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Quick Wins5S and 8 Wastes

PRESENTED BY THE UNIVERSITY OF TEXAS-SCHOOL OF PUBLIC HEALTH

By the end of this module participants should be able to:

• Identify the value of a quick win

• Identify the principles of 5S

• Select the appropriate strategies to apply the 5S approach in the hospital unit environment.

• Describe the 8 types of wastes

• Analyze the 8 wastes in the hospital unit environment.

Learning Objectives

Define

Measure

Analyze

Improve

Control

3&4PHASETools:• FMEA• Quick Wins 5S & The 8 Wastes

The DMAIC Process with Tools

DAY 2

Value of a Quick Win

It is easy to achieveGives a project a jumpstart to help build momentumOffers a team a rallying pointBuilds confidence of team members

What is 5S?

Purpose: To create and maintain an organized, clean, safe and high performing workplace.

Enables anyone to distinguish between normal and abnormal conditions at a glance

A systematic way to improve workplace and processes through frontline staff involvement

Example of 5S

After:Before:

ORT

TRAIGHTEN (Set in Order)

CRUB

TANDARDIZE

The Principles of 5 S

USTAIN

SSSS

S

MAY 1996JUNE 1996

JULY 1996

5 S Steps

traighten (Set in Order)

SortS

crubS tandardize S ustain S

An Orderly Environment

An orderly environment consists of three things:1. Evaluation of the usefulness of all things located within

the physical space, and elimination of all that is not useful2. Organization of the useful items so they are always within

reach and easily found when needed3. A workplace that is clean and neat at all times

Benefits of an orderly environment– Elimination of wasted space– Improved productivity– Enhanced morale

The First S:

Organization improves work flow; this will have a huge impact on Productivity and Quality

Organization also helps improve communication; it communicates visually

Determine what is needed and remove the rest.

ORTS

Red Tag Method

1. Establish rules for distinguishing between what is and is not needed

2. Identify needed and unneeded items and attach Red Tags to all potentially unneeded items. Write specific reason for Red Tagging and sign and date each tag

3. Remove Red Tag items and temporarily store them in an identified holding area

4. Sort through Red Tag items; dispose of those which are truly superfluous. Other items can be eliminated at an agreed upon interval when it is clear that they have no use. Ensure that all

stakeholders agree5. Determine ways to improve

the workplace so that unnecessary items do not accumulate

6. Continue to Red Tag regularly

CELL / AREA RED TAG TAG NUMBER

CATEGORY 1. Raw Material 2. WIP 3. Finish Materials 4. Tools

5. Supplies 6. Equipment 7. Furniture 8. Office Materials

9. Books/Magazines 10. Other:

TAG DATE

TAGGED BY

ITEM NAME QUANTITY REASON TAGGED DISPOSITION REQUIRED

1. Discard 2. In Cells Storage 3. Long Term Storage

4. Reduce Inventory 5. Sell / Transfer 6. Other:

ACTION TAKEN

DATE

CELL / AREA

RED TAG LOCATOR TAG NUMBER

LOCATION

DESCRIPTION

REASON TAGGED

The Second S:

Make a place for everything and label items for easy recovery.

TRAIGHTEN (Set in Order)S

DefinitionKeeping areas clean on a continual basis

WhyA clean workplace is indicative of a quality product and processDust and dirt cause product contamination and potential health hazardsHelps to identify abnormal conditions

The Third S: CRUBS

Standardize and make the orderly condition routine This photo is a 5S checklist, which spells out the tasks needed to

maintain the area Without standardization, conditions will go back to their prior state

The Fourth S: TANDARDIZES

CATEGORY CRITERIASort Distinguish between what is needed and not needed 1 2 3 4 Scale / # Problems

Procedures are established to identify unnecessary items High - 5 or moreUnneeded equip., storage, furniture, etc. exist 3-4Unneeded items on walls / bulletin boards, etc. exist 2Aisles, stairways, corners etc. are free of items 1Unneeded inventory, supplies, parts, or materials exist (drawers / cabinets / work surfaces / storage areas) Low - None

Set in Order A place for everything and everything in its place 1 2 3 4 SHEET SUMMARYAll items have a specific location Average Scores 1 2 3 4Shared drawers, cabinets, work surfaces, and storage areas are clearly labeled and well organized Sort 0.0 0.0 0.0 0.0Personal drawers, cabinets, desktops, and storage areas are clearly marked and/or well organized Set in Order 0.0 0.0 0.0 0.0All items are placed in the proper location Shine 0.0 0.0 0.0 0.0Aisleways, workstations, equipment locations are identified Standardize 0.0 0.0 0.0 0.0

