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5S & Safety Promoting High Workplace Safety & Productivity
World-Class Standards & Best Practices of Operational Excellence
2
Objectives
Understand the benefits of working in a safe, clean and neat environment
Define the 5S principles, and identify visual tools
Explain how to apply the 5S principles and visual tools to enhance workplace organization
Learn how to kick start and launch a 5S initiative
Define the critical success factors for 5S implementation
Learn how to use 5S Tools and Standard Templates
3
Introduction to 5S
5S Provides a Solid Foundation to Lean Implementation
Types of Waste in the Workplace
What is 5S?
Benefits of 5S
Implementing 5S
Critical Success Factors
Training Agenda
5S Audit System
5S Principles - Step By Step
5S for the Operations:
Safety
Quality
Productivity
Equipment Reliability
5S in the Office
5S Maturity Model
4
Introduction to 5S
5S is a structured process to enhance workplace safety, quality, efficiency, order and standardization
5S represents the disciplines for maintaining a visual workplace that supports our safety culture of zero injuries & world class quality
5S is a foundation for Continuous Improvement
5S
5
5S Lays the Foundation for Continuous Improvement
Pro
ductivity
5S
Leveling Standardized Work Kaizen
Just-In-Time
• Continuous flow
• Takt time
• Pull system
• Flexible workforce
Jidoka
• Separate man &
machine work
• Abnormality
Identification
• Poka yoke
•Visual Control
Goals:
Superior service,
lowest cost, shortest lead times
Involvement
6
5S Helps to Identify and Eliminate the 8 Types of
Waste
Motion
Extra physical / mental motion that doesn’t add value
Waste
Waiting
Employees waiting for another process
or information
Over production
Producing more than what the
customer needs
Intellect
Not using employees full
intellectual contribution
Over processing
Adding excess value when the customer does not require it
Defects
Reprocessing, or correcting work
Inventory
Building and storing products the
customer has not ordered
Transportation
Moving from one place to another
7
Principles General Description
1S Sort Remove what is not needed and keep what is needed
2S Set in Order A place for everything and everything in its place. Arrange items in order for easy access
3S Shine Keep things clean and tidy; no garbage or dirt in the workplace. Eliminate the source of dirt for repeating issues
4S Standardize Use standards and guidelines to maintain a clean workplace
5S Sustain Make 5S a habit and teach others to adhere to established standards
5s + Safety Safety is integrated into all of the above S’s
What Is 5S
8
Benefits of 5S
5S supports our total safety culture
5S delivers world-class quality
5S promotes colleague engagement
5S increases customer satisfaction
5S immediately makes abnormal conditions visible
5S improves productivity
9
5S Implementation Process
Step 5: Implement 5S
Step 1: Establish the 5S Focus Area
Step 2: Define a 5S Implementation Plan
Step 3: Develop 5S Criteria and Standards
Step 4: Provide 5S Education
Step 6: Audit, Evaluate & Follow-Up
5S
2
Promoting High Workplace Safety & Productivity
Module. 06
5S
5S
12
1S: Sort
Guiding Principle: Clutter elimination
Safe environment
Meaning: Distinguish between the necessary
and unnecessary
Get rid of what you do not need
“When in doubt, move it out”
13
1S: Sort
The first step in 5S is to get rid of what we do not need
Go through all the tools, equipment, materials, drawers, cabinets etc. in the plant and work areas Keep only essential items
Everything else is stored away, discarded, or red tagged
14
Attach Red Tags
Fill in everything except disposition
Perform tagging swiftly
Place tags on all items in question
Move “tagged items” to a RED ZONE
NOTE: if you know the item is to be disposed of, do it directly – only tag items that need to be dispositioned.
Other items you might need:
• A log book
• Boxes for small items (Tag the box instead of tagging each small item individually)
15
Red Tag. Example
A tool to prepare Red-Tags is available!
16
Red Zone Details
Red Zone Requirements:– must be bordered in red and labeled “RED ZONE”
Red Zone must be in a predominate location and visited by Management Team on a regular basis IE. Daily Walk Around
Red Zone items must be dispositioned within 48 hrs
For all assets follow the fixed asset disposal, impairment, and transfer policy
Prepare and print red tags:
Use the template from Lean Management Academy
17
How to Sort:
Starting the 5S Sort
During the sort event look for any obvious safety issues and resolve them immediately. You may find trip hazards or leaking equipment that was covered up.
