5s for Team Members v2.3

7/31/2019 5s for Team Members v2.3

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5SFor Team Members

V2.3 29/04/2012

5S For Team Members V2.3 Page 1 of 29


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5S In The WorkplaceSORT

REMOVE WASTE Removing and disposing of all unnecessary items. Use the 48-HOUR rule to decide what is necessary. (If we havent used it in the last 48 hours,

question - do we really need it?)

SET (IN ORDER)Create a master plan for each area. A place for everything and everything in itsplaceMAKE THE RIGHT WAY THE EASY WAY

SHINEGood housekeeping, keeping the area clean and organised so that abnormal

conditions are immediately apparent.MAKE IT VISUAL

STANNDARDISEInvolve everyone so that everyone understands. Develop procedures andschedules for SORTING SETTING IN ORDER and SHINEUSE STANDARDISED WORK

SUSTAINAchieve a culture change and ingrain that change throughout the organisation,maintaining the discipline outlined in the previous 4ss. Use a C.I ideas captureprocess to make refinements to area organisation and 5s practices.MAKE IT VISUAL

Implementing the 5Ss results in improved safety performanceincreased quality, increased productivity and reduced cost by

impacting many areas of the business.

Improvements include

REDUCED SET UP TIMES

REDUCED CYCLE TIME

INCREASED FLOOR SPACE

LESS SAFETY INCIDENTS and a LOWER ACCIDENT / INCIDENT RATE

LESS WASTED LABOUR

IMPROVED EQUIPMENT RELIABILITY



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Possible factors affecting current 5s efforts

Awareness of 5S principles

Awareness of 5S standards

A common 5S effort (everything, everybody, every time)

Standardised problem solving processes

Standard operating procedure

- - - - - - - - - SORT - - - - - - - - -

Define what is needed and necessary in the area

Define what is NOT needed in the area

Mark items for removal (RED TAG PROCESS)

Get agreement and take action

Defining what is needed is the first and most important step and needs to be a team effort.During this step the team needs to check everything in the area, removing unnecessaryitems and ensuring all needed items are available.

Check

EQUIPMENT, TOOLS, MATERIALS, SUPPLIES, PAPERWORK, CONSUMABLES

and PERSONAL ITEMS


TIME

PERFO

RMANCE GOOD

BETTER


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SORT CONT

Manufacturing ExamplesEQUIPMENT

Process equipment

Process instrumentation

Measurement equipment Transportation equipment (FLT, Conveyors, pallets etc.)

TOOLS

Hand / Power tools

Cleaning tools

Writing tools

MATERIALS

Raw materials

Work In Process (WIP)

SUPPLIES

Lubricant

Coolant

Rags, Brooms & Mops

Scrap & rework tickets

Adhesives

Cleaning supplies

Office ExamplesEQUIPMENT

Paper

Phone

Calculator

Chargers

TOOLS

Reference Materials

Communications

Manuals

MATERIALS

Orders

Correspondence Process forms

Customer request forms



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SORT CONT

Define what is not needed

Apply the 48-Hour rule (if it is not used in 48 hours, be honest Do you need it?)

Is it safe?

What about personal possessions?

Dont forget the office areas.

Personal possessions

Dont store personal possessions in the work area unless they are in a designatedlocker.

They could get damaged, contaminate the product, cause a safety hazard

Office areas look for:

Obsolete forms.

Outdated notices

Documents that are beyond their retention period.

Old magazines.

Broken computer parts.

A private stash of office supplies.

Unused mobile / equipment chargers

RED TAG

Ask

Is the item needed?

If it is needed, is it needed in this quantity?

Does it need to be located here?



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SORT CONT

Tag and remove

Complete and attach the red tag

Get approval and sign-off from all shifts

Move the item to the designated Red Tag Quarantine area

Log each red tag in a red tag book for tracking

Any removal of an item needs to be documented

Appropriately dispose of red tag items after an agreed period

Involve a neutral assessor to ensure an unbiased perspective when disagreements

occur

If a disagreement does occur, allocate the item Disposition Pending and agree atime period after which a disposal will occur.