Sustain 0.0 0.0 0.0 0.0Shine Routine discipline maintaining a clean and organized workplace 1 2 3 4 Total Average Score 0.0 0.0 0.0 0.0

Equipment, computers, work surfaces, and storage areas are cleanGarbage and recyclables are collected and disposed correctlyE-mails and paper are filed dailyShared areas are cleaned and maintained regularly Average Scores Q1 Q2 Q3 Q4

Sort 0 0 0 0Standardize Preventing the area from having abnormal operating conditions 1 2 3 4 Set in Order 0 0 0 0

Specific cleaning and organizing tasks have been developed and assigned for the work area Shine 0 0 0 0Staff is trained and fully understands 5S procedures Standardized 0 0 0 05S standards are clearly displayed Sustain 0 0 0 0Visual management tools identify if work is complete

Sustain Stick to the rules (self-discipline) 1 2 3 4Everyone is involved in the improvement activitiesStandardized cleaning and work procedures are followed5S documentation and instructions are current5S audits occur regularly

Standardize the Rules to Make 5S a Habit

SCORING SYSTEM

3

Sustaining plans are developed to ensure

accountability

Use Labels, Lines, Signs & Colors to identify Normal vs.

Abnormal Conditions

4

Rating / Score0

2

AUDIT PERIOD

Sort Through & Discard Unused Items

Cleaning is a Method of Inspection, Look for Hidden Defects

1

Area Audited:

Auditor:

- Sample Form -

DefinitionTo maintain our discipline, we need to practice and repeat until it becomes away of life

WhyTo build 5-S’s into our every day process

Things to Remember Develop schedules, check lists Good habits are hard to break Commitment and discipline

toward housekeeping is essential in taking the first step in being world class

The Fifth S: USTAINS

The Fifth S: USTAINSScoring Key

4 = Very good (0 problems or not applicable)

3 = Good (1-2 problems) Department: Todays2 = OK (3-4 problems) PICU Score:

1 = Poor (5-6 problems) Scored By: Theressa Garza/PICU Team Previous

0 = Very poor (above 7 problems) Date: 1/28/2010 Score:

No Check Item Description Score (check box)

0 1 2 3 4

1 Paperwork Does the area have any unneeded paperwork? X 4

2 Tools or other equipmentAre there unused or broken tools or other equipment? X 4

3 Utensils, pens etc Are there unused utensils, pens etc? X 4

4 Command mediaIs there unnecessary command media or other paperwork? X 4

5 Unneeded items It is obvious which items have been red tagged? X 0

6 Location/item indicatorsAre shelves and other storage areas marked with labels or other indicators? X 1

7 Filing cabinets/paperwork areasAre filing cabinets and paperwork areas organized and labeled? X 4

8 Quantity indicatorsAre the maximum and minimum allowable quantities indicated? X 0

9 Walkways and office areasAre the walkways and the general office areas in good condition? X 4

10 Paperwork arrangement / handlingAre paperwork transactions arranged for easy pickup and return? X 4

11 Waste on floors and work surfaces Are floors and worksurfaces kept clean? X 0

12 Equipment inspection/maintenance Is equipment cleaned while being checked? X 4

13 Wires/cablesAre wires and cables tie wrapped or otherwise secured? X 4

14 Cleaning as inspectionIs cleaning used to inspect for the first 2 S's as well as for sources of contamination? X 4

15 Controlling contaminationInstead of just cleaning up, have ways been found to avoid making messes. X 4

16 Standards Are all standards known and visible? X 1

17 Roles postedHave roles & responsibilities been assigned and posted to maintain the first three S’s? X 1

18 Check lists Is there a check list where appropriate? X 4

19 Information Is all necessary information posted? X 1

20 Work environment Is ventilation and lighting adequate for the work? X 4

21 Red tag procedure Are red tag procedures followed? 2 2

22 CleanlinessAre cleaning activities habitual and done without being told? 4 4

23 Command MediaAre command media and other job aids up to date and effective? 4 4

24 Awareness of standardsIs there a system to remind people of the standards? 4 4

25 Following standards Do people follow established standards? 2 2

Overall Total 72

Sort

Set

in O

rder

Shine

Standardize

Sus

tain

Sec

tion

Tota

l

5 S

0

1

2

3

4Sort

Set in Order

ShineStandardize

Sustain

5S Audit Results

Target Average

The Fifth S: USTAINS

0

1

2

3

4Sort

Set in Order

ShineStandardize

Sustain

5S Audit ResultsAverage Score

Target Average

The Fifth S: USTAINS

THE 5S OBSERVATION SUMMARYSHIFT: AREA:Two noted 5S successes:

Score Results:

Current situation Score: Desired situation Score:Five priority areas needing attention:

1

2

3

4

5

5S target objective: /4

/4

The Fifth S: USTAINS

5S Levels Of Achievement

Sort Straighten StandardizeScrub Sustain

Needed and notneeded items aremixed throughoutthe area.