If there is any doubt that something is required identify item with a red tag
Some employees will be resistant and want to keep items not needed. In this situation, refer to guidelines on slide 22
At the end of the sort event each workstation should only contain a small amount of
work-in-process and the tools and supplies needed to do the work.
5S
5S
5S
5S
22
How to Sustain 5S?
Get commitment from all levels
Get everyone involved
Support 5S across the organization
Do it all the way
“Gemba” (Shop Floor) walk by Plant Management
Conduct 5S audits and leverage successes
Use 5S to capitalize on Continuous Improvement programs and initiatives
Ensure action items are being tracked and completed in a timely manner
5S
Continuous Improvement
Teams
Suggestion System
23
How to Sustain 5S?
Conduct monthly audits (minimum):
Include operations, offices and support areas every month
Immediately address and fix issues Use housekeeping criteria, IE. 5S Audit, Shine
Schedule, Red Tag procedure, WCO Assessment to evaluate each zone
Post ‘expected standard’ pictures in the areas and hold everyone accountable to the ‘standard’
Post results of ‘before’ and ‘after’
24
5S Audit & Results
• Record action items and
assign owner
• Zone Champions track
and monitor all items to
ensure timely closure
• Location of Audit:
25
5S Effect on Safety, Quality, Productivity, and Equipment Maintenance
5S
Safety
Quality
Productivity
Equipment Maintenance
26
5S + Safety = 6S
Wear appropriate PPE (Personal Protective Equipment)
Install guarding as necessary and inspect existing guarding to ensure it is in safe, functional order
Ensure warning signs are predominately located:
Emergency Exits, High Voltage, Slippery/Wet floor, etc.
Use “Tag-Out/Lock-Out” Procedure
27
Document all instructions clearly and include pictures when possible
Specify clear process standards
Safety
Quality
5S and Quality
28
Enter Work Order and/or report equipment/machines that require repair
Use ‘Lock-Out/Tag-Out’ procedure
Remove/replace tools, gauges and equipment that are damaged, broken or past calibration date
5S and Equipment Maintenance
5
Promoting High Workplace Safety & Productivity
Module. 06
5S
30
Desks, Cabinets, Shelves
Dispose of any unnecessary items from your desk drawers, cabinets and shelves. Arrange necessary items neatly
Do not place anything on top of cabinets
Label contents in each cabinet on outside, and label each file
At the end of your work day, leave your work area clean and organized
Poor Workstation Organization
Good Workstation Organization
6
Promoting High Workplace Safety & Productivity
Module. 06
5S
32
5S Audit Workplace Scan Checklist
1. One-page audit questionnaire
2. It takes up to 20 minutes to complete it per 5S zone
3. It is an Excel file with auto-scoring function
4. It can be easily modified to meet individual preferences and expectations
33
5S Maturity Levels- Where Are You?
5 Continuous
Improvement
Cleanliness problem
areas are identified and
mess prevention actions
are in place
Needed items can be
retrieved in 30 seconds
with minimum steps
Potential problems are
identified and
countermeasures
documented
Proven methods for
area arrangement and
practices are shared
and used
Root causes are
eliminated and
improvement actions
include prevention
4 Focus on
Reliability
Cleaning schedules and
responsibilities are
documented and
followed
Minimal needed items
arranged in manner
based on retrieval
frequency
Work areas cleaning,
inspection, and supply
restocking done daily
Proven methods for
area arrangement and
practices are used in the
area
Sources, frequency of
problems are noted with
root cause and
corrective actions
3 Make It
Visual
Initial cleaning is done
and mess sources are
known and corrected
Needed items are
outlined, dedicated
locations are labeled in
planned quantities
Visual controls and
indicators are set and
marked for work area
Agreements on labeling,
quantities, and controls
are documented
Work group is routinely
checking area to
maintain 5S agreements
2 Focus on
Basics
Necessary and
unnecessary items are
identified; those not
needed are removed
Needed items are safely
stored and organized
according to usage
frequency
Key area items are
marked to check and
required level of
performance noted
Work group has
documented area
arrangement and
controls
Initial 5S level is
established and is
posted in the area
1 Just
Beginning
Needed and not needed
items are mixed
throughout the area
Items are randomly
placed throughout the
workplace
Key area items checked
are not identified and
unmarked
Work area methods are
not always followed and
are not documented
Work area checks are
randomly done and
there is no 5S
measurement
Sort Set In Order Shine Standardize Sustain
34
5S Routine Checklist
35
5S Level Execution Audit. Example Level 2
36 © Lean & Mean Consulting. All rights reserved. 2016