Take Action - Once the item has been dispositioned

The goal is to take action and minimise drawn out debates.

Clear the work area, make it portable, dont forget shelve and cabinets, make tough

decisions, be honest.

CLEAR THE WORK AREA

STEP 1 - Identify a temporary 5s holding area.An accessible place where other people outside theteam can also see the items

STEP 2 - Confirm what is not needed in the work area, come to acommon decision.

STEP 3 - Move tagged items to the holding area. Becareful to operate within the boundaries offreedom on what the

team can and cannot do.

If an item is no longer needed, do not automatically throw the item away.

Consider - Selling itReturning it for creditGiving it away

Then consider - Throwing it out



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Make it portable - Wherever possible mount equipment on wheelsso it can be rolled in and out of the work area.



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SORT CONT

SORT SUMMARY

Define what is needed

Identify what is not needed (use the 48-Hour rule)

Red Tag and remove items that are not needed

Sorting and clearing applies to all work areas

Dont forget cabinets, cupboards, desks and shelves

- - - - - - - - - SET (IN ORDER) - - - - - - - - -

A 5s work area refers to the area that the work is performed in, oneoperators area of responsibility may include many 5s work areas.

Once it is decided what should be present in the work area and all the unwanted itemshave been identified, a specific location for every object is designated.

Workplace organisation and orderliness requires employees to:

Put things back in their proper place after useKeep a lookout for missing items from their rightful place.

A PLACE FOR EVERYTHING, AND EVERYTHING IN ITS PLACE

Restock the item as soon as it is empty do not wait until the next time it is needed.

IF THE SPACE IS EMPTY THE ITEM IS MISSING


Help Everyone Recognise

WHAT GOOD LOOKS LIKE

MISSING


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SET (IN ORDER) CONT

Considerations for Designing Locations

STORAGE OPTIONS

On The Floor

Heavy large materials, tools or equipmentMark the floor and use only for that item

Racks & Shelving

Label racks and shelvesUse First In First out policyAvoid having empty spaces on racks (a space for clutter)

Flow Racks

Use First In First out policy

Flow racks can serve as material handling aidsDesigned for cartons or pallets

Cabinets

Easy to organise by categoryCan store any shapeEnsure easy labellingLockable cabinets can be more efficient than a centralised controller for the facility.BEWARE (out of sight, out of mind!)


THE FLOORTHE FLOOR

SHELVINGSHELVING

FLOW RACKSFLOW RACKS

CABINETSCABINETS

PORTABLE EQUIPPORTABLE EQUIP

CARTSCARTS

CUSTOM STORAGECUSTOM STORAGE

SHADOW BOARDSSHADOW BOARDS

HANGING TOOLSHANGING TOOLS

STANDARD RACKSSTANDARD RACKS

CENTRAL CRIBSCENTRAL CRIBS


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SET (IN ORDER) CONT

Carts

Ideal for moving items into and out of the work area

Items can be organised for a specific task

Store only items which are necessary for the task on the cart

Assembly processes can organise different carts so each has all the fixtures,supplies, and parts needed to complete a particular product.

Have all the tools and equipment needed for product changeover

Storage Bins

Right sized bin for the job too small will overflow too large takes up space.

Colour coded (MAKE IT VISUAL) to allow visual checks for different tasks orproducts.

Portable Equipment

Can free up valuable working area when the equipment is not in use.

Mount the equipment on wheels and add locating devices where necessary.

Use quick release power or compressed air devices.

Designate an area for storing the portable devices when not in use

Custom Storage

Organise unusually shaped and sized items.

Employ a maintenance professional to design and build custom storage.

Centralised Cribs

Can add to bureaucracy and cost.

