EngineeringManagement
MSE507Lean Manufacturing
5S and the Visual Workplace
"What I've learned…I've learned that just when I get my room the way I like it, Mom makes me clean it up.“
Child Age 13
Objectives
Learn why Environment, Health, and Safety (EHS) should be an integral part of 6S implementation
Learn how to identify EHS issues during the Sort process – the first pillar of 6S
Learn how to incorporate EHS into 6S inspections and audits of the Shine and Sustain pillars
Understand impact of 6S on• Customer value• Throughput• Efficiency
What is 6S?
6S is a series of techniques that provide the foundation for a visual management system.
6S
Pyramid for success
Relationship of the 6S pillars
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What is 6S?Underlying principle
A place for everything, and everything in its place, clean and ready for use. Mistakes can be costly.
How is this principle employed here?
Why is it important?
• Hint: Every second costs us money!
What is 6S?
6S is modeled after the 5S process improvement system designed to reduce waste and optimize productivity in the workplace by:• Creating and maintaining organization and orderliness• Using visual cues to achieve more consistent operational results• Reducing defects and making accidents less likely
6S uses the five pillars of 5S and an added pillar for Safety
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Why do 6S?Benefits
Increased customer satisfaction
Improved on time performance
Reduced cost
Improved morale
Improved safety
Improved quality
More on 6S
Based upon the five pillars (5S) of the visual workplace in the Toyota Production System
“Cleans up” and organizes the workplace basically in its existing configuration
Typically the starting point for shop-floor transformation Provides a methodology for organizing, cleaning, developing,
and sustaining a productive work environment Encourages workers to improve the physical setting of their
work and teaches them to reduce waste, unplanned downtime, and in-process inventory
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Why is this important?
Our Customers think it is important!• (Insert your internal / external customer)
If we are serious about implementing Lean, then we start with 6S and end with 6S
Safer environment
Ease of doing your job
6S is not a program – it’s a culture• Needs to be a daily routine
Where does 6S apply?
6S involves everybody
• Factory
• Office
Who does 6S?
TOP-DOWN Leadership• Lead by example
• Leadership must be active in the culture change
BOTTOM UP Implementation• Everyone has to be involved
• It’s not a program - it’s a way of life
When to do 6S?
As a company-wide 6S culture• High visibility• Quick progress• Caution - can become its own goal
Value stream by value stream• Integrated into the conversion to lean• Tied to providing value and eliminating waste• Caution - some are doing it, some aren’t
6S: The foundation for improvementWhat are the 6Ss?
1. Sort (Get rid of it): Separate what is needed in the work area from what is not; eliminate the latter
2. Set in order (Organize): Organize what remains
3. Shine (Clean and Solve): Clean and inspect
4. Safety (Respect workplace and employees): Create a safe place to work
5. Standardize (Make consistent): Standardize the cleaning, inspection, and safety practices
6. Sustain (Keep it up): Make 6S a way of life
Why should EHS be an integral part of 6S?
Expanding the scope of 6S to include EHS concerns can help our company to:
• Reduce the chance paint, solvent, or other chemicals expire before they can be used
• Make defects less likely, so less energy and materials are wasted
• Avoid productivity losses from injuries and occupational health hazards by providing clean and accident-free work areas
• Meet or exceed your company’s environmental performance and waste reduction goals
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Pillar 1: Sort (Get rid of it)
Focuses on eliminating unnecessary items from the workplace that are not needed for current production operations
Uses visual methods such as red-tagging to identify these unneeded items
Involves evaluating the necessity of each item in a work area and dealing with it appropriately
Can help reclaim valuable floor space and eliminate broken tools, scrap, and excess raw material
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SortRed tag programme
Separate the necessary from the unnecessary. • Unnecessary tools, equipment, and procedures need to be
removed from the workplace. • Remove the clutter so you can see what is happening
Red tag all unnecessary items Create a temporary red tag holding area Move red tagged items to the holding area for one week Dispose of remaining red tagged items Continue red tagging regularly
Sort – three main factorsCriteria
Usefulness• Required• Helpful• In the way
Frequency of Use• Daily• Weekly• Monthly• Rarely
Cost• Resources required to replace• Resources required to store
RED TAG FORM
SortMaking decisions
Each person determines what is necessary for his/her own work area
The group decides what is necessary for group areas Necessary Unnecessary
Used for daily work Unsafe
Used periodically Defective
Used by someone in group Obsolete (outdated)
Required by law or regulation Unused
Extra (duplicate)
SortOpportunities in the factory
Raw material
In process items
Completed items
Tools
Machines
Space
Before
After
Key 6S Inspection and Audit Questions for Eliminating Environmental Waste and Risk
Sort (Get rid of it)• Are potentially risky items and environmental wastes yellow-
tagged?• Are all red-tagged items being disposed of properly, including
those that must be managed as hazardous or universal wastes?