Items are randomlyplaced throughoutthe workplace.

Key area itemschecked are notidentified and areunmarked.

Work area methodsare not alwaysfollowed and arenot documented.

Work area checksare randomly doneand there is no5S measurement.

4Continuous

Improvement

3Focus OnReliability

2Make It Visual

1Focus On

Basics

0Just Beginning

Level

Necessary and un-necessary items areidentified; those notneeded are gone.

Needed items aresafely stored andorganized accordingto usage frequency.

Key area itemsare marked to checkand required level ofperformance noted.

Work group hasdocumented areaarrangement andcontrols.

Initial 5S levelis established andand is posted inthe area.

Initial cleaning isdone and messsources are knownand corrected.

Needed items areoutlined, dedicatedlocations are labeledin planned quantities.

Visual controls andindicators are setand marked forwork area.

Agreements onlabeling, quantities,and controls aredocumented.

Work group isroutinely checkingarea to maintain5S agreements.

Cleaning schedulesand responsibilitiesare documentedand followed.

Minimal neededitems arranged inmanner based onretrieval frequency.

Work area cleaning,inspection, andsupply restockingdone daily.

Proven methods forarea arrangementand practices areused in the area.

Sources, frequencyof problems arenoted w/ root causeand corrective action.

Cleanliness problemareas are identifiedand mess preventionactions are in place.

Needed items canbe retrieved in 30seconds withminimum steps.

Potential problemsare identified andcountermeasuresdocumented.

Proven methods forarea arrangementand practices areshared and used.

Root causes areeliminated andimprovement actionsinclude prevention.

Why is Value Stream Mapping important for assessing current state?

After:Before:

Doing more than you need to – within a process

It just doesn’t meet expectations

Excess movement-person/material – within a process

Shipping stuff to different locations

Things just don’t happen when they should

Keeping stuff on-hand when it isn’t required

Doing more than you need to – Output of a process

Extra Processing

Defects

Motion

Transportation

Waiting

Excess Inventory

Overproduction

Non-Utilized Human Intellect Not including the input of those people most directly involved in the process

The 8 Wastes

DOWNTI

ME

Wastes The simple explanation…

The 8 Wastes in Detail

1. DEFECTS Repair of a product or service to fulfill customer requirements

Scrap

Warranty

Customer returns

2. OVERPRODUCTION Producing more than needed (beyond customer demand)

Producing faster or sooner than needed

Visible as stored material

Result of producing to speculative demand (forecast)

The 8 Wastes in Detail

3. WAITING Idle time that results when dependent activities are not fully synchronized

Waiting for a machine to process or a machine waiting for an operator to load

4. NON-UTILIZED HUMAN INTELLECT Not listening to employees ideas who are involved first hand in the

actual work

Not incorporating front line workers in the process of newproduct design

Not acting on employee complaints about legitimate problemsand solutions

The 8 Wastes in Detail

5. TRANSPORTATION Any material movement or handling

Transportation does not add value and should be minimized or eliminated

6. INVENTORY Excessive in-process or finished goods inventory caused by large lot

production or processes with long Cycle Times

Inventory should exist for two reasons: Buffer required to maintain throughput in an

environment where variation is present

Satisfy customer demand

Reducing variation enables inventory reduction

The 8 Wastes in Detail

7. MOTION Any movement of people or machines which does not contribute added value

to the product or service

Programming delay times

Excessive walking distance between operations

Ergonomically inefficient motion

8. EXTRA PROCESSING Effort which adds no value to a product or service

Enhancements which are “invisible” to the customer

Work which could be combined with another process

Exercise # 1: The 8 Wastes

Summary Quick wins 5S is to create and maintain an organized,

clean, safe and high performing workplace. The Principles of 5 S :

Sort Straighten Scrub Standardize Sustain

The 8 Wastes in Detail: Defects Overproduction Waiting Non-Utilized Human Intellect Transportation Excess Inventory Motion Extra Processing

Thank You