Keeping items, equipment and tooling where it is needed is a good alternative tocentralised cribs as is Satellite storage or vending machine type storage.

Shadow Boards

Can determine a missing tool at a glance

Easy to see where tool belongs



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SET (IN ORDER) CONT

HOW TO MAKE A SHADOW BOARD

Example of a Simple Shadow Board


1. Obtain picture of each tool required (Photographs, clip art,internet etc.)

2. Enlarge each image by 5% - 10%

3. Combine all images required into on page and size the pageaccording to your desired board size.

4. Print the page on a plotter to the size you require

5. Laminate page and mount on plywood

6. Place hooks or hangers for each tool


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SET (IN ORDER) CONT

Hanging Tools

Retractable reels above the work area

The tools are right at hand when needed

Tools are out of the way when not in use

Tool balancers should be used to aid ergonomic issues with large or heavy tools

Location Specific

Designated floor space

Safe placement, not in aisles or access ways

Locations for waste containers and paperwork

Designated Floor Space

Outlined with coloured tape or paint

Dont use masking tape except for temporary locations

Standardised colours

Not directly in front of fire extinguishers, emergency exits, electrical panels or

safety showers.

Out of travel paths and material handling aisles.

KANBAN

Triggers replenishment, pull inventory from storage or next production run.

Full boxes, peg-boards, totes with pre-determined quantities.

Add signage above Kanban areas specifying maximum and minimum quantities.

Mark Kanban spaces for raw materials, work in process (WIP), or finished product.

Safe Placement

Take into account weight and size

Easy access (especially for frequently used items)

Handles or grips to allow safe movement



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SET (IN ORDER) CONT

Aisles & Walkways

Never store items in aisles

Keep aisles clear for easy passage

Paint aisles and door access to indicate where NOT to store objects

If the aisle is used for egress make sure they are wide enough to meet local andnational regulations.

Waste Container Location

Space within the work area must be designated for Waste bins, Waste carts,Cardboard, plastics and recyclable materials,

Locations must be conveniently placed relative to the work area but must notinterfere with work.

Paperwork

Designate an area for paperwork required in the process.

Permanent paperwork such as Standard Work documents could be placed onlecterns or stands.

Transient paperwork can be stored in plastic sleeves on the relevant part of the

equipment if possible.

Data collection forms and metrics charts should also have designated locationssuch as stands or metrics boards.

Storage Points

DONT use worktables for storage!

DONT allocate too much space

DONT waste the workers time by placing items too far from the work area.

If worktables have tools or supplies needed, designate a separate storage locationfor them.

Attach assembly operation bins to the front of the worktable for easy access insteadof putting the assembly parts on the table.



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SET (IN ORDER) CONT

SET (IN ORDER) SUMMARY

Dont allocate too much space when designing locations

Open areas in any operation will tend to get filled up with things that do not

need to be there.

Dont waste workers time by placing tools, materials or supplies away fromthe work area (EXCESS MOTION).

MAKE IT VISUAL communicate information by using pictorial and colouredsigns and labels wherever possible (A picture says a thousand words)

Use colour coding and standardise signs and labels across the siteSTANDARDISED WORK.

Use KANBAN cards as labels where possible.

Paint and colour match equipment and tools Document the plan.



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- - - - - - - - - SHINE - - - - - - - - -

SHINE shows that an organisation pays attention to detailand it pays off.

A clean work area makes contamination control easier

Clean equipment performs more efficiently and has less unscheduleddowntime.

Safety and Productivity improve as the housekeeping improves.

Shine helps lead to TPM when equipment is cleaned it is alsoinspected.

It can be the start of a TPM initiative eventually resulting in the operativetaking responsibility for routine preventive maintenance.

With a 5s and TPM initiative there are less breakdowns and repairs thanbefore.

Make the work areaSHINE and implement preventative measures to keep it clean

Work as a team, plan out what is to be cleaned, what cleaning tools will be required, thecleaning schedule, and who has which cleaning responsibilities.

