5 s Presentation

7/29/2019 5 s Presentation

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5S Techniques(Lean Manufacturing )


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Lean Manufacturing

System & philosophy focused oneliminating all waste in manufacturingprocesses.

- Eliminating of waste in every area of production includingcustomer relations, product design, supplier networks and factorymanagement

- Incorporating less human effort, less inventory, less time todevelop products, and less space

- Becoming highly responsive to customer demand while producingtop quality products in the most efficient and economical manner possible


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Central Principle of Lean

Friction


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How do we define Friction in this context?

Friction is anyfrustrating, chronicannoyance, or a chronicinefficiency.

Can we think of any?

Can you imagine aworkday without theseobstacles?


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Additional Principles of Lean:

Zero waiting time never waiting for an approval, signature, materials,

equipment

Zero Inventory

why would we want zero inventory? Scheduling -- internal customer pull instead of push

next person/step is ready and waiting for the handoff

Batch to Flow -- cut batch sizes

Line Balancing

Cut process times


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Is speed of delivery the only benefit?

No. Reduction of all different types of waste lowerscost improves quality, and emphasizes adding valueto the customer.

Waste is so important- 7 types are identified:Over- Production cant be sold Correction - re-workWaiting operator is idle between operationsInventory excess ties up cash!Motion awkward operator motions undue stressConveyance unnecessarily moving a partProcessing unclear customer requirements can cause unnecessaryprocesses


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Just in Time (JIT)

Producing and distributing goods inthe amount required at the timerequested

Produce to TAKT Time TAKT isgerman for pace/rhythm. The pace is determined bycalculating the number of parts required by thecustomer divided by the production time available.

- Pace, Rhythm (Qty. Time)


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Kaizen?

Depending on your translation Kai- change, continuous

Zen- improvement, good, for the better

It is Continuous Improvement maybetaking something apart and putting it back together BETTER than before.


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The Five Ss

Japanese "S"

Seiri (Organization)

Seiton (Tidiness)Seiso (Purity)Seiketso

(Cleanliness)Shitsuke (Discipline)

American "S"Sort

Set in OrderShineStandardize

Sustain


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The Goal

ReceiveCustomer Order

ReceivePayment

Maximize Value to Customer

Maximize Value to Shareholder

Eliminate Waste


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The Goal

The unavoidable reality of business:We will never be given more people and more time, to

make less, at greater cost. Business will continue tomove in the direction of make more, faster & cheaper,

with fewer people.Eliminating waste (by implementing 5S) is a meanstowards this end.


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The Pillars of 5S

Pillar 1: SortPillar 2: Set inorderPillar 3: ShinePillar 4:

StandardizePillar 5: Sustain


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Customer expectations continue to rise

To succeed as a business we must continue to change andimprove to meet and surpass our customers expectations.

Introduction to the Five Pillars of 5S

Customer needs are always changing

New technologiesNew products

Customer expectations continue to rise

New technologiesNew products

What are your expectations of the most recentcar you purchased?


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Introduction to the Five Pillars of 5S

The five pillars of 5S are a starting point for variousimprovement activities.

Neatness and Order Important to our personal lives Critical to our work lives Essential for smooth and efficient activities

5S is Simple but important A neat and clean factoryHigher productivityFewer defectsGreater morale


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SORT - The first pillar

Remove all items from theworkplace that are not neededfor current operations.

When it is neededIn the amount neededWhen it is neededIn the amount needed

When in doubt, throw it out!

A Packrats nightmare

What is needed


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SET IN ORDER - The second pillar

. . . . . . . .By Anyone.

Organize

Arrange needed items so thatthey are Easy to use Easy to find Easy to put away


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SHINE - The third pillar

Keep everything in goodcondition so it is always reliableand ready to be used.

Clean Sweep floors Wipe machinery and equipment Paint and repair Get it clean


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STANDARDIZE The fourth pillar

StandardizedCleanup

Establishing amethod to maintain

the first threepillars

Everyonesresponsibility

Prevents problems

StandardizedCleanup

Establishing amethod to maintain

the first threepillars

Everyonesresponsibility


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SUSTAIN The fifth pillar

Discipline

Making order andcleanliness a habit

Establish a culture of clean

SORT(Organization)

Clearly distinguishneeded items from

unneeded itemsand eliminate

the latter

Keep needed itemsin the correct

place to allow for easy & quick

retrieval

SET INORDER(Orderliness)

This is thecondition we

support whenwe maintain the

first three pillars

STANDARDIZE(Standardized

Cleanup)

workshopswept and

clean

Keep the

SHINE(Cleanliness)

SUSTAIN(Discipline)Make a habit

of maintainingestablishedprocedures


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Resistance to Implementing 5S

What are the reasons for resisting 5simplementation?

Whats so great about sort and set in order? It will take too much time.

Why clean when it just gets dirty again?

Are sort, set in order,and shine really going to boost productivity?

Why bother? We already implemented sort and set in order.

Were too busy for 5s.

We did 5s years ago.


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Benefits of Implementing 5S

What are somebenefits of implementing 5s?

