designated location established for all items as needed.

Designated locations are marked to make organization more visible (color, outlines, labels, numbers, etc).

Shine

Identify customers, suppliers, value Make the normal visible – regular cleaning, visual data Visual controls on delivery of value – signal and response Data driven, continuous monitoring

An effective, organized environment.

Shine Levels of Achievement

Level Shine An effective, organized environment1

2

3

4

5

No visuals are in place. Work/break areas and machinery are dirty and disorganized.Visual display of data. Work/break areas and machinery are cleaned on a regularly scheduled basis.Visual controls are in place. Machines are cleaned daily. Customers/suppliers are identified and value defined.Real time metrics and visual management are in place. Preventative maintenance is implemented.Abnormal is immediately visible and triggers a planned response with root cause analysis and corrective action.

Standardize

Define and document the current process Make it the standard for everyone Define and work to the future state

Develop standards and stick to them.

STANDUNCOATED

FITTINGSPICKLE RINSE

MAINLY NON-CORED

GRITBLASTCHAIN PLANT

(90%)

HAND DIP(10%)

COATEDFITTINGS

RUMBLE

HOT DIP GALVANIZING PROCESS

HANG ONPENDANTS

LYEBATH

DRYINGTUNNEL

DIP INZINC BATH

BUMPWATERSPRAY

KNOCKOFF

CHAIN PLANT OPERATION

TIP OUT OFCONTAINER

ONTO FLOOR

SHOVEL INTOBASKETS

DIP INLYE BATH

TIP ONTO SIDEOF KETTLE

TO DRY

SHOVEL INTOHAND DIPBASKETS

DIP IN ZINC BATH

DUST WITHAMMONIUM CHLORIDE

POWDER

WATER TANK

HAND DIP OPERATION

Fuel Pump Assembly Cell - Standard Work

9Minutes

Balancer

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ComponentMaterial

Rotor Assembly

ComponentMaterial

Start



Rotor - P/N 78-17512 (P/N 60-989)Rotor - P/N 78-16917 (P/N 60-755)Rotor - P/N 78-15337 (P/N 60-721)

7 Min

1 h

ou

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265

Deg

2Minutes

1 hour @ 250 Deg

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1 unit

5 minutes

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ComponentMaterial

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on

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5minutes

1 unit

2Minutes

Takt Time = 20 minutes per unit Demand of 21 units per day @ 7 Hours per day Takt Time = .33 hours per part 20 minutes per unit

Cycle Time = 181 minutes per unit 24 minutes of Value Added Time" 157 minutes of "cure & cool and outgas" time 24 minutes + 157 minutes = 181 minutes

Non-ValueAdded butnecessary

Value Added

Color LegendNon-Value

Added

ComponentMaterial

Final Assembly -SF1 & SF2

Co

ol

Ass

em

bly

ComponentMaterial

ImpellerInstallation

Deliver to Test

ComponentMaterial

Assemble Handleto Assembly

Ins

pe

ct

Bo

nd

ing

Impeller - P/N 60-98917 (P/N 60-989)Impeller - P/N 60-7440 (P/N 60-755100-2)Impeller - P/N 60-72118 (P/N 60-72101-2)Shims - P/N XX-XXXXX

Handle Assy - P/N XX-XXXXX

20 Min

4Minutes

2Minutes

5Minutes

1 unitStator Assy - P/N 78-17515-1 (P/N 60-989)

P/N 78-16923 (P/N 60-755)P/N 78-15341-1 (P/N 60-721)

Inducer - P/N 60-98970 (P/N 60-989100-2)Inducer - P/N 60-98916 (P/N 60-98976-2)Inducer - P/N 60-72112 (P/N 60-72101-2)

Bearings, Discharge PlatesLiners and tubes

Standard Work In-Process

P/N 60-72101-2Only

InspectRotor

AssemblyEndplay

3 u

nit

s

InspectRotor/

HousingHeight

10 Units of Standard Work In-Process

X minutes X minutes

Quality Check

9/29/00

Standardize Levels of Achievement

Level Standardize Develop standards and stick to them1

2

3

4

5

No attempt is being made to document or improve current processes.Current process is known, but not documented.