What Should Be Cleaned

The Whole Area and Under and Over

The whole area

Clean walls, ceilings, building columns, lighting fixtures, overhead pipes, shelves, racks,cabinets and tables.

Under and Over

Clean under equipment, on top of equipment and behind equipment.

Set up a KANBAN system for cleaning supplies. KANBAN means SIGNAL in thecontext of signifying consumption. An empty container, designated floor space, cardsystem, a storage rack, lights or an electronic / computer can all be used as a KANBAN

system.



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SHINE CONT

Cleaning tools

Vacuum cleaner

Mop & Bucket

Rags, dusters and wipes

Broom & Dustpan Cleaning supplies

Area specific items

Cleaning should be done whenever something gets dirty, however, this may not always bepractical. Clean up times and a rota should be implemented for common areas such asaisles, walkways, utility rooms, break rooms and recreation areas.

Continual Cleaning is a method (usually mechanical) of continuously cleaning a part ormachine while it is in operation.

Take preventative measures if something is getting too dirty, too quickly take action tocorrect the cause rather than cleaning up the result.

Cleaning & housekeeping duties and responsibilities.

Use a checklist showing who will do what and when, so that people can check offcompletion of their task.

Cleaning is just the initial part of SHINE. Workplace appearance includes Organisation(tackled in the first S SORT), and designated locations (tackled in the second S SET).

Other techniques also contribute to workplace appearance. Painting the workplace,adequate lighting, dealing effectively with clutter, dust / mist collection, minimizing spills,preventing Abused work-stations, and carpeting can all contribute greatly to workplaceappearance.

Painting

Ask maintenance or hire a professional painting contractor to paint equipment or theworkplace.

If the floor is to be painted, ensure that any holes are patched first, and pre-treat the

floor (peening). Consider whether the floor will require chemical resistance or besubject to traffic flow. Consider the colours that will be required (rememberdesignating traffic aisles and walkways). Never use standard paint on a floor, as itwill quickly peel away, use specialised tape to temporarily mark out areas beforepainting

Lighting

Ensure work areas are bright, if not consider increasing the natural lighting. Addmore lighting fixtures or consider replacing bulbs or adding reflectors.Whitewashing the ceiling can also increase the brightness of a work area.



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SHINE CONT

Eliminate Clutter

Bulletin boards are often overlooked but postings on these boards can build up andbecome a substantial source of workplace clutter. Hoses and wires should be

routed along the base of equipment and walls where possible. Plastic troughs areavailable in which to route cables or wires or a corrugated hose can also be slitopen and used to keep cables and hoses together. Prevent dirt and clutter beingbuilt up around any hoses or wires.

Dust / Mist Collection

Consider the use of a high efficiency vacuum cleaner before a professional systemis invested in. Dust and mist builds up under equipment because it can be difficultto get to. Equipment and machinery can have skirts fitted around the base to helpprevent dust building up underneath. This is best considered at the design stage

but the manufacturer may be able to make modifications to incorporate skirts afterinstallation if necessary.

Spills

Repair leaks immediatelyUse drip pans under any leaking machinery if repairs cannot be immediatelyundertaken BUT ONLY AS A TEMPORARY MEASURE.

Abused Workstation

If a workstation can no longer be made presentable replacing it should beconsidered, if it is within the boundaries of freedom for the 5s event. Remarkableproductivity increases can be realised by replacing non-functional work stations withsturdy well laid out work stations.

Carpeting

While carpeting is often difficult to keep presentable within the work place, regularcleaning and chemical guarding can extend the life of the carpet. Darker colouredcarpet or those with a mottled effect are recommended for areas that areimmediately accessed from the outdoors.

Take Preventative Measures

Continual housekeeping is really the only way of keeping the workplace appearancelooking good, but it can only go so far. Root cause analysis, error proofingsolutions, prevention by design and establishing standard work can all go muchfurther in ensuring an aesthetically pleasing working environment.