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Incorporating EHS into 6SUse yellow-tagging to identify EHS issues during the Sort process
The objective of the Sort pillar is to identify items that are not needed in the work area and get rid of them
This is done through a process called red-tagging A yellow-tag strategy can be used at the same time red-tagging
takes place to identify any EHS issues
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What is yellow tagging?
Yellow-tagging is a simple strategy used to:• Identify environmental wastes and items that may be harmful to
human health or the environment in the work area• Evaluate the need for these items• Evaluate potential alternatives for these items• Address them appropriately
This is a supplement to red-tagging• key differences include the scope of projects, criteria used, and
options for disposal or reuse
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Four steps of yellow tagging
1. Identify yellow-tag targets and criteria
2. Make and attach yellow tags
3. Evaluate and take care of yellow-tagged items
4. Document and share the results
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Step 1: Identify yellow tag targets
Two types of targets should be identified:• The physical areas where tagging will take place• The specific types of items that will be evaluated
Potential items to consider yellow-tagging include:• EHS hazards in the workplace• Chemicals and other hazardous materials• Environmental wastes
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…and Criteria
After choosing targets, criteria for evaluating yellow-tagged items needs to be agreed upon.
This could include:• The risk of an item• The availability of alternatives• Opportunities for improved environmental performance
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Step 2: Make and Attach Yellow Tags
Can be as simple as yellow sticky notes stating the reason for the yellow tag
Can contain standard data that your company uses for tracking materials
Key is to include data that will allow your company to evaluate performance improvements from 6S and support your company’s overall materials tracking system
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An Example of a Yellow Tag
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Category (circle one)
1. Health or safety concern 2. Environmental concern
Item Name and Number
Description of Issue or Question
Division Responsible:
Date:
Step 3: Evaluate and Address Yellow-Tagged Items
If you find an EHS issue during yellow-tagging, ask “why” five times to identify the root cause of it
Then ask “how” to address the root cause If an item is both unnecessary (red-tagged) and
hazardous (yellow-tagged), follow appropriate procedures for disposal of hazardous wastes
If items are yellow tagged but not a red tagged (i.e. necessary but hazardous), find out if you can avoid using those materials or if there is a less toxic alternative
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Step 4: Document and Share the Results
Document necessary information from the yellow-tagging process in a log book or other system
Track the improvements and savings that have resulted from yellow-tagging
Share your results with others to show what you have achieved and to generate ideas for future improvements
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Pillar 2: Set in Order (Organize)
Focus on creating efficient and effective storage methods Arrange items so that they are easy to use Label items so that they are easy to find and put away Can only be implemented once the first pillar, Sort, has cleared
the work area of unneeded items Strategies include:
• Affixing labels and placards to designate proper storage locations• Outlining work areas and locations• Installing modular shelving and cabinets
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Set in order
Organise: able to find things in 30 seconds or less
A place for everything and everything in it´s place
Mark the place for each item
Most important is the transparency
Set in orderPut everything in its place
Raw Material presentation on workbench using low-cost PVC pipes
(OECO Meters Cell, Milwaukie, OR)
Set in orderSimplify
Put everything in its place• Frequency of use• Economy of Motion
Use visual aids• Shadow boards• Standard work• Labels (return addresses)• Clearly marked places for items that are movable• Colors, shapes
Keep it that way
Tool presentation on workbench using shadow boards (OECO 787 Motor Controllers & Probes Cell)
Set in orderShadow boards
A place for everything
andeverythingin its place.
Two Work Stations sharing one Shadow Board
Lazy Susan for hand tools
Set in order Value of space and motion
Work Area
Distance
The value of space drops in direct proportion to the distance from the work place.
Only store what you immediately need within the work place.
