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This material was produced under grant number SH-22316-SH-1 from the Occupational Safety and Health Administration, U.S. Department of Labor. It does not necessarily reflect the views or policies of the U.S. Department
of Labor, nor does mention of trade names, commercial products, or organizations imply endorsement by the U.S. Government.
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