5 S Presentation - New

7/31/2019 5 S Presentation - New

1/86

435_TP/1

5S forOrderliness Cleanliness and

Self Discipline


2/86

435_TP/2

Leads To: Self Discipline

Orderliness / cleanliness through 5 s


3/86

435_TP/3

S E I R I

S E I T O N

S E I S O

SEIKETSU

SHITSUKE

Sort-Organization

Set In Order-Orderliness

Shine-Cleanliness

Standardize

Sustain-Self Discipline

What Is 5 - S?


4/86

435_TP/4

1S 2S

3S

4S

5S

Introduction and overview


5/86

435_TP/5

5S is a philosophy, a way of life that one practices all thetime every day. It involves everyone in the organisation.

Purpose:

5S is considered as the Foundation of Improvement Activities and its purpose is to involve the workforce increating a safe, hygienic, satisfying and pleasant workenvironment.

5 S


6/86

435_TP/6

To reduce waste in the form of: Waste of material Waste of space Waste of equipment / facilities Waste of Human Energy Waste of motion Waste due to strain Waste due to excess inventory Waste due to defective products Waste due to unsafe work practices

5 S - Objectives


7/86

435_TP/7

The main benefits obtained by most organisations practising5S are:

High degree of involvement of large number of employeesacross all levels.

Creating a culture for continuous improvement.

Developing clean, hygienic and safe workplace.

Reducing waste of all types.

5 S - Benefits


8/86

435_TP/8

Gives you an opportunity to provide creative input as to howyour workplace be organized & how your work should bedone.

Makes your workplace more pleasant to work in.

Removes obstacles & frustrations in your work.

Helps you know what you are expected to do, and whenand where you are expected to do it.

Makes it easier to communicate with everyone you workwith.

Benefits for you


9/86

435_TP/9

What is so great about sort & set in order?

Why clean when it just gets dirty again?

We already implemented sort & set in order?

We did 5S years ago?

We are too busy for 5S activities?

Why do we need to implement 5S?

Common resistance to 5S implementation


10/86

435_TP/10

Definition

Sort corresponds to the just- in- time (JIT) principle of what is

needed, only in the amounts needed and only when it is

needed . In other words, sort means that you remove all items

from the workplace that are not needed for current production

operations.

1S - Sort


11/86

435_TP/11

Sort does not mean you remove only those items you aresure you will never need, nor does it mean that you simply

rearrange the items into neat, orderly manner. While sorting

you leave only the bare essentials: When in doubt throw it out.

This principle is the key part of the sort in context of 5S.

Key to 1S


12/86

435_TP/12

Sort done effectively creates a work environment in whichspace, energy, time, and other resources can be managed

and used more effectively. Problems and annoyances in the

workflow are reduced, communication between workers is

improved & product quality is improved

Why Sort is Important?


13/86

435_TP/13

Factory becomes increasingly crowded and hard to workin.

Lockers, shelves and cabinets for storage of unneededitems puts walls between employees, getting in the wayof communication.

Time is wasted in searching parts and tools. Unneeded inventory and machines are costly to maintain.

Excess stock-on-hand hides other types of problems inproduction.

Unneeded items & equipment makes it harder to improvethe process flow.

Problems if sort is not implemented


14/86

435_TP/14

Red TaggingIt literally means putting red tags on items which needs to beevaluated, and on items of other abnormality. Item with redtag needs to be questioned, as follows,

Is this item needed ? If needed, is it needed in this quantity. If it is needed, does it belong to this place. If abnormality of any kind how to fix it and make it

functional and safe.

How to implement Sort


15/86

435_TP/15

Launch the red-tag project.

Identify the red-tag targets.

Set red-tag criteria.

Make red-tags.

Attach red-tags.

Evaluate red-tagged items & take countermeasures.

Document the results of red-tagging.

Steps In Red Tagging


16/86

435_TP/16

Organize a team.

Organize supplies.

Organize the time & schedule to perform red-tagging.

Setting aside red-tagged items storage area.

Planning for disposal of red-tagged items.

Launching the Red-tag project


17/86

435_TP/17

Identifying red tag targets means

a) Specific type of items to evaluate e.g Inventories,Equipment, Space.

b) Abnormalities; e.g. Broken items, leakages, Looseelectric connections loose parts, Obstacles etc.

c) Physical areas where red-tagging will be done.

Identify Red-Tag Targets


18/86

435_TP/18

Floors, walkways, operation areas, walls,

shelves, warehouses.