Set in order Economy of motion
Material supply
Tools
Set in orderStandard work
Set in orderColors and shapes
Set in orderKeep it that way
Identify potential problems with a regular physical and visual sweep.
Look for:• Unrealistic conditions or expectations• Program errors, broken or malfunctioning equipment or fixtures• Missing information and out of location files, references, material,
supplies etc
Incorporating EHS into 6SExpand 6S Inspections of the Set in Order Pillar to Include
EHS
Set in Order (Organize)• Are material containers clean, stored off the floor, closed, properly
stacked, and stored/staged in the proper areas?• Are all containers with chemicals or wastes covered or sealed
when not in use?• Are all containers with materials, chemicals, and/or wastes
properly labeled?• Are initial accumulation points for hazardous waste clean and
organized, and do they have effective visual controls?
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Shadow hand tools
Organizing bookcase
?
Point of use consumables
Heavy wire spools placed underneath a workbench fed to the surface of workbench (OECO Probes Cell)
Color-coded fasteners
Shadow tool kit for assembly
Pillar 3: Shine (Clean and solve)
Focuses on thoroughly cleaning the work area Daily follow-up cleaning is necessary to sustain improvements Enables workers to notice malfunctions in equipment such as
leaks, vibrations, breakages, and misalignments that could lead to loss of production
It is a good idea to establish Shine targets, assignments, methods, and tools before beginning the Shine pillar
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Incorporating EHS into 6SExpand 6S Inspections of the Shine Pillar to Include EHS
Issues Shine activities include daily cleaning and inspection by workers in their
work area Involve EHS personnel in developing specific inspection checklist items for
each work area Questions should integrate EHS management procedures and waste
identification opportunities into daily inspections• Are any leaks evident from equipment, piping, or other areas in the workplace?• Is air quality in the work area good, free of dust, odors, and fumes? • Are ventilation systems clean and unobstructed?• Are all drains in good condition, free flowing, unobstructed and properly
labeled?• Are garbage and recyclables collected and sorted correctly? • Are recycling containers and bins free from extraneous materials?
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Shine
Start with general cleaning of the work environment
Then look at the details and identify machine defects
Know your work area and machines so that you are able to smell, see, feel or hear abnormalities
ShineProcess
Determine shine targets and assignments• Product, equipment, space (work area)
Prepare for the shining process• Specify supplies and equipment• Store cleaning tools where they are:
• Easy to find
• Easy to return
Establish a cleanliness standard• The cleanliness acceptance criteria must be understood• 5 minutes of shine time should be adequate for most areas
Safety in the workplace
Eliminate error-prone environments Design safety into the workplace
Real and perceived quality
Pillar 4: Safety (Respect workplace and employee)
Focuses on eliminating hazards and creating a safe environment to work
Once the workplace has been organized and cleaned, potential dangers become easier to recognize
A separate “safety sweep” should be performed to identify, label, and deal with hazards
Safety measures can also be implemented in conjunction with strategies in the other five pillars
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Example 6S Audit Checklist with EHS Items
Document No.
Document Title: 6S AUDIT RECORD (SAFETY) Revision No. Page: 1 of: 4 Required by:
Audit Type: Initial Certification Sustaining Auditors: Date: __________________ Name: __________________________ Name: ____________________________ Name: __________________________ ____________________________ Workplace Representatives: ____________________________ Name: __________________________ Name: ____________________________
Subject Questions Yes No A. Are aisles marked? 29 CFR 1910.22(b)(2) B. Are aisle widths maintained? 29 CFR 1910.22(b)(1) C. Are aisles in good condition? 29 CFR 1910.22(b)(1) D. Are aisles and passageways properly illuminated? E. Are aisles kept clean and free of obstruction? 29 CFR
1910.22(b)(1)
F. Are fire aisles, access stairways, and fire equipment kept clear? 29 CFR 1910.178(m)(14)
1. Aisles
G. Is there a safe clearance for equipment through aisles and doorways? 29 CFR 1910.176(a)
Incorporating EHS into 6SIdentify Additional Ways to Implement EHS within 6S
There are many small things you can do to incorporate EHS in the 6S process. Here are just a few example:• Use low-toxic paint in white or a light color - this can help save
lighting and energy costs• Use different colored containers for hazardous waste, recycling,
and other non-hazardous wastes• Mark aerosol cans with colored dots to indicate where to dispose
them• Use environmentally friendly cleaning supplies
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Key 6S Inspection and Audit Questions for Eliminating Environmental Waste and Risk
Safety (Respect workplace and employee)• Are employees using the proper protective equipment when
handling chemicals and hazardous waste?• Are lockout and emergency procedures posted and easily
accessible?
