Workplace Organization Standardization
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Transcript of Workplace Organization Standardization
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5S Workplace Organization andStandardization
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Overview of ModuleOverview of Module
Introduction to 5S
Workplace Scan
Sort
Set in Order
Shine
Standardize
Sustain
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Introduction - What is 5S?Introduction - What is 5S?
The 5S system is a systematic employee involved approach
with five universal principles that supports and sustains an
organized and standardized workplace.
It Promotes:
Safety
Productivity
Quality
Control
5S is employee involvement and buy in
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Employee Involvement ...
All you need is one
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IntroductionIntroduction
Spend time looking for a file?
Spend time looking for a tool?
Wonder which document is the latest version?
Spend time looking for a pen or pencil you were just using?
Wonder how others perform this process?
Fill in for peers and wonder how they did their work?
Do You Ever . . .
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Introduction Visual Business LevelsIntroduction Visual Business Levels
5S
Shared Information
Shared Standards
Build Standards in the Workplace
Warn about Abnormalities
Prevent
Abnormalities
Stop Abnormalities
Visual
Control
VisualDisplay
5S
5S Provides the Foundation to Build a Visual Work lace
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Introduction Benefits of 5SIntroduction Benefits of 5S
5S activities support high performance in the workplace
Safety an organized and clean work environment prevents accidents
Productivity an organized workplace reduces the amount of time in search fortools, material, direction and information. A clean workplace reduces unplanneddowntime because you can spot problem areas before breakdown.
Quality an organized and clean workplace gets contaminants out of products andreduces defects.
Image an organized and clean workplace is a good reflection of pride andownership.
Control an organized workplace is good control for quality and productivity
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Introduction List of 5SIntroduction List of 5S
1) Sort Keep only what is needed
2) Store Arrange and identify for ease of use
3) Shine Clean regularly to identify problems immediately
4) Standardize Deviation becomes automatically observed
5) Sustain Set discipline, plan, schedule, train way of life
5S is the groundwork for improvement
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IntroductionIntroduction
Sort
Standardize
Sustain Set in Order
Shine
5SCycle
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Workplace Scan
Getting Started
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Workplace ScanWorkplace Scan
Definition of Target Area
Area Map of Target Area and Flow Diagram
Before Photographs of Target Area
Workplace Scan Display
Basic Elements
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Container Changeover parts
Tools Spareparts
Kind of Things to Look for: MessConsequences: no overview, double work, loss of time, problems with colleagues and managers
Workplace ScanWorkplace Scan
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Kind of Things to look for: Machine stoppageConsequences: Delay of delivery, costs for repair, problems with part disposition, overtime
Workplace ScanWorkplace Scan
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Kind of Things to Look for: Auxilary Material
Consequences: Costs for supplies, costs for purchasing, additional costs for deposit
Workplace ScanWorkplace Scan
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Kind of Things to Look for: Line stoppage
Consequences: Delay of delivery, costs for repair, problems with part disposition, overtime
Workplace ScanWorkplace Scan
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shrinkage Waste
Rework maculature
Kind of Things to Look for: Shrinkage, Rework
Consequences: costs for material and lost labor, additional work, loss of capacity
Workplace ScanWorkplace Scan
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Handling of Material
Handling of tools
Defect Machine Parts
Too many Defects
Kind of Things to Look for: Production process not under control
Consequences: Bad quality, low efficiency, additional costs
Workplace ScanWorkplace Scan
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Kind of Things to Look for: Stocks too high
Consequences: Lack of space, too high assets, additional transportation costs, difficulties to keep overview
Workplace ScanWorkplace Scan
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Friction
Wear ??% Man ??% Soiling ??%
Abration
Heat
Pressure
Rupture
Misbehaviour
Lack of Knowledge
Lack of Training
No Motivation
Thoughtlessness
Dust
Chips
Bonding
Acids / Caustics
Paint / Oil / Grease
What Stops Machines?
Wear 25% Man 33% Soiling 42%
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Workplace ScanWorkplace Scan
Clearly Define the Boundaries of theTarget Area
Record Name of Area
Tape off the Target Area
Record Primary Purpose of the Area
Identify Stakeholders
List all the Functions of the TargetArea
Production Function Storage
Transport of Supplies
Inspection
Maintenance and Cleaning
Definition of Target AreaDefinition of Target Area
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Workplace ScanWorkplace Scan
The Area Map shows the present location of work stations, supplies, product, andpersonnel in the target area. The flow diagram or spaghetti diagram is drawn onthe area map to show the physical flow of activity in the area.