Red tagtargets

Types ofitems

Physical

areas

Equipment

Inventory

Raw materials, procured parts,

processing parts, in-processinventory, assembly parts, semi-finished, finished products.

Machines, equipment, jigs, tools,cutting bits, gauges, dies, carts,conveyance tools, worktables,cabinets, desks, chairs, supplies.

Identify Red-Tag Targets


19/86

435_TP/19

Most difficult thing about red-tagging is to define what isneeded and what is not. This issue is best managed byestablishing clear-cut criteria for what is needed in a particular area and what is not. e.g.

- Items needed for specified schedule to be kept in

location.- The usefulness of the item to perform the work at hand

- Frequency with which the item is needed

- Quantity of the item needed to perform the work. Excess,

infrequently needed, not needed for work at hand can bedisposed or moved away from work area.

Red -Tag Criteria


20/86

435_TP/20

Each company has specific needs for documenting and

reporting the movement, use, and value of materials,

equipments, tools, inventories and products. The companies

red-tags should be designed to support this purpose.

Make Red-Tags


21/86

435_TP/21

Tag No. 1. Raw Material2. In process stock

3. Semi finished items4. Final product

5. Machine and other equipments6. Dies / Jigs/ Tools

7. Cores8. Others

Name of the item

Item ID No. Dept./ Section

Quantity Units Value

Reasons for Red Tagging Unnecessary item

Wrong location

Safety hazard

Obsolete

Others

Tag: Date: Done By:

Disposition Date: By:

RED TAG


22/86

435_TP/22

Best way of red-tagging is to do the whole target areaquickly if possible in a day or two days.

At this stage one should tag all items you question,without evaluating what to do with them.

Attach The Red-Tags


23/86

435_TP/23

Options include

- Keep the items where it is.

- Move the item to a new location in the work area.

- Store the item away from the work area

- Hold the item in red-tag hold area

- Dispose of the item.

Evaluate the Red-Tagged Items


24/86

435_TP/24

Throw it away.

Sell it.

Return it to the vendor.

Lend it out.

Distribute to other parts of the company.

Any other

Disposal Methods Include


25/86

435_TP/25

To meet the specific needs of the company.

Documenting results is an important activity in red-tagging process. It helps the company to measure theimprovement and savings achieved as a result of red-tagging effort.

Document the results of Red-Tagging


26/86

435_TP/26

General Shake - Down Every office and work shop are shaken down byevery employee involvement at the same time.

Identification

If required for use

If required for use

Not required

Every Hour Every DayEvery Week

Place in office, on workBench or by machine.

Once a monthOnce in three monthsOnce in a year

Place near workshopPlace in store roomPlace in store room

Junk Waste Repairable

No need Repair

Discard Provide system to avoid accumulation of waste & junk and timely repair of repairable.

Method


27/86

435_TP/27

The Main Elements of Fixed-pointPhotography


28/86

435_TP/28

Things that areout of datehave expiredand are nolonger needed

IF YOU CAN DO 5-S, YOU CAN DO ANYTHING

MagazinesPaperCataloguesBooks

DrawersLockersOffices

Lounges

Disposal Notice

Owner & ReplyPlease throw

ExpiredGoods

5-S : Housekeeping (Sort Examples)


29/86

435_TP/29

Can save floor space for multi-purpose.

Eliminate excessive tools, cabinets, shelves, lockers etc.

Discard out-dated items.

Discard old models of spare parts.

Save components searching time.

Eliminate excessive inventory.

Save excessive storing and transporting time.

Eliminate any wastefulness.

Benefits of Sorting


30/86

435_TP/30

Definition

Set in order means that you arrange needed items so that theyare easy to use and label them so that any one can find themand put them away. The key is any one

2S Set in Order


31/86

435_TP/31

Setting in order is important because it eliminates many kindsof waste in production or clerical activities.

These include

- Searching waste.

- Waste due to difficulty in using.

- Waste due to difficulty in returning them.

Why Set in Order


32/86

435_TP/32

Motion Waste

Searching Waste

The Waste Of Human Energy

The Waste of excess inventory

The Waste of defective locations

The waste of unsafe conditions

Examples of types ofWaste Avoided by Set in Order


33/86

435_TP/33

A visual control is a communication device that tells us at aglance in work environment:

- Where an item belongs to?

- How many items belong there?

- How work should be done ?

- The status of work in the process etc.

Concept of Visual Controls

Contd


34/86

435_TP/34

While implementing set-in-order things should be organized/

standardized in such a way that all standards are identified by

visual controls. When this happens, there is only one defined

way to put each item, and we can tell right away whether a

particular operation is proceeding normally or abnormally.