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Review questions
How well do 6S inspections and audits assess EHS activities and performance in your plant?
What approach might be most appropriate for incorporating EHS considerations into 6S assessment tools in your plant?
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Reflections on Integrating EHS and 6S
The 6S pillars work together to increase productivity, reduce defects, make accidents less likely, save time, and reduce costs
When expanded to include EHS issues, they can help reduce hazards and improve environmental performance
By explicitly incorporating EHS issues into all six pillars during 6S inspections, you can eliminate more waste and risk at your company creating a safer and more efficient workplace
What did you learn from this training module that was particularly useful?
Do you need any more information to understand how to incorporate EHS into 6S?
Would any other tools be helpful?
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Ask “Why” Five Times
Why are we using so much water?The parts need to be cleaned before painting.
Why do the parts need to be cleaned?The parts fail quality checks if they aren’t cleaned before being painted.
Why do the parts fail quality checks?The paint doesn’t adhere when part surfaces are not prepared properly.
Why do the surfaces of the part need to be prepared?The surfaces get contaminated with oils used in the previous process.
Why are oils used in the previous process?The oils are used to prevent corrosion during storage.
Based on an example from Robert B. Pojasek, “Asking ‘Why’ Five Times,” Environmental Quality Management (Autumn 2000): 83.
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Pillar 5: Standardize (Make consistent)
Used to maintain the first three pillars Focuses on creating a consistent approach with which tasks
and procedures are performed The first step is to assign 6S job responsibilities and integrate
6S duties into regular work duties using tools such as:• job cycle charts• visual cues (e.g., signs, placards, display scoreboards)• checklists
The next step is to prevent:• accumulation of unneeded items• procedures from breaking down• equipment and materials from getting dirty
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Key 6S Inspection and Audit Questions for Eliminating Environmental Waste and Risk
Standardize (Make consistent)• Are standard work procedures documented and available for the
area?• Are EHS management activities and procedures relevant to the
work area integrated into standard work?
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Define the work environment• Standard work
• Cell layout
• Cell BOM
• Cleaning checklist Define the “better way” for each task to be performed
• Standard work• Assembly
• Work combination sheet
• Work balance sheet
Make it visual• Communicate
Standardize
StandardizeCommunicate
Every territory should have a communication board• 6S vision• 6S campaign material• 6S targets• Area layout• Team• Before & after photos • Current status• Red tag status• Improvement ideas• Results
5 S Information Board
StandardizeCommunicate
A person should be able to walk into your area and within 5 minutes without the need for a presentation be able to determine
• What the process is
• Who the customers and suppliers are
• What the deliverables are
• Where and what resources are being used in the process
• What measurements are being taken
6S Procedures
Duties and responsibilities for:
• Area focal
• Area supervisor / manager
• Leadership team
Level 4 Red BookCapture standards in your Red Book
Pillar 6: Sustain (Self-discipline)
To sustain means 6S becomes part of the culture of the entire organisation
Constantly look for ways to improve the process
Regularly review the current status
Set a good example
Courtesy of Boeing Wichita
Incorporating EHS into 6S Expand 6S Audits Performed as Part
of the Sustain Pillar to Include EHS Issues
Sustain activities include weekly or other periodic audits to assess progress with 6S implementation
Involve EHS personnel in creating plant-wide inspection and audit questions and checklists
Questions should ensure that environmental wastes and risk are routinely identified, properly managed, and eliminated where possible
Questions can also be used to train 6S inspectors and auditors, or to provide background for a broader rating category
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Key 6S Inspection and Audit Questions for Eliminating Environmental Waste and Risk
Sustain (Keep it up)• Are standard work procedures being followed?• Are workers in the area aware of chemical hazards associated
with standard work tasks?