Current state is documented as Standard Work performed the same by all employees.Future state is documented. Implementation plan is actively worked.Improvements are based on data and tracked for actual results.

Sustain

Set a good personal example Regular evaluation of 5S program Constantly look for ways to improve the program 5S becomes part of the culture of the entire organization

5S is a way of life!Level Sort Identify and eliminate what is not needed Level of Excellence Comments

1 Necessary and unnecessary items are mixed together in the office area. (Piles of paper work) 1 2 3 4 5

2Necessary and unnecessary items are separated, excess files, unused ref Matl, Boxes of files, Broken items are still present.

3 All unnecessary items have been removed from the office area, files and drawers are organized.

4Documented method has been established to maintain work area free of unnecessary items. Use

of Red Book.5 Employees continually seeking improvement opportunities.

Level Set in Order A place for everything and everything in its place Level of Excellence Comments1 Office area shows no sign of organization. Items are randomly located. 1 2 3 4 52 Designated location established for all items as required.3 Designated locations are marked to make organization more visible, in basket, WIP, Task board

(color coding, outlining, labeling, numbering, etc).

4Documented method has been established to recognize with visual sweep if items are out of place or exceed quantity limits. Use of Red Book.

5Vehicle developed to provide continual evaluation and process in place to implement improvements.

Level Shine An effective, organized, professional environment Level of Excellence Comments1 No Visuals in place. Office and computers are dirty and disorganized. 1 2 3 4 52 Some Visuals in place. Office and personal work surfaces cleaned on a reg. scheduled basis.3 Visual controls in place as required. Office area cleaned daily.

4Visual controls practiced continually. Housekeeping tasks are practiced continually. Use of Red

Book.5 Excellent visual controls. Office has professional appearance.

Level Standardize Develop standards and stick to them Level of Excellence Comments1 No attempt is being made to document or improve current processes. 1 2 3 4 52 Methods are being improved but changes haven't been documented.3 Information on process improvements and reliable methods are shared with employees.

4Changes are being incorporated and documented.(Past 5S sheets, Value Stream Implementation Plans, Process Improvement Sheets. OpEx Metrics are being tracked and demonstrate area improvement). Use of the RED BOOK

5 Employees are continually seeking elimination of waste with all changes documented and information shared with all.

Level Sustain 5S is a way of life Level of Excellence Comments1 Minimal attention is spent on adhering to the 5 S’s. 1 2 3 4 52 A recognizable effort has been made to adhere to the 5 S’s.3 Adherence to 5 S policy and procedures.4 Documented methods have been put into place to ensure Self-discipline. Use of the Red Book.5 General appearance of a confident understanding of and adherence to the 5S culture.

AREA FOCAL'S NAME:___________________________________ TOTAL 5S LEVEL: _________

Sustain Levels of Achievement

Level Sustain 5S is a way of life1

2

3

4

5

Documented methods (Red Book) have been put into place to ensure adherence to 5S.Employees continually seek improvement opportunities.

Minimal attention is spent on 5S.

5S is a scheduled event.

5S practices are evaluated on a regular basis.

ImplementationIn Your Company

5S your workplace Select company approach Train Provide support Establish audit program Walk the floor

Company Approach Alternatives

Company-wide program

• + High visibility

• + Quick progress

• Can become its own goal

• Can get focused on housekeeping Value stream by value stream

• + Integrated into the conversion to lean

• + Tied to providing value and eliminating waste

• Some are doing it, some aren’t

Support Role Of Management

Provide Resources• Tools, Materials• Training• Time

Promote Ongoing Efforts• Encourage Creative Involvement By Everyone

Acknowledge And Support Efforts• Tangible And Intangible Rewards

Set An Example

SupportRole of the Individual

Learn 5S Participate In 5S Implementation Help To Educate Coworkers Show Enthusiasm Take The Initiative Bring Ideas To Promote Or Implement 5S Ask For Support Or Resources

Audit Example 1

Audit Example 2

Audit Example 3

Audit Example 4

Audit Example 5

Implementation In Your Workplace

Identify your customers Determine the value you deliver Eliminate waste

• Sort• Set In Order• Shine• Standardize• Sustain

ImplementationWhat Should Be the Goal?