Concept of Visual Controls (contd)


35/86

435_TP/35

Step one:- To decide best location for needed items e.g. tools, jigs,

parts, equipment and machinery.- To prepare a 5S map to evaluate current locations, and

deciding best locations.

Step two:- How to identify these best identified locations?

How to Implement Set in Order


36/86

435_TP/36

Locate items in workplace in their frequency of use.

Store items together if they are used together and storethem in sequence they are used.

Make storage places larger than the items stored so thatthey are easy to remove and put back.

Eliminate variety and standardise parts, tools, jigs toserve multiple functions.

Store tools according to function or product.

Use principles of motion economy to eliminate waste.

Principle of Appropriate Locations


37/86

435_TP/37

The Signboard Strategy:

- Location indicators, which shows where item goes.

- Item indicators, which shows what item goes there.

- Amount indicators, which indicates how many items gothere.

Identifying Locations

Contd


38/86

435_TP/38

Signboards are often used to identify:

- Names of work areas.

- Inventory locations.

- Equipment storage locations.

- Machine layouts.

- Standard procedures.

Identifying Locations (Contd)


39/86

435_TP/39

2. Identifying locations

2a . Signboard Strategy

Steps for Setting in Order

Contd


40/86

435_TP/40

Contd

Steps for Setting in Order (Contd)


41/86

435_TP/41

To mark work areas and walkways.

To show which parts, tools, jigs and dies are to be usedfor which purpose.

Different oil containers, oil dispensers, and lubricationlocations on machines could be marked in same colour.

Painting Strategy

S f S i i O d


42/86

435_TP/42

2b. Painting Strategy

2c . Colour Coding Strategy

Contd

Steps for Setting in Order

O li i S


43/86

435_TP/43

Outlining is a good way to show which jigs. Tools, instruments

are stored where. Outlining simply means just drawing outlines

of jigs etc at their proper storage positions. When you want to

return a tool the outlining provides an additional indication of

where it belongs.

Outlining Strategy

S f S i i O d (C d )


44/86

435_TP/44

2d. Outlining Strategy

Contd

Steps for Setting in Order (Contd)

3S Shi


45/86

435_TP/45

Definition

It is the component that emphasizes the removal of dirt, grimeand dust from the workplace. As such, Shine means that wekeep everything swept and clean.

3S Shine

Wh Shi i I t t?


46/86

435_TP/46

Turns the workplace into a clean, bright place where

everyone will enjoy working. Keeps everything in top condition so that when someone

needs to use something, it is ready to be used.

Companys should move away from tradition of year end or

spring cleaning, instead, cleaning should become a deeplyingrained part of daily work habits, to ensure tools,equipment, and work areas will be ready for use all thetime.

It relieves stress and strain.

Why Shine is Important?

Examples of problems avoided by shine


47/86

435_TP/47

Windows are so dirty that very little sunlight filters through.

This leads to poor morale and inefficient work.

Defects are less obvious in dark, messy factories.

Puddles of oil and water cause slipping and injuries.

Machines do not receive sufficient check-up maintenanceand tend to break down frequently. This leads to latedeliveries.


Contd



48/86

435_TP/48

Machines that do not receive sufficient maintenance tend

to operate incorrectly at times, which can be hazardous.

Cutting shavings can get mixed into production andassembly processes and result in defects.

Cutting shavings can blow into peoples eyes and createinjuries.

Filthy work environments can lower morale.


How to implement shine


49/86

435_TP/49

Daily cleanliness achieved through shine activities should be

taught as a set of steps and rules that employees learn tomaintain with discipline. The steps includes are

Step 1 Determine Shine Targets

Step 2 Determine Shine Assignments

Step 3 Determine Shine Methods.

Step 4 Prepare Tools

Step 5 Start to Shine

How to implement shine

Step 1: Determine Shine Targets


50/86

435_TP/50

Shine targets are grouped in three categories: warehouse items,equipment and space.

Warehouse items include raw materials, procured subcontractedparts, parts made in- house, assembly components, semi-finished and finished products.

Equipment includes machines, welding tools, cutting tools,conveyance tools, general tools, measuring instruments, dies,wheels, and casters, worktables, cabinets, desks, chairs andspare equipment.

Space refers to floors, work areas, walkways, pillars, ceilings,windows, shelves, closets rooms and lights.