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SHINE CONT

R.C.A Root Cause Analysis

R.C.A problem solving tools which are commonly used for quality or productivity butthis method of problem solving can be applied to 5s equally as well. Once the rootcause of any house keeping problems is discovered, preventative measures can be

introduced to ensure the issue is resolved.

Start by cleaning the equipment and the work area well and try the White ClothTest. Get a white cloth, and then run it along a cleaned surface. Any residue thatis captured on the cloth should give a clue as to the source of any 5s SHINE issues.

The Root Cause may seem to be multiple Causes

Without identifying the ROOT CAUSE of a problem, you may work hard to solve itbut the likelihood is that you will only be solving the EFFECT of the problem (seeexample below). If you only solve the effect, then the problem will probably return.

If you can identify and solve the ROOT CAUSE you can solve the problem for thelast time.

Example Your car will not start because the battery is flat. Initially the batterybeing flat would seem to be the ROOT cause of your car failing to start. Howevercharging the battery will only temporarily solve the problem. Until you get to theroot cause of why the battery was flat, the problem has not been resolved and willreturn (lights left on, faulty alternator etc.)

Error Proofing

After the real root cause is discovered, identify a solution that prevents the problemfrom occurring in the first place. In our example with the car battery, we need tounderstand why the battery has become flat, once we have found the true ROOTCAUSE, and put in place measures to ensure it does not re-occur, we can onlythen say that we have resolved the problem.

In the context of 5s SHINE, we would use a system which would ensure that theequipment didnt get dirty in the first place.

FORCED CONTROL physically prevents the operation from getting dirty in thefirst place (preventing the source of the dirt or by constant cleaning while inoperation)

SHUTDOWN prevents the operation from getting dirty by sensing any problemsand stopping the process before dust or dirt can become a problem.

Prevention by Design

Installations designed with housekeeping in mind.

Prevention ideas which focus on seemingly unimportant issues, but which can lead

to significant appearance improvements in the long term.

(If flat surfaces are kept to a minimum, dirt and clutter have nowhere to build up).



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- - - - - - - - - STANDARDISATION - - - - - - - - -

Standardisation is, putting systems in place to ensure that everythingis done in the same way by everybody, every time.

Remember

EVERYTHING

EVERYBODY

EVERY TIME

A Methodology forSORTING

An Approach to SET

Key Elements ofSHINE

STANDARDISATION requires full involvement. Everyone within the organisationmust be involved in 5s with defined roles and responsibilities constantly applied.

TRAINING is necessary to ensure that everyone knows what the 5S phases andtechniques are and how to apply them.

STANDARDISED WORK is documentation of the way that the 5s techniques areapplied by everybody, everywhere, every time.

Use a CONTINUOUS IMPROVEMENT IDEAS process to help drive 5s so thatimprovement ideas come from those closest to the work. Empower the workforceto effect change in their own areas.

5s should not be delegated. Everyone at every level should be actively involved.

DO AS I DO, AND AS I SAY!

Roles & Responsibilities

Managers must commit to the initiative

Provide time for the workforce to develop and implement 5s changes.

Provide guidance and support for the 5s changes.



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STANDARDISATION CONT

Boundaries Of freedom

Everyone within the organisation should fully understand what can and cannot bechanged without further approval.

Boundaries apply during a 5s effort just as they do at all other times.

Training

Build a common 5s language to ensure that everyone understands what ishappening at every step of the 5s initiative.

Standardisation cannot be achieved without training and everyone should receiveadequate training in 5s techniques to ensure a common language throughout theorganisation.

Specific Work Practices Training

This is a must for everyone including managers. Training must be delivered with thefollowing key points in mind:

SORT What should / should no be kept in the work area?

SET Where are the designated locations?

SHINE Who will clean what, when and how?

Training should be reinforced with practise, especially for cleaning and preventativemeasures. Practice ensures that everyone knows how to carry out their role.