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SustainRole of management
Set THE example
Provide training
Allow time
Provide resources - tools, materials, people, time
Acknowledge and support efforts
Encourage creative involvement by everyone
Tangible and intangible rewards
Promoting ongoing efforts
SustainRole of the individual
Learn 6S
Educate co-workers
Show enthusiasm
Take the initiative
Ask for support or resources
Participate in 6S implementation
Bring ideas to promote or implement 6S
Factory 6S level of excellence
Level Sorting Distinguish between what is needed and not needed Level of Excellence Comments1 Necessary and unnecessary items are mixed together in the work area. 1 2 3 4 52 Necessary and unnecessary items are separated (excess inventory, Obsolete tools & Equip)3 All unnecessary items have been removed from the work area.
4Documented method has been established to maintain work area free of unnecessary items. Use of Red Book.
5 Employees continually seeking improvement opportunities.
Level Simplifying A place for everything and everything in its place Level of Excellence Comments1 Tools, supplies and materials randomly located. 1 2 3 4 52 Designated location established for all items as needed.3 Designated locations are marked to make organization more visible
(color coding, outlining, labeling, numbering, etc).
4Documented method has been established to recognize with visual sweep if items are out of place or exceed quantity limits. Use of Red Book.
5Vehicle developed to provide continual evaluation and process in place to implement improvements.
Level Sweeping Does this area present a will organized professional environment?Level of Excellence Comments1 No Visuals in place. Factory / work areas and machinery are dirty and disorganized. 1 2 3 4 52 Some Visuals in place & Work / break areas are cleaned on a regularly scheduled basis.3 Visual controls in place as required & Work / break areas are cleaned daily.4 Visual controls practiced continually. Housekeeping tasks are practiced continually. Red Book
5General appearance of excellent visual controls. Area has developed a method of preventative cleaning and maintenance.( Stop the mess before it happens)
Level Standardizing Develop standards and stick to them Level of Excellence Comments1 No attempt is being made to document or improve current processes. 1 2 3 4 52 Methods are being improved but changes haven't been documented.3 Information on process improvements and reliable methods are shared with employees.
4Changes are being incorporated and documented.(Past 5S sheets, Value Stream Implementation Plans, Process Improvement Sheets. OpEx Metrics are being tracked and demonstrate area improvement). Use of Red Book.
5Employees are continually seeking elimination of waste with all changes documented and information shared with all.
Level Self-Discipline Set good example, stick to the rules and follow up the other 4S. Level of Excellence Comments1 Minimal attention is spent on adhering to the 5 S’s. 1 2 3 4 52 A recognizable effort has been made to adhere to the 5 S’s.3 Adherence to 5 S policy and procedures.4 Documented methods have been put into place to ensure Self-discipline. Use of Red Book5 General appearance of a confident understanding of and adherence to the 5S program.
AREA FOCALS NAME:___________________________________ TOTAL 5S LEVEL: _________
Follow-up example (audit)
5S Inspection Rank A: perfect score Rank B: 1-2 problems Rank C: 3 or more problems
Category Item Rank (A: B: C:)
Comments
Have all unnecessary items been removed? Sort Are all remaining items neatly arranged?
Are walkways and work areas clearly outlined? Are unneeded items stored in an appropriate
place?
Does a procedure exist for dispensing unneeded items?
Is there a visually marked specified place for everything?
Set in Order Is everything in its specified place? Are standards and limits easily recognisable? Is it easy to see what needs to be where? Are things put away after use? Are work areas clean?
Shine Is equipment kept clean? Are cleaning materials easily accessible?
Are demarcation lines clean and unbroken? Are cleaning guidelines and schedules easily
visable?
Is all necessary information visible? Standardise Are all standards known and visible? Is there a checklist in the area?
Does everyone observe standard procedures? Sustain Are Red Tag procedures followed?
Are personal belongings stored neatly?
5 levels of excellence
Sort Set in Order Sweeping Safety Standardise Sustain
Level 5Focus on
prevention
Employees areContinually seekingImprovementOpportunities.
A dependable, documented method has been developed to provide continual evaluation, and a process is in place to implement improvements.
Area employees have devised a dependable, documented method of preventive cleaning and maintenance.
Everyone is continually seeking the elimination of waste with changes documented and information shared.
There is a general appearance of a confident understanding of, and adherence to the 6S principles.
Level 4Focus on
consistencyRed Book
A dependable, documented method has been established to keep the work area free of unnecessary items.
A dependable, documented method has been established to recognize in a visual sweep if items are out of place or exceed quantity limits.
6S agreements are understood and practiced continually.