Step 1: Determine Shine Targets

Step 2: Determine Shine Assignments


51/86

435_TP/51

Step 2: Determine Shine AssignmentsWorkplace cleanliness is the responsibility of everyone who

works there. First, we divide the factory into Shine areas.Then we assign specific areas to individuals. Two tools we canuse to do this are:

A 5S Assignment map One way to communicate Shine

assignments is to mark them on a 5S map. This 5Sassignment Map shows all of the Shine areas and who isresponsible for cleaning them.

A 5S Schedule This schedule shows in detail who isresponsible for cleaning which areas on which days andtimes of the day. The 5S schedule should be posted in thework area.

Step 3: Determine Shine Methods


52/86

435_TP/52

Step 3: Determine Shine MethodsShine activities should become a natural part of the workday.

Determining shine methods includes:

Choosing targets and tools - Define what will be cleaned ineach area and what supplies and equipment will be used.

Performing the Five Minute Shine Cleaning should bepracticed daily and should not require a lot of time. For example, a lot can be accomplished in five minutes of focused cleaning activity.

Creating standards for Shine procedures People need toknow what procedures to follow in order to use their timeefficiently.

Step 4: Prepare Tools


53/86

435_TP/53

Step 4: Prepare ToolsHere we apply Set in Order to our cleaning tools storing them in

places where they are easy to find, use and return.

Step 5: Start to Shine


54/86

435_TP/54

Step 5: Start to ShineSome suggestions about implementing Shine Procedures:

Be sure to sweep dirt from floor cracks, wall corners andaround pillars.

Wipe off dust and dirt from walls, windows and doors.

Be thorough about cleaning dirt, scraps, oil, dust, rust,cutting shavings, sand, paint, and other foreign matter fromall surfaces.

Use cleansing agents when sweeping is not enough toremove dirt.

Cleaning means inspection


55/86

435_TP/55

Cleaning means inspectionWhen we clean, it is inevitable that we also do some inspection

of machinery, equipment & work conditions.

Need for Systematic Cleaning / Inspection


56/86

435_TP/56

y g p

It is natural to do a certain amount of inspection while

implementing shine activities. Once daily cleaning and periodicmajor cleanups become a habit, we can start incorporatingsystematic inspection procedures into our Shine procedures.This turns cleaning into cleaning / inspection .

Even when equipment in the workplace appears to functionnormally, it may be developing many problems. It is importantto take advantage of operator sensitivity towards equipment.

Need for Systematic Cleaning / Inspection


57/86

435_TP/57

y g p

The following types of equipment problem frequently exist infactories:

1. Oil leaks from the equipment onto the floor.2. Machines are so dirty that operators avoid touching them.3. Gauge displays and other indicators are too dirty to be read.4. Nuts and bolts are either loose or missing.5. Motors overheat.6. Sparks flare from power cords.7. V-Belts are loose or broken.8. Some machines make strange noises.

Daily cleaning / inspection can help locate and correct theseproblems.

Steps in Cleaning/ Inspection


58/86

435_TP/58

Steps in Cleaning/ InspectionThe steps in cleaning / inspection parallel the steps in the

Shine procedures, but place greater emphasis on themaintenance of machines and equipments. These cleaning /inspection steps are listed below.

Step 1 Determine Cleaning / Inspection Targets

Step 2 Assign cleanliness / inspection jobs.

Step 3 Determine Clean / Inspection Methods.

Step 4 Implement Cleaning / Inspection.

Step 5 Correct Equipment Problems.


59/86

Step-2


60/86

435_TP/60

pAssign Cleanliness/Inspection Jobs

In principle the people who carry out cleaning/inspection on aparticular machine should be the same people who operate themachine.

Once cleanliness/inspection job assignments are determined,they should be written up,

- On a large sign board for the workshop or

- On small signs attached to each target machine

Step-3


61/86

435_TP/61

Determine clean/inspection method

First list all of the inspection check items and create acleaning/inspection check list.

Cleaning/inspection Check list


62/86

435_TP/62

g p

Sample Cleaning, Checking and


63/86

435_TP/63

Lubrication Standard

Step-4


64/86

435_TP/64

Implement Cleaning/Inspection

When implementing cleaning / Inspection the key is to use all your senses to detect abnormalities. Some tips to diagnose abnormalities

- Look closely for how the machine works and watch for slightdefects, e.g oil leaks, wear, missing items, color changes,

etc.

- Listen closely for changes in the sounds the machine makeswhile operating

- Use your nose to detect burning smells or other unusual odors.

- Touch the machine at safe locations during operation to detectdeviation from normal conditions eg. strange vibrations,wobbling, looseness, excessive heat etc.