Standardised Work

Ensure everyone understands:

Placement of items, equipment, tooling, materials and supplies

Purchasing standard

Workplace appearance

Formal problem solving methodology to prevent reoccurring issues

Share best practice Productivity gains can be realised when workstationsare laid out in a similar fashion and employees feel at ease at anyworkstation and can rotate from task to task.



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Storing similar items

Similar items should be stored together providing they are used with the samefrequency, such as:

Small packaging items like tape, shrink-wrap, consumable labels etc.

Tools for equipment set up

Cleaning supplies

Tools that are used for equipment setup should, where possible be colour coded tothe equipment

Standardise Maintenance Supplies

Standardisation of the types and models and brands of equipment used as well asthe supplies purchased, saves money, improves repair records, reduces thenumber of items to store and eliminates potential confusion about what to use torepair equipment.

Visual Workplace Concepts

Information boards should be the same in every department. Specific areas of theboards are designed for work area metrics, quality issues, customer information andgeneral company information. A visit to these boards should provide you withinformation about how the work area is performing, see the issues regarding thatarea and surmise the quality and customer issues

Labelling

Label formats should be standardised so that information can be easily and quicklyfound. A label should ideally contain the following information.


REFIL POINT

PART IDENTIFIER

LOCATION CODE

MAXIMUM QUANTITY

SOURCE FOR REFILL

A PICTUREOF THE

ITEM


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Workplace Appearance

General workplace appearance should be standardised. Paint colours should bethose specified by the business and work areas within the facility. This facilitatesuniformity and proper identification.

Checklists Standards

A good check list will:-

Contain VISUAL standards

Determine what will be checked

Determine the frequency of those checks

Put the check items in sequence

Be logical and easy to use

Standard Problem Solving Process

Any problem encountered within a 5s effort should be attacked by everyone usingeffective problem solving methodologies and techniques. This are the same methods aswould be applied to a quality or production issue.

Cause and Effect Analysis (Ishikawa or Fishbone diagram)

Cause and effective analysis is a brainstorming type tool that is used to gather all thecontributing causes to a problem in one place so that we can start to work towards theROOT CAUSE.

Contributing causes are put into categories suitable for the problem. When used in agroup, one idea leads to another and you can start to have an indication of the ROOT

CAUSE area.


Training

Damaged rollMoisture causing rollexpansion

Paper roll (cheese)will not fit ontomachine

Roll too big

Using incorrect liftingequipment

Poor machine design


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Standard Problem Solving Process

5 WHYS, is a powerful tool used for problem solving.

The question WHY is asked over and over until the root cause is found.

Example:

Oil is leaking from a machineWHY?

Because the seal is damagedWHY?Because the cap has been over tightened

WHY?Because the torque applied is too high

WHY?Because the torque wrench is incorrectly set [ROOT CAUSE?]

By asking why over and over you can almost always come to the correct root cause,sometimes it takes less than 5 times and some times more, but by asking it 5 times youshould have a good idea of the true root cause.


WHY?

SYMPTOM 1

SYMPTOM 2

SYMPTOM 3

SYMPTOM 1

WHY?

WHY?

WHY?

WHY?

WHY?

WHY?

If Needed

PROBABLEROOT CAUSE


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C.I. (Continuous Improvement) Ideas Process

The C.I process is an updated version of the old SUGGESTION BOX.It is designed to engage the creativity of the entire work force.

Empowers the workforce to effect change in their own work area.

Ensures the correct support to fix work area problems.

Drives ROOT CAUSE problem solving of issues.

Tracks the Idea implementation status visually across all areas andshifts.

Drives timely action and accountability.

Provides feedback to the idea originators.