Area Map and Flow DiagramArea Map and Flow Diagram
1) Use flip chart, Markers, and Post-it notes
2) Outline shape of target area on flip chart
3) Use Post-It Notes to indicate larger items such as equipment & desks
4) Draw in smaller equipment and items or use smaller Post-It notes
5) Draw in lines and arrows of the people flow with a black marker
6) Draw in lines and arrows of materials delivery with a blue marker
7 Draw in lines and arrows of roduct flow with a reen marker
Directions
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Training and EducationTraining and EducationTarget: Every apprentice is fully trained in 5S
Teamwork
Problem solving story
Visual
Standards
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Sort
Keep only what is neededKeep only what is needed
S tSSort
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SortSort
Separate the immediate needed items from the un-needed
Purpose:
Clear workplace of items that are not used on a regular basis
in order to improve visibility and work flow
Method:
Use Tagging Tactic to visually identify unneeded items
and
include every employee that is a shareholder in the area
Standardize
Sustain Set in Order
Shine
5S
Cycle
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SortSortSteps for Tagging:
1. Determine the criteria for tagging
Recommend two levels of tagging (Green and Red)
9 A Red tag indicates that the item is to be moved to
the holding area to be evaluated
9 A Green tag is used when someone sees that an item
is Red Tagged and believes it should not be moved
9 If the item has a Green Tag, it is not to be moved
2. Prepare a Tag Holding area
3. Design Tags (Make tags as simple as possible
Can include: Name of Person Tagging, date, Item name, item category
Reason for tagging (Green tags should include name of persontagging for clarification of reason)
4. Set a date and time to Tag unneeded items
5. Tag unneeded items
6. Moved tagged items out of the target area into the holding area
7. Record all items tagged
M k d f t ith t
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Mark defects with tags
TPM
MehrErfolgmit
Nummer:
Mangel
3
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RED TAG Holding Area
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Set In Order
Ensure that every item within the workplace has its proper place
Set In OrderSet In OrderSort
Sustain Set in Order5S
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Set In OrderSet In Order
Purpose:
Method:
Decide and organize the workplace in a way that it is easy for anyone to find
and use items within the workplace.
Also, make it obvious when items are not in the correct location
Use the guiding principle: A place for everything and everything in its place
Decide where and how to kee thin s and ut them there
Standardize
Sustain Set in Order
Shine
5S
Cycle
S t I O d StS t I O d St
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Set In Order - StepsSet In Order - Steps
1. Analyze Current Situation
Analyze Part/Material Usage
9 Who uses, How many, How
often
Analyze Tool Usage
9 Place most used tools closest
to operator
Set In Order StepsSet In O de Steps
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Set In Order - StepsSet In Order - Steps
2. Organize and Improve all other items for ease of use
Storage Methods and Places
Determine a location and quantity for everything
needed
ResponsibilityResponsibility
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ResponsibilityResponsibility
Take on responsibility of something
Set In Order StepsSet In Order Steps
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Set In Order StepsSet In Order Steps
A Place for Everything and Everything in its Place
3. Decide where and how to keep things Make everything easy to find
Keep things off the floor
Every item should have an address and name
Set In Order - StepsSet In Order - Steps
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Set In Order - StepsSet In Order - Steps
4. Make it Obvious where things belong Use Visual Techniques
9 LINES
9 Labels
9 Signboards
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ShineShineSort
Sustain Set in Order5S
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ShineShine
Purpose:
Method:
Clean everything inside and out to spot problems early
and to keep workplace in top operating condition at all times
Schedule basic cleaning of workspace
A Clean workplace helps to identify abnormal conditions
Standardize Shine
5S
Cycle
How to ShineHow to Shine
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How to Shine . . .How to Shine . . .
Create Plans for cleaning and lubrication
Determine cleaning and lubricating methods
Perform initial cleaning of everything
Replace worn wires, hoses, and tubing
ShineShine
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ShineShine
Create plans for cleaning and lubrication
Use a color coded method for cleaning assignments
Identify how each area will be cleaned
Schedule and document cleaning schedule
ShineShine
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ShineShine
Determine cleaning and lubricating methods
Identify how each area will be cleaned
Examine equipment while cleaning and lubricating
What kind of cleaning supplies will be required
Are maintenance tags available
Is area maintenance log up to date
Are maintenance work order for tagged defects available
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Checklist of Machine Surroundings
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Control table
- Are the measuring tools at
their Place?
- Is the control table clean?
- Are the specifications actual?
Shrinkage / Rework
- Are the containers at the
right place?
- Are the containers marked?
Material preparation
- Is the correct quantity ofmaterial at the place?
- Are the containers and palets
in good condition ?
Disposal
- Are the bins correctly set?
- Are they emptied?
- Are the ashtrays emptied?- Chip- and waste container o.k?