Step-5


65/86

435_TP/65

Correct Equipment Problems

All equipment abnormalities or slight defects should be fixed or improved. There are two strategies,

5-S : Housekeeping (Shine Examples)


66/86

435_TP/66

4S : Standardise


67/86

435_TP/67

Definition

This is the condition we support when we maintain the firstthree pillars.

ConceptTo continuously implement Sorting, setting in order andshining actions and to consistently sustain them under controlled conditions. In other words, when satisfactory sorting,setting in order and shining are implemented, it is called wellStandardised .

Method


68/86

435_TP/68

Awareness on importance ofhealthy constitution & sound

mentality

Personal cleanliness and hygiene

Canteen

Sustain excellent sanitaryconditions at employees common

facility

Lockerroom

Washingroom

Restroom

Smokingarea

Vendingmachine

Steps for Standardisation


69/86

435_TP/69

Assign 3S Responsibilities- 3S Maps - 5S Schedules - 5S Job Cycle Charts

Contd.



70/86

435_TP/70

2. Integrate 3 Sduties into Regular work duties

Visual 5 S - It helps in - Anyone should be able todistinguish between abnormal and normal conditions at aglance.

Contd.



71/86

435_TP/71

Five Minute 5 S

Contd.



72/86

435_TP/72

3. Check for 3 S maintenance level (Audits) - Standardisation level checklist for each S of 3 S.- 5S Checklists (for Factory)

Contd.



73/86

435_TP/73

Contd.



74/86

435_TP/74

Prevention for

Sorting - Preventive Sort Procedures.

Setting in order - Set in order procedures.

Shining - Shine procedure.


75/86

435_TP/75


76/86

435_TP/76

5S : Sustain (Self Discipline)


77/86

435_TP/77

DefinitionMake a habit of maintaining established procedures.

ConceptTo have employees habituated for correctly followingprocedures specified as morales.

Method


78/86

435_TP/78

Establish standard operating

procedures

Make SOPs user friendly byusing visual media

Disseminate to every relatedemployee

If found not followed asspecified, correct them

Show to them how to do Let them how to do Repeat until full

understanding is there.

Steps for Sustaining


79/86

435_TP/79

Awareness - of the Importance of 5S.

Time - allocation for 5S in work schedule. Structure - for how and when 5S activities will be

implemented.

Support - from management for acknowledgement.

* for leadership.

* for resources.

Rewards and Recognition.

Satisfaction and excitement.Contd.

Steps for Sustaining (contd)


80/86

435_TP/80

Clear cut understanding of

- Role of Individuals- Role of Management

Tools & Techniques

5S Slogans 5S Posters 5S Photo exhibition 5S News letter

(Before and after)

5S Maps 5S Pocket Manuals

5S Departmental Tours 5S Months.

The Fifth S : Sustain - Discipline


81/86

435_TP/81

Discipline inmaintaining 5-Sby making it ahabit

Truck Loading


82/86

435_TP/82

Easy to Understand Communication


83/86

435_TP/83

1 D i th lk d th l t i d

5 S - Process


84/86

435_TP/84

1. During the walk around the plant everyone is encouragedto find abnormalities, (any abnormal situation that iscontributing to waste of any type stated above). Peopleare trained to do so. And this is required to be done byeveryone including the manager, the supervisor and theoperator whenever they walk around the plant.

2. On finding an abnormality people are required to fill a redtag stating the type of abnormality and the place it wasnoticed. It is a method of recording so that it gets noticedand does not get overlooked.

Contd.

3 Th R d T g t b tt h d t th l h

5 S Process (contd)


85/86

435_TP/85

3. The Red Tags are to be attached to the place whereabnormality is found. If that is not possible than these arekept at the table of the concerned supervisor.

4. The supervisor, the worker or the manager passingthrough the shop notices Red Tags and is required to takecountermeasure to correct the situation and remove thered tag as soon as possible.

5. If the abnormality cannot be resolved immediately than anaction plan is required to be developed stating when and

by whom this would be resolved.Contd.

6 Record of abnormalities found and resolved is maintained

5 S Process (contd)


86/86

435_TP/86

6. Record of abnormalities found and resolved is maintainedon a graph and is displayed prominently on the shop floor for everyone to know the status.

7. Once a week a special effort is made to look for abnormalities in a structured manner and review theperformance.

8. Monthly audits with the use of checklist are done to ensurethis system is working effectively. This is also used as ameans of competition and recognition for outstanding

performance.

Date post:	05-Apr-2018
Category:	Documents
Upload:	kalyanjammula
View:	217 times
Download:	0 times

5 S Presentation - New

Documents