A person should be able to walk into your area and within 5 minutes (without the need for a presentation) be able to determine• The customers and suppliers• The process flow• The deliverables• The resources being used• The value being measured• The current status

How Do I Deal With…?

The person who doesn’t mind working in a cluttered environment or in a disorganized layout. “I can find anything instantly!”• Can they really find anything?• Is there really never any wasted time?• Do they understand that the information is a company resource

and needs to be available to everyone? The person who is not motivated

• Do they understand how this makes their job easier?• Do they understand they have multiple customers and one of them

(the stockholders) expect the least waste way

SummaryWhy Do 5S?

Increased Customer Satisfaction A clean, organised environment gives customers confidence

Improved On Time Performance Reduced Cost Improved Morale Improved Safety Improved Quality

SortRed Tag Program

Red tag all unnecessary items Create a temporary red tag holding area Move red tagged items to the holding area for one week Dispose of remaining red tagged items Continue red tagging regularly.

SortCriteria

Three Main Factors Usefulness

• Required• Helpful• In the way

Frequency of Use• Daily• Weekly• Monthly• Rarely

Cost• Resources Required to Replace• Resources Required to Store

SortMaking Decisions

Each person determines what is necessary for his/her own work area.

The group decides what is necessary for group areas.

Necessary UnnecessaryUsed for daily work Unsafe

Used periodically Defective

Used by someone in group Obsolete (outdated)

Required by law or regulation Unused

Extra (duplicate)

SortOpportunities in the Office Area

Books Business Forms Cabinets Catalogs – Correspondence Documentation – References Equipment Magazines

Paper Prints Processes Programs Samples Shelves – Tables Supplies Trash

SortOpportunities in the Factory

Raw Material In Process Items Completed Items Tools Machines Space

Set In OrderSimplify

Put everything in its place• Frequency of use• Economy of Motion

Use visual aids• Shadow boards• Standard work• Labels (return addresses)• Clearly marked places for items that are movable• Colors, shapes

Keep it that way

Set In Order Value of Space

Work Area

Distance

The value of space drops in direct proportion to the

distance from the work place.

Only store what you immediately need

within the work place.

Set In Order Economy of Motion

D e f i n e M e a s u r e A n a l y z e I m p r o v e C o n t r o l

111 ftDetour

Material Supply

Tools

Set In Order Economy of Motion

Set In OrderPut Everything in Its Place

Labeled as to what is in the cabinet

Locations Marked

Return Address Labeled

Set In OrderPut Everything in Its Place

No Private Tool Boxes

A place for everything

andeverythingin its place.

Set In OrderShadow Boards

Set In OrderCommon Area Reference Materials

List of Contents

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Safety C aution

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17 18 19 20

Quality C heck

TAKT T IM E: 106 M inutes CYCLE T IM E: 793 M inutes

20-January-2000

Gas Check Final Assembly Cell

Set In OrderStandard Work

Set In OrderMarked Spaces

Set In OrderColors & Shapes

Set in OrderKeep It That Way

Look for:• Unrealistic conditions or expectations.• Program errors, broken or malfunctioning

equipment or fixtures.• Missing information and out of location

files, references, material, supplies etc.

Identify potential problems with a regular physical and visual sweep.

?

ShinePhysical Process

Determine shine targets and assignments• Product, equipment, space (work area)

Prepare for the shining process• Specify supplies and equipment• Store cleaning tools where they are:

• Easy to find• Easy to return

Establish a cleanliness standard• The cleanliness acceptance criteria must be understood• 5 minutes of shine time should be adequate for most areas

ShineVisual Process

Identify customer and suppliers Identify value as defined by the customer Define primary measurements of value Determine trigger points Define Response

• Who• What

StandardizeDefine the Work Environment

Define the current process Define the “better way” for each task to be performed Make it visual