Standardisation Summary

Ensures everyone approaches the 5s effort in the same way

Boundaries of freedom should be applied to SORT, SET, SHINE activities anddecisions

Approaches to solving 5s problems and improving the 5s effort should bestandardised

Training and practice are needed to make sure everyone does things in thesame way for all SORT, SET, and SHINE activities

Standardisation sets the stage for the 5th S SUSTAIN



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- - - - - - - - - SUSTAIN - - - - - - - - -

Ingraining the Culture

Sustaining the 5s effort takes a lot of work. It takes involvement and commitmentby everybody to get the 5s effort going and then to prevent the organisation fromsliding back into the old habits and ways of doing things.

Management must provide structure and leadership. Without SUSTAIN the other4 Ss will quickly fall by the wayside.

The 5S culture must become part of daily routine.

Communication

Communication becomes the spotlight for a 5s initiative. Reinforce the messagethrough the Change Management process and emphasize the team members rolesand responsibilities. Provide recognition forA job well done

All of this can become the fuel that keeps the 5s effort dynamic.

Communication comprises the following actions.

Keeps everyone involved

Maintains an understanding of what & why

Ensures responsibility for assigned tasks

Reinforces the benefit that 5s brings to the organisation

Communication Techniques for promoting the 5s

Departmental Meetings

Safety Meetings

Informal Meetings

5s Success reviews

Process Improvement Dialogues

Regular Newsletter Articles

SUSTAIN requires keeping everyone involved and constantly reinforces what 5s is and

why it is important. Even after it seems that all 5 Ss are ingrained into the culture of theorganisation, focus must be maintained on the program and efforts are needed to maintainthe momentum.



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SUSTAIN CONT

SUSTAIN involves:

Reinforcing the message

Use different techniques and formats

Get the customers view of the improvements made during the5s effort

Repeating the message at every opportunity

Changing the message delivery method

Highlighting success

Ceaselessly communicating the What & Why

Clarify Roles & Responsibilities

It should be understood that everyone in the organisation has a role to play in the5s effort. For the leadership group it should be overseeing the effort throughout theorganisation. For management, ensuring that the 5s techniques are beingeffectively applied in all areas, for team members, keeping the work area clean andorganised.

Responsibilities should be clearly defined and communicated. Everyone in theorganisation has a part to play within 5s and corresponding responsibilities must beclear to every individual.

Lead by example. Managers must adhere to this. Having everything SORTED,SET and SHINED will improve productivity on the shop floor and in the office.

Demonstrate commitment. Managers must be committed to the 5s effort and thismust be demonstrated throughout the organisation.

This is done by

Keeping personalised areas at 5s implemented standards

Bend down and pick it up mentality is continually displayed by everyone

5S tasks become part of daily work routine

Time is given to 5s teams to set the initial standards.

Dont let it become Someone elses problem.



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SUSTAIN CONT

Allow time and resources

Allocating time and resources demonstrates real commitment. Establishboundaries of freedom on the time allotted for 5s tasks. Some organisationsset up a boundary of how much time team members can spend on projects

outside of their normal production activities. A common boundary is twohours per week for improvement activities such as 5s efforts.

Verbally committing to 5s is one thing, allowing team members time toimplement and complete 5s tasks is the real thing. Team members areallowed time to perform SORTSET and SHINE activities when needed.

Provide Recognition

Sustaining includes recognising work areas that are doing a good job in 5s.Providing FACE-TO-FACE recognition by upper management is on of the

best ways to thank team members for the work that they do and reinforce theimportance of the 5s effort.

Provide public thanks in organisation wide or departmental meetings

Postings (including pictures) with team members names on bulletinboards or websites

Personal thanks by top management, given out in the working area

Special events in honour of the 5s team(s) efforts

Prevent Back Sliding

Perform 5s audits on the areas to hold the gains

A Layered audit format is one where all levels of the business review the 5s activities ofall work areas using a pre-defined checklist.

Using the layered audit format:

Enables a visual representation of the entire organisationscommitment to 5S

Allows, ideas and best practice to be shared throughout theorganisation

Enables a global understanding of the audit criteria.



