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Lean Tools and Methods: 5S
Erika Sundrud, M.A.Principal, Quality, Safety, and Performance Improvement
Master Black Belt in Lean Six Sigma
Judy Krempin, MS, CPHQManager
Quality, Safety, Performance Improvement
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Objectives
State the key elements of 5S
Describe the value of implementing 5S
Obtain the knowledge needed to implement 5S in your organization
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Wasted time spent searching for needed items
– anything missing?
Vascular Access Cart
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Would you know if a supply needed re‐stocked?
How about This?
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•A strategy that helps to keep our workplace safe and organized
Sort
Set/Simplify
Sweep
Standardize
Sustain/Self‐discipline
5S
5S is a foundational element of Lean hospitals
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• Removes waste, including:
Excess inventory
Out‐of‐stock supplies
Searching for supplies
Walking for supplies
Wrong and outdated parts
Non‐value added setup and cycle time
Moving parts around workspaces
5S
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•Assists in the elimination of waste
• Improves work flow
• Reduces employee stress
• Provides a systematic process for continuous improvement
• Focuses on the process and not the person
Benefits of 5S
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5S at Work
Crash Cart Medications
Blood Sugar Supplies
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1013
23
2730
47
51
58
62
79
40
Mark 1‐49
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1013
23
2730
4740
Sorted / Mark 1‐49
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10
13
23 27 30
47
40
Numbers from 1 to 49
Standardize/ Mark 1‐49
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1013
23
2730
47
51
58
62
79
40
Find missing #s
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10
13
23 27 30
47
40
Numbers from 1 to 49
Find missing #s
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5S
1. Determine the space and scope for the 5S activity
2. Identify teams and team leaders
3. Involve as many team members as possible
4. Document the current state with photos
5. Measure current inventory levels
6. Use visuals/photos to describe current state to team
Implementation:
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• Sorting separates necessary from unnecessary
Most critical of the 5S steps
Objective evaluation of all materials in the 5S area
Identifies additional required supplies
Identifies proper par levels
Document key information
• Consider:
Supplies are neat, but are par levels connected with use?
What do you do when there is excess inventory?
5S: Sort
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5S : Sort
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5S: Set/Simplify
Correlate location of supplies with their use
Place higher use items closer to the point of use
Makes unnecessary items visible
Enables the team to see what is out of place
Makes Places for Necessary Items
Place most frequently used items within reach
Ensure less frequently used items are still accessible
Label items that are mobile
Label items that are not familiar to all team members
Remove excess stock
Implement Set/Simplify
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5S: Shine/Sweep
Remove and replace broken equipment
Replace missing equipment/ expired supplies
Clean area
Makes it obvious when things are out of place
Avoids the need for ‘cleanup’ events
Form of Inspection that Ensures Everything is Returned to its Proper
Place
Include scheduled sweeps with your eyes
Determine the appropriate sweep frequency
Determine the elements of a complete sweep
Implement Shine/Sweep
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5S: Standardize
Define teams and roles for each team member
Specify training/ orientation expectations
Define standards for personal items
Specify standards for visual controls
Specify standards for disposing unneeded items
Creates a Standard Agreement and
Communicates it to the Team
Complete team agreement
Update kanbans to signal for replenishment
Document and post a visual map of the work area
Document and post pictures of new current state
Develop task sheet for each 5S area
Implement Standardize
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5S: Sustain/Self Discipline
Often the most difficult of the 5S steps
Seeks to ingrain desirable behaviors
Consistency and repetition need to become habitual
Maintains Standards Through Training,
Empowerment, Commitment and Discipline
Managers should do visual 5S sweeps at least daily
Audit the area against the 5S achievement template regularly to maintain the gains & improve
All team members must participate ‐ Set time aside to ensure workspace is functional, orderly
Acknowledge gains
Implement Sustain/Self Discipline
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5S Example
COLLEEN’S HARD WORK
Before After
http://runningahospital.blogspot.com/2009/10/5s‐projects‐are‐spreading.html?m=1
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5S
S Cusanza, AONE 2010
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5s
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Level VContinuously Improve
Cleanliness problem areas are identified and mess prevention actions are in place
Map created for each item in storage room showing general location and layout of materials and can be retrieved quickly with minimal effort
Potential problems are identified an countermeasures are documented
Reliable methods and standards are shared throughout similar work areas
Root causes are eliminated and improvement actions focus on developing preventive methods
Level IVFocus on Reliability
Work area has documented housekeeping responsibilities and schedules, and the assignments are consistently followed