Substantial process documentation is available and followed.
Follow-through with 6S agreements and safety practices is evident.
Level 3Make itvisual
Unnecessary items have been removed from the workplace.
Designated locations are marked to make organization more visible.
Work and break areas and machinery are cleaned on a daily basis. Visual controls have been established and marked.
Working environment changes are being documented. Visual control agreements for labeling and quantity levels have been established.
6S agreements and safety practices have been developed and are utilized.
Level 2Focus on
basics
Necessary and unnecessary items are separated.
A designated location has been established for items.
Work and break areas are cleaned on a regular, scheduled basis. Key items to check have been identified.
Methods are being improved but changes haven’t been documented.
A recognizable effort has been made to improve the condition of the workplace.
Level 1Just
beginning
Needed and not needed items are mixed throughout the work place.
Items are randomly located throughout the workplace.
Work place areas are dirty, disorganized and key items not marked or identified.
Work place methods are not consistently followed and are undocumented.
Work place checks are randomly performed and there is no visual measurement of 6S performance.
__________________Current Level for Area
Picture of AreaChampion
Level Sorting Distinguish between what is needed and not needed Level of Excellence Comments1 Necessary and unnecessary items are mixed together in the work area. 1 2 3 4 52 Necessary and unnecessary items are separated (excess inventory, Obsolete tools & Equip)3 All unnecessary items have been removed from the work area.
4Documented method has been established to maintain work area free of unnecessary items. Use of Red Book.
5 Employees continually seeking improvement opportunities.
Level Simplifying A place for everything and everything in its place Level of Excellence Comments1 Tools, supplies and materials randomly located. 1 2 3 4 52 Designated location established for all items as needed.3 Designated locations are marked to make organization more visible
(color coding, outlining, labeling, numbering, etc).
4Documented method has been established to recognize with visual sweep if items are out of place or exceed quantity limits. Use of Red Book.
5Vehicle developed to provide continual evaluation and process in place to implement improvements.
Level Sweeping Does this area present a will organized professional environment?Level of Excellence Comments1 No Visuals in place. Factory / work areas and machinery are dirty and disorganized. 1 2 3 4 52 Some Visuals in place & Work / break areas are cleaned on a regularly scheduled basis.3 Visual controls in place as required & Work / break areas are cleaned daily.4 Visual controls practiced continually. Housekeeping tasks are practiced continually. Red Book
5General appearance of excellent visual controls. Area has developed a method of preventative cleaning and maintenance.( Stop the mess before it happens)
Level Standardizing Develop standards and stick to them Level of Excellence Comments1 No attempt is being made to document or improve current processes. 1 2 3 4 52 Methods are being improved but changes haven't been documented.3 Information on process improvements and reliable methods are shared with employees.
4Changes are being incorporated and documented.(Past 5S sheets, Value Stream Implementation Plans, Process Improvement Sheets. OpEx Metrics are being tracked and demonstrate area improvement). Use of Red Book.
5Employees are continually seeking elimination of waste with all changes documented and information shared with all.
Level Self-Discipline Set good example, stick to the rules and follow up the other 4S. Level of Excellence Comments1 Minimal attention is spent on adhering to the 5 S’s. 1 2 3 4 52 A recognizable effort has been made to adhere to the 5 S’s.3 Adherence to 5 S policy and procedures.4 Documented methods have been put into place to ensure Self-discipline. Use of Red Book5 General appearance of a confident understanding of and adherence to the 5S program.
AREA FOCALS NAME:___________________________________ TOTAL 5S LEVEL: _________
X
X
X
X
X
2
__________________Picture of AREA FOCAL
Sample Audit Form
Summary
The 6S process is where improvement begins
It is important that everyone gets involved in the 6S culture
6S will improve your environment and make your job easier
6S should become part of your daily routine
Recommended Readings
Hirano, Hiroyuki. 5 Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1995.
Peterson, Jim, Roland Smith, Ph.D. The 5S Pocket Guide. Portland, OR: Productivity Press,1998.
Productivity Press Development Team. 5S for Operators: 5 Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1996.
Productivity Press Development Team. 5S for Safety Implementation Toolkit: Creating Safe Conditions Using the 5S System. Portland, OR: Productivity Press, 2000.
Productivity Press Development Team. 5S for Safety: New Eyes for the Shop Floor. Portland, OR: Productivity Press, 1999.