Workers have anopportunity to providecreative ideas about howthe workplace should beorganized.

Higher jobsatisfaction.

Clear expectations.

Reduced delaysmean timelydelivery of product.

Reduced

changeover time =higher productivity.

Elimination of cost causingwaste.

Reduceddefects andhigher quality.

Safer

environment.

Maintained machineryand equipment meansreduced downtime.

Win customer confidence andtrust.

Growth.


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Implement SORT with a red tag campaign

Red-tagging is a method for identifyingpotentially unneeded items, evaluating their usefulness, and dealing with them appropriately.

Place red tags on items that need evaluation

Red-tagging is a method for identifyingpotentially unneeded items, evaluating their usefulness, and dealing with them appropriately.

Ask Is this item needed? If so, is it needed in this quantity? If it is needed, does it need to be

located here?

Evaluate and deal with the itemappropriately


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Steps for Implementing the second pillar SETIN ORDER

Decide the location of items that eliminates waste Principles of motion economy 5S map

Label locations Area, specific placement, and amount

Tools Signboards Paint paths and areas Color-coding Outlining

Decide the location of items that eliminate waste Principles of motion economy 5S map

Label locations Area, specific placement, and amount


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Once the best locations have been decided,you must identify locations so ANYONE willknow: What goes where

How many of each item go in each location

Label Locations

Once the best locations have been decided,you must identify locations so ANYONE willknow: What goes where

How many of each item go in each locationHow? Outlining Strategy

Signboard Strategy

Painting Strategy

After 5S Map

Color-coding Strategy


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Set In Order Outlining Strategy

Organize items so they are easy to use easy to find easy to put away


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Signboards

Signboards have:Locationindicators

Amountindicators

Item indicators


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Painting strategy

Painting identifieslocations on floors andwalkways.Place markers for work tablesPlace markers for operators

Cart storage locationsPallet storagelocations


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Implement SHINE with careful planning

1. Determine targetsWarehouse itemsEquipmentSpace

4. Prepare cleaning toolsStandardize storage

Checklists

2. Determine assignments

and schedule5S Assignment Map5S Schedule

3. Determine methodsTools and rules

2. Determine assignments

and schedule5S Assignment Map5S Schedule

5. Shine

6. Inspect

7. Report Findings

8. Correct Problems Via Approved Methods

5. Shine

6. Inspect

7. Report Findings


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Implementing Standardize

Decide who is responsible for whichactivities for maintaining 3S conditions

Integrate 3S maintenance into regularwork duties

Check to see how well 3S conditionsare being maintained

Establishing a method to maintain the first three pillarsEstablishing a method to maintain the first three pillars


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Implementing Standardize

Set up a schedule Use tools such as:

5S Maps5S Schedules5S Job Cycle Charts

Audit Inspect what you expect


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Implementing Sustain

Make cleanliness a habit

Create conditions which willsustain your efforts

Schedule time to maintain order

and cleanliness Committed support and recognition from management

5S Slogans 5S Posters

5S Maps 5S Newsletters 5S Tours 5S Audits 5S Storyboards


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Success with 5S!

What are the results of 5Simplementation?

Lets see some before and after.


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Before 5S


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After 5S


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Before 5S


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After 5S


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Before 5S


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After 5S


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What are other proven results?

Internal Audits:

Commitment from an audit:

Renovate the room with stainless steel sinks, cabinets,drains, hooks, and racks

Statements modified to retain confidentiality.


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What are other proven results?

Follow up audit results:The room has new stainless steel cabinets for storage of utensils,

supplies, pumps. The floor sink looks much better and there is astainless steel covering on wall above sink. It has hooks forneatly hanging mops and items for drying. The water hose is nowwound on a retractable hose wheel.

The successful deployment of the 5S program wasreadily apparent.

Statements modified to retain confidentiality.


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Its up to you.

Implementing 5S is halfthe battle.

The other half issustaining it.

Put the tools to work foryour workplace andteam.

SORT(Organization)

Clearly distinguishneeded items from

unneeded itemsand eliminate

the latter

Keep needed itemsin the correct

place to allow for easy & quick

retrieval

SET INORDER(Orderliness)

This is thecondition we

support whenwe maintain the

first three pillars

STANDARDIZE(Standardized

Cleanup)

workshopswept and

clean

Keep the

SHINE(Cleanliness)

SUSTAIN(Discipline)

Make a habitof

maintainingestablishedprocedures


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References

Original version of 5S Wyeth presentation developed by Lynn Stot, WyethPharmaceuticals.

Blanchard, Ken; John Carlos; and Alan Randolph. 1996. Empowerment Takes More Than a Minute. San Francisco. Berrett-Kohler Publishers.

Hirano, Hiroyuki and Melanie Rubin. 1996. 5S for Operators. Portland. ProductivityPress.

Hirano, Hiroyuki and Dr. J.T. Black. 1988. JIT Factory Revolution . Cambridge.Productivity Press.

www.productivityeurope.com

www.lean.org
http://www.productivityeurope.com/http://www.lean.org/http://www.lean.org/http://www.productivityeurope.com/

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