StandardizeCommunicate

Every territory should have a communication board• 5S Vision• 5S Targets• Area Layout• Team• Before & after photos • Current status• Red Tag status• Improvement Ideas• Results

5 S Information Board

StandardizeCommunicate

5S Audit Form - OfficeLevel Sort Identify & eliminate what is not needed Level of Excellence Comments

1 1 2 3 4 52345

LevelSet in Order A place for everything

and everything in its place Level of Excellence Comments1 1 2 3 4 523

45

Level Shine An effective, organized environment Level of Excellence Comments1 1 2 3 4 523

45

Level Standardize Develop standards and stick to them Level of Excellence Comments1 1 2 3 4 5234

5

Level Sustain 5S is a way of life Level of Excellence Comments1 1 2 3 4 52345


Necessary and unnecessary items are mixed together in the work area (mixed piles of paper work)Necessary and unnecessary items are separated (boxes of files, unused reference material)All unnecessary items have been removed from the work area (no broken items)Documented method to maintain work area free of unnecessary items.Waste is immediately visible and triggers a planned response with root cause analysis and corrective action.

Office area shows no sign of organization. Items are randomly located.Designated location established for all items as needed.Designated locations are marked to make organization more visible (In Basket, Task Board, color, outlines, labels, numbers, etc).Documented method of visual sweep to identify items out of place or exceeding quantity limits.Defined process to evaluate and improve movement and motion.

No visuals are in place. Office and computers are dirty and disorganized.Visual display of data. Office and personal work surfaces are cleaned on a regularly scheduled basis.Visual controls are in place. Work surfaces are cleaned daily. Customers/suppliers are identified and value defined.Real time metrics and visual management are in place.Abnormal is immediately visible and triggers a planned response with root cause analysis and corrective action.

No attempt is being made to document or improve current processes.Current process is known, but not documented.Current state is documented as Standard Work performed the same by all employees.Future state is documented. Implementation plan is actively worked. Area metrics are linked to OpEx metrics.Improvements are based on data and tracked for actual results.

Employees continually seek improvement opportunities.

Minimal attention is spent on 5S.5S is a scheduled event.5S practices are evaluated on a regular basis.Documented methods (Red Book) have been put into place to ensure adherence to 5S.

5S – Group Chart

Team Member Name Sort LevelSet in order

Level Shine LevelStandardize

level Sustain Level

Overall Rating by Team Member

Overall Team Rating

5S Audit Form - SampleLevel Sort Identify & eliminate what is not needed Level of Excellence Comments

1 1 2 3 4 52345

LevelSet in Order A place for everything

and everything in its place Level of Excellence Comments1 1 2 3 4 523

45

Level Shine An effective, organized environment Level of Excellence Comments1 1 2 3 4 523

45

Level Standardize Develop standards and stick to them Level of Excellence Comments1 1 2 3 4 5234

5

Level Sustain 5S is a way of life Level of Excellence Comments1 1 2 3 4 52345


Necessary and unnecessary items are mixed together in the work area (mixed piles of paper work)Necessary and unnecessary items are separated (boxes of files, unused reference material)All unnecessary items have been removed from the work area (no broken items)Documented method to maintain work area free of unnecessary items.Waste is immediately visible and triggers a planned response with root cause analysis and corrective action.

Office area shows no sign of organization. Items are randomly located.Designated location established for all items as needed.Designated locations are marked to make organization more visible (In Basket, Task Board, color, outlines, labels, numbers, etc).Documented method of visual sweep to identify items out of place or exceeding quantity limits.Defined process to evaluate and improve movement and motion.

No visuals are in place. Office and computers are dirty and disorganized.Visual display of data. Office and personal work surfaces are cleaned on a regularly scheduled basis.Visual controls are in place. Work surfaces are cleaned daily. Customers/suppliers are identified and value defined.Real time metrics and visual management are in place.Abnormal is immediately visible and triggers a planned response with root cause analysis and corrective action.

No attempt is being made to document or improve current processes.Current process is known, but not documented.Current state is documented as Standard Work performed the same by all employees.Future state is documented. Implementation plan is actively worked. Area metrics are linked to OpEx metrics.Improvements are based on data and tracked for actual results.