Items rotating from storage and use, create visual control to identify point of use
Inspection of area occurs daily and work areas and equipment are restocked and organized
Reliable methods and standards are adhered to by all members of the work group
Sources and frequency of problems are documented as part of routine work, root cause of non-compliance are identified and corrective action plans are developed
Level IIIMake it Visual
Initial cleaning has been completed; items disposed of accordingto auction disposition
Needed items are outlined, dedicatedlocations are properly labeled and required quantities are determined
Visual controls and indicators are established and marked for the work area equipment, files and supplies
Documentation for all visual controls exist
Work group routinely checks are to maintain 5S agreements
Level IIFocus on Basics
Needed and not-needed items are identified and those not needed are removed from work area
Needed items are stored and organized according to frequency of use
Work group has agreed on items to be checked and acceptable performance levels documented
Work group has documentedagreements for needed items, organization, and work area controls
Documentation of completed 5S is posted in work area; 5S is incorporated into new staff orientation
Level IJust Beginning
Necessary and unnecessary items are mixed together throughout the work area
Items needed are located in various places throughout the work area
Key work items are missing and current location is not known
Standards for workarea organization are not followed or documented
Work area checks are not done regularly and there is no visual measurement of 5S performance
Sorting Simplifying Sweeping Standardizing Self-Discipline
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• Disorganization is a barrier to work flow!
• To “set” means to place higher use items closer to the point of use.
• 5S assists in the elimination of waste, improves work flow, reduces employee stress, and provides a systematic process for continuous improvement.
Summary of Key Points
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• Executive Lean Training at Virginia Mason. 2013.
Resources and References
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Lean Tools and Methods: Gemba Walk
Judy Krempin, MS, CPHQManager
Quality, Safety, Performance Improvement
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Objectives
Be able to define Gemba
Describe the Gemba walk used to prepare for an RIE, and the Gemba walk for Kaizen
(Continuous Improvement)
Practice the role of gemba coach
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The place where work is done
The place the truth is
found
What is the
Gemba?
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Definition & Purpose of the Gemba Walk
Gemba means “the actual place”
Where work is done
The place of value creation
The place where the needs of the customer (the patient) meet the work of the system (the front line)
Purpose of the Gemba Walk is to:
See and understand the current situation
o Process (purpose, steps, reliability)
o Worker knowledge and experience
o Wastes/ Successes
Guide others to think critically, develop people
o Ask 1 or 2 coaching questions
o Let the person own the process
Encourage improvement & sustainment efforts
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Get the Unbiased Facts at the Source
Management must be on the Gemba
See what is actually happening – get familiar
Familiarity facilitates one’s ability to ask the right questions about progress and barriers
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Go See
Show Respect
Ask Why
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Focus on:
The purpose of work
The effectiveness of the process
Engaging people who are part of the process
Walk from start to end of the value stream
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RIE Team: To gemba before mapping the value stream & before
identifying solutions
When do I go to Gemba?
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Who goes to Gemba as part of a Rapid Improvement Event (RIE)?
AllMembers of Improvement Team –before any solutions are suggested
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Gemba Walk for RIE
Purpose: Understand the current state
Who does the work
Identify barriers to flow
See defects
Identify triggers for action
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Gemba Walk for
RIE
Actions:
Observe
Draw/ time the current process
Listen to the people doing the work
Document cycle times, barriers and waste
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Kaizen
A Leader goes to Gemba regularly
When do I go to Gemba?
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Who goes to Gemba? How often?
CEO & Senior Team: weekly/ monthly
Quality/ PI Leaders: weekly
Managers and Directors: daily
Supervisors: every shift
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Leader Standard Work: Regular Gemba Walks
Create capacity in your calendar•Routines are best•Consider a “no meeting” zone
The first several visits:
• Focus on observations• Learn the flow• 1‐2 questions to better understand the work
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Gemba walk for Kaizen
Gemba Walk Purpose:
Be a keen observer – what questions can be asked to help people see barriers and improve the process
Force reflection among staff
Incrementally improve
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Gemba walk for Kaizen
Actions:
Greet the staff
Review the PI Board
Observe the process
Understand the workflow
Discuss current improvement plan
Ask coaching questions
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Learning from Toyota Gurus
Toyota managers should be sufficiently engaged on the factory floor that they have to wash their hands at least three
times a day.