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SUSTAIN CONT

Use Team Work

In multiple shift areas when one shift must work with the next the 5s effort stands amuch greater chance of being sustained if it is seen as a work area team activityand not an individual one. Team, work needs to cross shift boundaries in a multi

shift operation. Without this it results to finger pointing when problems arise witheach shift blaming the other.

Rotate Assignments

It is important to rotate assignments between work area team members. One wayto get BUY IN for this is to have the team develop the rotation scheme. Some 5sactivities may not be a lot of fun, especially the routine housekeeping chores. Theassignments for this type of activity should be rotated so that it is fair to everyone.Multi shift operations should ensure that the 5s workload is spread across all shifts.

Solicit Improvement Ideas

One of the best ways to improve any effort is to keep asking for improvement ideasthrough a Continuous Improvement Suggestion Process. Practicality feasibility andcost effectiveness are the important factors that should be kept in mind whenconsidering improvement ideas. Address the following questions

What can I do better in designating locations and labelling them?

What is not needed in the work place that we thought was necessaryat the start of the 5s effort?

React To Problems

During the effort address any 5s problems immediately. If a new problem crops up,team members must act straight away to rectify the problem. Management shouldalso be involved with organisational problems. The focus should be on preventionto hold on to the gains achieved during the 5s effort. If the problem is one ofleadership commitment, ensure that this is also immediately addressed by themanagement.

Sustain Summary

Sustaining the 5s effort involves commitment

Management must provide structure and leadership

Without SUSTAIN the other 4 Ss will quickly fall by the wayside



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DATE

5S

Standards

LEVE

L1

Just Beginning

A mix of needed and not

needed items in the workarea

Items are stored randomly

in work area with nospecified locations

Poor housekeeping and

waste is not segregated

Standard operating

documents are non

existent, out of date or

irrelevant

No 5S audit schedule in

place, with no visualcontrols.

LEVEL2

Getting the Basics

All necessary items have

been identified,

unnecessary items are still

stored in the work place

All necessary items are

stored in a logical location

without visual controls

Housekeepingduties are

performed randomly at or

toward end of shift

Standard operating

documents are stored

within the work area but

remain unused and

unchecked

Initial 5S standards have

been set. Audits occur but

are not scheduled and no

escalation process is in

place

LEVEL3

Make It Visual

All unnecessary items have

been removed from the

work area. All necessary

items are stored logically

Item locations are

identified using visual

controls

A housekeeping standard

document exists and is

followed daily

Standard operating

documents are in a

standard format and are

up to date.

A 5S audit schedule is in

place and followed.

LEVEL4 Sustain the

Standards

Max / Min levels are

visual, clearly indicated

and managed. A system is

in place for removal of

unwanted items

Tool in hand policy is inplace and followed. Tools

not in hand are stored in

designated location.

Equipment is checked forcleanliness and

functionality on a daily

basis

Standard operatingdocumentation is visual

and followed on a daily

basis

A Layered 5S auditschedule is in place. Poor

5S score escalation process

is in place

LEVEL5

Continuous

Improvement

Equipment and items are

constantly evaluated for

necessity

Work area is constantly

checked to ensure all

equipment is in designated

locations

Equipment and work area

is cleaned constantly as

part of daily work activities

5S activities have become

habit and part of daily

routine

All area personnel

understand their role

within 5S and practice 5S

in all they do.

5S MATURITY INDEX

SORTSET

(IN ORDER)SHINE STANDARDISE SUSTAIN

WORK AREA

- - - - - - 5S MATURITY MATRIX - - - - - -

World class 5S standards will not just appear overnight. It will take persistent work and

effort throughout the whole organisation before the standards are met and sustained.

During this time is important for all to understand where we are starting from and just howfar along the journey we are.

To help with this we can use a 5S Maturity Matrix which explains in plain and simple termsthe standards of each 5S level.

Below is an example of a 5S Maturity Matrix

Date post:	05-Apr-2018
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