- Emulsion container tidy?
Working area around the
machine clean?
- Are the marks on the floor
visible and o.k.?
- Is everything at its place?
- Is the floor tidy?
??Object: 03 Name: Automatic Lath
g
ShineShine
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ShineShine
Perform initial cleaning of everything
Examine equipment while cleaning and lubricating
Clean inside and out
Look at floors, walls, aisle ways, and shelves
ShineShine
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e
Replace worn wires, hoses, and tubing
Identify how each area will be cleaned
Examine equipment while cleaning and lubricating
Make small repairs such as replacement of hoses and tubing
Mark defects with a Red maintenance tag
Document all tagged defects in a maintenance log
Create maintenance work order for tagged defects
Keep a record of recognized defects and corrected defects
ShineShine
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Prevent Dirt and Improve Efficiency
Start with Basic Cleaning
Spot Soiling or Defect
Tag & Record Defect
Identified for Source of Improvement
Placed on Problem Solving Story Board
Standard Created
Soiling /Defect Resolved
Summary
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Goal:
Basic cleaning
of machine,Lubricating
according to plan,
Marking defects
Schedule: 1. Preparation
Advise: Only on a tidy machine will you recognize defects!
(e.g. leaks)
Advise: Only on a tidy machine will you recognize defects!
(e.g. leaks)
Cl t I t
2. Agreement
3. Action
4. Activities
after action
Summary
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Standardize
Workplace Maintained to a level that deviations are obvious
StandardizeStandardizeSort
Sustain Set in Order5S
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Purpose:
Method:
Develop systems in the Workplace at a level that deviations become obvious and
anyone can see problems when they occur.
Establish visual guidelines for the conditions of Sort, Set in Order, and Shine
Create Guidelines for maintaining the improved conditions in your workplace
Standardize Shine
Cycle
StandardizeStandardize
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How to Standardize
Establish Guidelines for Sort, Set in Order & Shine
Bring the Condition of the area to Level ofStandards Set
Make the Standards Visual
Maintain and monitor these 5s conditions
Example: Countermeasure
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Example: Countermeasure
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Chain cleaning device
Example: Countermeasure
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Improve feasibility of maintenance
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Improve feasibility of maintenanceImprove feasibility of maintenance
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Transparent Covers
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Establish Guidelines for Sort, Set in Order & ShineEstablish Guidelines for Sort, Set in Order & Shine
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Typical Sort Standards
9 Amount of Inventory
9 Tools that belong in the area
9 How often to remove scrap
9 When and how to perform tagging
Typical Set In Order Standards
9 Location of aisle ways, equipment, and tools
9 Proper storage of dangerous or fragile items
9Typical Shine Standards
9 When and how to perform cleaning and maintenance tasks
9 When protective clothing is required
Standardize Make the Standards VisualStandardize Make the Standards Visual
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9 Make Temporary line permanent by painting
9 Replace temporary lines and signboards with permanent ones
9 Use color coding to aid visual orderliness
Standardize Maintain & MonitorStandardize Maintain & Monitor
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Optimum 5S conditions are not likely to occur
unless every stakeholder knows exactly
what he or she is responsible for doing,
and knows when, where, and how.
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Sustain
Training and Communication Strategies forBuilding Self-discipline
SustainSustainSort
Sustain Set in Order 5S
Cycle
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Purpose:
Method:
Build a commitment to adhere to 5S standards
and
ensure that the 5S activities become a habit
Become aware and create a plan of the concepts, activities,
And techniques of 5S
Create a Plan to Sustain the 5S System gains
Standardize Shine
Sustain How to Sustain . . .Sustain How to Sustain . . .
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Create A Plan
Ensure Management support
Train Everyone on 5S standards and their purpose Create and maintain a 5S communication board
Make 5S activities part of daily work
Continue to Improve standards and visual methods
Continue to improve total employment involvement
Sustain Create a PlanSustain Create a Plan
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Identify Standards, Guidelines, and procedures that require adherence
Identify the people who are to adhere to these standards
Determine methods
9 5S concepts and skill training
9 5S communication Board
9 Before and After photos
9 One-Point Lessons
9 Study Groups
9 Information Signboards about standards
9 Daily 5-minute 5S activities
9 Weekly 5S activities
Sustain Communication BoardSustain Communication Board
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SustainSustain
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Make 5S activities part of daily work
5-minute 5S
Everyone takes 5 or 10 minutes to Sort, Set in Order, and Shine their own work area every day.
Weekly 5SOnce a week everyone in the area sets aside 30 minutes to perform 5S activities together
This is also a good time to implement 5S improvements
When everyone is involved, the 5S system will take root in a lasting way
Changeover and Maintenance Cart
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