Agenda. n What is it? n What s it for? n How does it work? n When do you use it? n What s an example?

Lean Training 5S Agenda n  n  n  n  n  What is it? What’s it for? How does it work? When do you use it? What’s an example? What is it? n  ...
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Lean Training 5S

Agenda n  n  n  n  n 

What is it? What’s it for? How does it work? When do you use it? What’s an example?

What is it? n 



5S is a workplace organization technique It is a way to involve associates in the ownership of their workspace It helps create and maintain the efficiency and effectiveness of a work area

5S is a common starting point for Lean activities in a company

What’s it for? n 

It is a way to create: n  n  n  n  n  n 

Cleaner work areas More organization Safer working conditions Less wasted time Efficient work processes and practices More available space

How does it work? n 


5S is most effective when applied in a systematic way The following video illustrates the 5S methodology

5S Video

The Five S’s n  n 

n  n 


Sorting – separating the needed from the not-needed Simplifying – a place for everything and everything in its place, clean and ready to use Systematic Cleaning or Sweeping – cleaning for inspection Standardizing – developing common methods for consistency Sustaining – holding the gains and improving

The First S - Sorting Separating the Needed from the NotNeeded n  Eliminate not-needed items and perform an initial cleaning n  n  n  n  n 

Establish criteria/handling of items Identify not-needed items Move not-needed items to holding area Conduct a white-elephant sale Conduct an initial cleaning

The Second S - Simplifying A place for everything and everything in its place, clean and ready to use n  Arrange workplace for safety and efficiency n  n  n  n  n 

Identify key equipment and supplies Determine location for each item Outline locations and zones Develop shadow boards, label items Document layout, equipment, supplies

The Third S – Systematic Cleaning


Cleaning for Inspection Perform daily cleaning and inspection to understand work conditions n  n  n  n  n 

Identify points to check for performance Determine acceptable performance Determine visual indicators/controls Mark equipment/controls Conduct daily cleaning/inspections

The Fourth S - Standardizing


Developing Common Methods for Consistency Make abnormal conditions noticeable and document agreements Document agreements and checks n  Establish/document standard methods across similar work areas n  Document new standard methods n 

The Fifth S - Sustaining Holding the Gains and Improving n  Maintain the gains from other 5S activities and improve Determine 5S Level of Achievement n  Perform routine checks n  Analyze results of routine checks n  Measure progress and plan for continuous improvement n 

Getting Started n  n 


Planning – launches your 5S activity Evaluating – tells you what you need to do Preparing – gets you ready for implementation

Planning n  n  n  n  n  n 

Assemble a 5S Lead team Define the work area 5S boundaries Assign work group members to their 5S areas Install a 5S communication board Determine 5S targets, activities, and schedule Review/finalize plans with work group and site leadership

5S Boundaries

Area 1 Monica & Chandler

Area 2 Joey & Phoebe

Area 3 Rachel & Ross

Area 4 Jerry & Kramer

Five S Communication Board Five S Team Members

Five S Boundaries

Five S Routine Checklist

Five S Implementation Plan

Levels of Achievement


Current Situation


Five S Implementation Plan

Five S Routine Checklist After Five S

Evaluating Your Initial Situation n  n  n 

Prepare to take work area photos Take work area photos Evaluate current 5S Level of Achievement

5S Workplace Organization Levels of Achievement Level 5: Continuously Improve Level 4: Focus on Reliability Level 3: Make it Visual Level 2: Focus on Basics Level 1: Just Beginning

N eeded  items  are  routinely   reworked /  rep laced  as   needed  t o  improve  w ork  area   performance

N eeded  items  c an  b e   retrieved  w ithin  3 0  s econds   and  req uire  a  minimum   number  o f  s tep s

P roblem  s ources  are   documented  w ith  s olutions   defined  and  implemented

M ethods  f or  hous ekeeping ,   labeling ,  ins pections ,  and   work  p lace  d es ig n  are   continually  improved  and   s hared  externally  as   applicable N eeded  items  are  routinely   N eeded  items  have  b een   D aily  ins pection  o ccurs  t o   A g reements  f or  labeling ,   as s es s ed  ag ains t  b us ines s   minimiz ed  in  number/  s iz e  and   as s es s  area  readines s ,   hous ekeeping ,  ins pections ,   needs  t o  as s ure  f unctionality   are  p roperly  arrang ed  f or   potential  p roblems  are   and  w ork  p lace  d es ig n  are   and  f it retrieval  and  us e identified  and  f ixed cons is tently  f ollowed  and   demons trate  area   performance  improvement A  lis t  o f  needed  items  f or  t he   N eeded  items  have  d ed icated   V is ual  c ontrols  f or   W ork  area  ag reements  f or   work  area  has  b een   locations  and  are  p roperly   eq uipment,  f iles  and  s upplies   needed  item  labeling  and   documented labeled  w ith  req uired   have  b een  es tablis hed  f or  t he   vis ual  c ontrols  are  p os ted   quantities work  area and  f ollowed  b y  w ork  t eam

R oot  c aus es  have  b een   eliminated  and  improvement   actions  f ocus  o n  d eveloping   preventive  methods

S ources  and  f req uency  o f   problems  are  d ocumented  as   part  o f  routine  w ork,  root   caus es  are  identified ,  and   corrective  action  p lans  are   developed W ork  t eam  is  routinely   checking  area  t o  maintain  5S   ag reements  and  p os ting   res ults

N eeded  and  not  needed   items  have  b een  s orted  and   not  needed  have  b een   removed  f rom  w ork  area

N eeded  items  have  b een   s afely  s tored  and  o rg aniz ed   according  t o  f req uency  o f   us e

K ey  w ork  area  items  t o  b e   checked  are  indentified  and   documented

W ork  area  ag reements  are   5S  level  has  b een  d etermined   identified  and  d ocumented   and  p os ted  o n  t he   for  needed  item  o rg aniz ation   communication  b oard and  w ork  area  c ontrols

N eeded  and  not  needed   items  are  mixed  t hroug hout   the  w ork  area

Items  are  p laced  randomly   throug hout  t he  w ork  p lace

K ey  w ork  area  items  t o  b e   checked  d uring  a  s weep  are   not  identified

N o  w ork  area  ag reements   exis t





T here  is  no  meas urement  o f   5S  p erformance


rev.  0 4 -­‐0 6 -­‐0 1

Preparing for Implementation n 


n  n  n  n  n 

Obtain existing standards for color-coding and signage Decide on 5S color-coding and signage standards Prepare for Sorting Prepare for Simplifying Prepare for Systematic Cleaning Prepare for Standardizing Prepare for Sustaining

Summary: Implementing Five S’s n  n  n 

n  n  n  n 

Share 5S Overview Choose work area implementation group Determine implementation targets, activities, and schedules Document current situation Apply 5S’s Document improvements Determine new improvement goals and action steps

Issues and Concerns n  n  n  n  n  n  n 

Communicating across shifts Disposing of, or moving, personal items Making time available Following agreements consistently Maintaining the gains Giving rewards and recognition Integrating 5S with other improvement activities

What’s an example?

What’s an example?

What’s an example? Before


What’s an example?

What’s an example?


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