‐‐Taiichi Ohno
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Gemba Walk as Part of Kaizen
1 2 3 4 5
See the facts at the source.
Become familiar.
• What do we need to learn?
Learn the nature and cause of the
problem (before debating solutions).
Teach problem solving.
Why do you think that happened?
Why do you think those conditions exist?
Assess gap between
current and target state.
• If we are on target, what has helped us succeed?
• If we are not reaching our target, why?
Look for leadership
and cultivate.
• Does this person plan ahead strategically?
• Collaborate between departments?
Adapted from: Michael Balle’s “Go and See” presentation. Lean Enterprise Institute.
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• “Wait! My staff do all their work on computers!”
Yes, a Gemba “walk” takes place wherever the work is done
• To prepare for desk Gemba walks:
1) As for all Gemba walks, schedule with staff and explain the purpose and approximate duration ahead of time
2) The first few Gemba walks, ask the front line person to explain the work (purpose of the work, data sets, decision making)
3) The next few Gemba walks: observe, listen, get familiar
4) Once familiar, coach the person that reports to you
Desk Gemba
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Things to Avoid While Walking the Gemba
• Tampering with a process
Giving answers
“Management by walking around”
Going alone
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Coaching at the Gemba
Traditional Coaching for Correction
Lean Coaching for Development
Specify the process deficiency
Get agreement that problem exists
Give feedback
Provide suggestions about how the process should go
Agree on next steps
Let the staff person own the problem
Let them think
Help them see
Force reflection
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• Find a partner Partner should be someone you do NOT work with currently
• First person: Describe a process challenge at work Describe for 30 seconds
• Second person: Ask open ended questions to help the other person think through that problem
Do not use questions that can be answered with a “yes/ no”
Practice for 3 minutes
• Switch roles after 3 minutes
Practice Coaching
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Gemba Observer Goals
Develop keen
observation skills
Develop better
engagement and
discussion skills
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Effects of Showing Respect at the Gemba
Discretionary Effort
“You hire my time and are due a full day and good effort. You can define my responsibilities, program my activities, and evaluate my performance. You can control what you see.
But I can decide how far I go beyond that, and for what.”
From David Verble’s LEI presentation May 2013
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Cheat Sheets Are At the End of the Section
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• When the Gemba walks are introduced, observe the work for several weeks to become familiar with the process – no tampering with the process or asking questions except to understand the steps.
• When coaching at the Gemba, let the staff person own the problem, let them think, help them see, force reflection.
Summary of Key Points
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•Michael Balle. “Go and See”. Lean Enterprise Institute.
•David Verble’s Coaching presentation at Lean Enterprise Institute. May 2013.
Resources and References
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First Several Gemba Walks along a Value Stream: Observe & Reflect
Schedule Observe Say “Thanks!” Reflect
PI Board &
Process
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Routine Gemba Walks:Observe, Reflect & Coach
Schedule Observe Thank Staff Coach & PI Board/ Reflect Process & Reflect
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Manager Coaching Questions for Front Line Staff
How is this (process) going?
If it went well:• “How do we know we’re doing
the work the best way?”• “How do we know the outcome
was successful/ defect free?”
If it did not go as designed, “What is happening in the environment (that led to this outcome)?”
Ask the staff person to provide objective data/ evidence of success
If we don’t know why a process or interaction failed, “How might we learn more?”
Consider:• “How will we know when
we get it right?”• “What do you think you
would do next time?”
If remedial approach provided by the staff person is not going to be effective, ask further about the barriers or issues
Consider the follow up question:“What would you do if you had a problem with (xyz)?”
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Senior Leader Coaching Questions for Managers/ Directors
How is this (process) going?
If it went well, “How do we know we were successful/ effective?”
If it did not go as designed, “What is happening in the environment?”
Ask the Manager to provide objective data/ evidence of effectiveness
If we don’t know why a process or interaction failed, “How might we learn more?”
Consider:• “How could we break that big change/
decision into smaller ones?”• “How might you coach staff differently
next time?”• “How would you coach someone to give
context to a problem next time?”
If remedial approach provided by the Manager/ Director is not going to be effective, ask further about the barriers or issues
Consider the follow up question:“What would you do if you had a problem?”
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Intended for internal guidance only, and not as recommendations for specific situations. Readers should consult a qualified attorney for specific legal guidance.