Employees continually seek improvement opportunities.

Minimal attention is spent on 5S.5S is a scheduled event.5S practices are evaluated on a regular basis.Documented methods (Red Book) have been put into place to ensure adherence to 5S.

X

X

X

X

X

5SLevel 3 Office Guidelines

5S Office Guidelines

The following are recommendations toward achieving a Level 3 office.

Furniture & Equipment Sort out and remove unnecessary items from work surfaces. Minimize the number of

items. Clean surfaces (top and general): Keyboard, desk, file cabinet, bookshelf, etc Cables & Wiring: Tie-wrap / stow neatly All files, paperwork, etc. should be properly stowed at the end of each day, leaving all

surfaces clear, clean and neat

Desk (Drawers & Contents) Sort out and remove unnecessary items. Retain what is needed. Label each drawer with general description (supplies, open PO’s, forms, personal, etc.) At least one (1) drawer should identify supplies (pens, paper, post-its) Public access drawers (those not labeled personal or private) should be generally clean

and organized

Files (Filing cabinets, standing files, desk drawers where applicable) Sort out and remove unnecessary items. Retain what is needed. Label outside drawer(s). Drawers with personal contents should be identified. Locked files / keys: Area manager should be provided spare key / access in the event

of an emergency Desktop file racks: Label. Should provide easy visual review of contents.

Cleaning Supplies Each person should have a general cleaner and wipes, easy to access and use daily

as needed

Walls / Doors Sort out and remove unnecessary items. Retain what is needed. Utilize business appropriate items (personal items included)

Bookshelves Sort out and remove unnecessary items. Retain what is needed. Label binders / materials with subject or title Attach owner’s business card or name as a “return address” on critical items Use magazine file holder or device to consolidate floppy / random materials Group items by logical categories (supplier catalogs, training, general reference, etc.) Position most frequently used items closest to your “strike zone” Label shelf with grouping identification Use dots, tape, or other device to provide visual cue if something is missing Create and maintain bookshelf directory (listing items by shelf and sequence). Keep

electronic bookshelf list for easy updates.

5SLevel 4 Red Book

Level 4 5S Red Notebook

Tips for the Red Notebook – Desk Top Procedure

The intent of the Red Notebook is to provide a documented method to adhere to the 5S Culture. Required to achieve an honest level 4.

Standard for 5S documentation: Red Vinyl Binder, size as required

Located within reach of your work station or central to your factory area Be easily seen when entering your office or work area

Each office should have a 5S Red Notebook, every factory cell or department

This book should be maintained as if you where to train someone for your job or take over a portion of your responsibilities. This person could use the Red Notebook and find enough information to do the required tasks. This is not solely about housekeeping and keeping your area “looking good.” It is about defining what you do and how you do it.

This book provides four benefits: A documented way to define your tasks are and how they are performed.

(This will cause you to think about what you do and the value of those tasks.) A quick reference for anyone on how you perform a task.

In case you are gone and they need to perform the task.) A “hand-off” document for cross training or training a new person. It’s a path to achieve an honest level 4 in a 5S Culture.

Things that should be included as a minimum but not limited to: Table of Contents Your company’s 5S Policy Actions to adhere to the Spirit of 5S Culture

(How you or your cell will adhere to the 5S Culture and any agreed upon team items) My duties and responsibilities as a (Job Title or Product Line)

**List of tasks and how to accomplish them. Short statements of additional duties or responsibilities Time lines for reports / meetings

Reference lists of books, videos and binders Past 5S Audit Sheets Process Maps (if needed)

**Dividers for each section Sub-Dividers within each section (if needed)

** Descriptions of each necessary task should be short and brief. Mention where to locate materials/information (from people, files, etc.) important phone numbers or contacts, what is to be done with the materials when finished (who gets what, e-mail who, and so on). List where to find necessary information that might be in another binder. Again as if you where to train someone to do that task or job. Even Notes from when you first learned some of your tasks.

Lean Manufacturing 5S and the Visual Workplace. Objectives Understand how to implement a Visual...

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