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Quiz
1. What is the main benefit of 6S to the business?A. Happier working environmentB. Reduce over productionC. Impresses Customers, win more business.D. Creates more space for additional equipmentE. None of the above
2. How would you measure internal benefits / return?A. Send out a team questionnaireB. Measure past and future state business metricC. Track the 6S Audit ScoreD. Track quality rejects reducing
Quiz
3. What is the key element to sustainability?A. Local team support and commitment(you)B. Audits and display the resultsC. Documents and procedures of how it worksD. Management commitment
4. What is the benefit of the 30 second rule?A. Gives a standard that people can check against all day every
day. This gives ideas for improvementB. Target for management to use to measure team performanceC. There is no benefitD. To increase profit of the business
Questions? Comments?
Revision Control
Rev. Date By Change Pages Affected
N/C 5/27/11 DS Original Issue All
Meggitt Equipment GroupPacific Scientific (OECO)
Milwaukie, OR
Page 87© Pacific Scientific OECO. Proprietary. 25 April 2011
Holders for tooling fixtures mounted on workbenches for ease of use (OECO Stacking Room)
Raw Material presentation on workbench using low-cost PVC pipes (OECO 787 Motor Controllers Cell)
Page 89© Pacific Scientific OECO. Proprietary. 25 April 2011
Raw Material presentation on workbench using low-cost PVC pipes (OECO Meters Cell)
FRONT BACK (mini cups with kanban quantity)
Page 90© Pacific Scientific OECO. Proprietary. 25 April 2011
Tool presentation on workbench using shadow boards (OECO 787 Motor Controllers & Probes Cell)
Page 91© Pacific Scientific OECO. Proprietary. 25 April 2011
Pegs hung above workbenches to air cure parts to eliminate walking to area to set parts (OECO Probes Cell)
Page 92© Pacific Scientific OECO. Proprietary. 25 April 2011
Raw Material presentation for wire spools on sliding racks (OECO Lead Wire/Coil Parts Cell)
Page 93© Pacific Scientific OECO. Proprietary. 25 April 2011
Creative use of workbench spaces to hold tools/supplies (OECO Various Cells)
Movable tool holders installed underneath workbenches
Page 94© Pacific Scientific OECO. Proprietary. 25 April 2011
Creative use of workbench spaces to hold tools/supplies (OECO Various Cells)
Movable Work instruction/Router holder
Movable holder for heavy objects (e.g.. chassis)
Heavy wire spools placed underneath a workbench fed to the surface of workbench (OECO Probes Cell)
Workbenches that have been 6S-ed (OECO Hamilton Sundstrand Current Sensor Cell)
Page 97© Pacific Scientific OECO. Proprietary. 25 April 2011
Area freed up as a result of multiple 6S Kaizens
Safety EquipmentSafety Equipment (Green)(Green)
Inventory - Raw MaterialInventory - Raw Material(Blue)(Blue)
Aisles/Tools/EquipmentAisles/Tools/Equipment(Yellow)(Yellow)
Inventory - Non-ConformingInventory - Non-Conforming(Red)(Red)
MaintenanceMaintenance(White)(White)
• First Aid Kits, Eyewash Stations, Safety Posters, Notices
• Good Raw Material Storage - 0.5” or 1” tape on tables, 2” tape on floor
• Main Facility Aisles - 3” tape, Sub-Aisles – 2” tape
• Tools/Supplies/Equipment – 0.5” or 1” tape on tables, 2” tape on floor
• Scrap, Bad Parts, Warranty Materials, Dull Tools
• Repair Tools (used by Maintenance, not Repairs), TPM Materials, Cleanliness (eg.Trash Cans, Chemical Trash Cans, Cleaning Supplies)
Standard 6S Color Code (OECO)
Inventory – Work In Inventory – Work In Process/Finished Goods Process/Finished Goods (Black and White)(Black and White)
• Work In Process Materials/Finished Goods – 0.5” or 1” tape on tables, 2” tape on floor
ESDESDESDYellow and Black (with ESD Yellow and Black (with ESD logo)logo)
• ESD Protection
Homework Assignment
1. What is 6S?
2. Why is 6S important, and why is it usually the first training topic and implementation goal when an organization starts the lean journey?
Continue to work on you team project
Questions? Comments?