Chapter 4

1. Chapter 4 5S

2. What are the 5S’s? • They are the keys to workplace organization, housekeeping, and visual management. • Simple and produces: • Increase in quality • Increase in productivity • Cleaner workplace which produces a safer workplace • Earlier i.d. of abnormal business situations IT-465 Lean Manufacturing

3. Waste • Waste is anything other than the MINIMUM amount of people, time, equipment, material, parts, and space required to ADD VALUE to the product. • The 5S’s apply everywhere. IT-465 Lean Manufacturing

4. The 8 General Types of Waste • Scrap/Rework/Remake • Transportation • Motion • Waiting Time • Inventory • Overproduction • Overprocessing • Underutilized Human Resources IT-465 Lean Manufacturing

5. The 5S’s • Sort • Proper arrangement • Straighten (Store) • Orderliness • Sweep (Shine) • Cleanliness • Schedule (Standardize) • Cleaned up, standardized. • Sustain • Discipline, practice and repeat. IT-465 Lean Manufacturing

6. The Origin of 5S IT-465 Lean Manufacturing

7. Lack of 5S • Hides safety problem • Creates waste • Limits a company’s ability to satisfy their customers. You never get a second chance to make a first impression. World class facilities develop beginning with the 5S’s, and facilities that fall, fall apart beginning with the 5S’s (Hiroyuki Hirano) IT-465 Lean Manufacturing

8. Implementing 5S 5S Implementation Steps Outline • Prelaunch • Step #1. Form, train, & develop 5S teams. • Step #2. Develop the 5S model • Launch • Step #3. Announcement • Step #4. Train the plant in 5S IT-465 Lean Manufacturing

9. Implementing 5S • Step #1. Form, Train, and Develop 5S Grading/Recognition Teams. • Rule #1: Leaders must lead. Everyone must be involved. Applies to the office and the shop floor. • Rule #2: Everyone must be trained in 5S IT-465 Lean Manufacturing

10. Implementing 5S • Step #2. Develop the 5S Models: The “Islands of Excellence” Using the Grading/Recognition Teams. IT-465 Lean Manufacturing

11. Implementing 5S • Step #3. Kick Off the 5S Implementation: Tell Your Entire Team About the Importance, Goals, and Vision of 5S. • Importance • Establish plant wide discipline & org baseline that supports all improvement activities. • Goals • Improve safety & pride in the work place. Improve quality and productivity. • Vision • “Islands of Excellence”, World Class Enterprise. IT-465 Lean Manufacturing

12. Implementing 5S • Step #4. Train the Entire Plant in 5S. • Sorting, proper arrangement. • Improved safety • Improved communication between team members • Smoother work flow • Improved quality and productivity • Clearly distinguish between what is needed and what is not needed. • “When in doubt, move it out” • Rule #3. Facility environmental, health, and safety procedures must be followed at all times in the cleaning, moving, and disposal of equipment and material. IT-465 Lean Manufacturing

13. Implementing 5S • Step #4 Continued. • Sorting using the Red Tag system • A method used to i.d. items that are found in the work area, but their use and need are unknown. • Red Tag Procedure • Dedicate a red tag storage site • Look at all items critically, then place tags • Record all tags on log sheet • Give all users and shifts 48 hours to review • Move items to red tag storage site • Management review in one week • Make a list of tools that are required, but not available. • Rule #4. The Red Tag System is for one-time use only; it is not an ongoing crutch for future clean-ups. IT-465 Lean Manufacturing

14. Implementing 5S • Step #4 Continued. • Straighten, orderliness. (Store) • Improved safety • Improved quality • Improved productivity • A place for everything, and everything in its place. • Rule #6. Use a ceiling-down strategy. The first straighten and sweep begins with the ceilings, walls, and floor. IT-465 Lean Manufacturing

15. Implementing 5S • Step #4 Continued. • Straighten, orderliness. (Store) • Organize everything that remains • Make locations visible and self-explanatory. • Designate storage locations for everything • Tools • Gauges • Cleaning supplies • Job aides, information sheets, etc. • Keys to organization • Visual controls • Immediate retrieval • Immediate return IT-465 Lean Manufacturing

16. Implementing 5S • Step #4 Continued. • Sweep, cleanliness. (Shine) • Improved safety • Improved team morale and ownership • Improved quality • Reduced equipment downtime • Sweep the floors, wipe off equipment, paint if necessary, and make sure everything stays clean. IT-465 Lean Manufacturing

17. Implementing 5S • Step #4 Continued. • Sweep, cleanliness. (Shine) • Three Phases of Shine • Daily cleanliness • Cleanliness inspections • Cleanliness Maintenance Attach a maintenance card (or TPM Card) to identify the problem. • Keys to Cleanliness • Must be done on a regular basis • Cleaning tools and supplies available at point od usage • Assign specific individuals to tasks • Designate specific cleaning time IT-465 Lean Manufacturing

18. Implementing 5S • Step 4 Continued: • Schedule, Cleaned up. (Standardize) • Improved safety • Improved team morale and ownership • Pave the path to step #5, Sustain. • Standardize and maintain the use of sort, straighten, and sweep. • Develop 5S activity checklists for all mfg and office areas. • Rule #7. Have regular inspections. • Rule #8. Have recognition and reward programs IT-465 Lean Manufacturing

19. Implementing 5S • Step 4 Continued: • Schedule, Cleaned up. (Standardize) Develop and implement best practices • Use a 5S checklist to i.d. what will be done, who is responsible and when the task is to be done. Visual Workplace – Color-coded Zones • Red – Inventory too low, re-order • Green – Inventory level ok • Yellow – Inventory too high, stop production Visual Standards • Quality board to record problems • Pictures representing types of defects • Everyone can easily identify defects IT-465 Lean Manufacturing

20. Implementing 5S • Step #4 Continued. • Sustain, Discipline • Improved safety through better housekeeping • Improved team morale and ownership • Reduced overhead costs. • Practice and repeat these procedures until they become a way of life throughout the entire company. • “Sustain” is the discipline or rope that ties the other 4S’s together. • Rule #9. 5S has to be self sustaining. IT-465 Lean Manufacturing

21. Implementing 5S • Step 4 Continued: • Sustain, Discipline • Continue to sort, store, shine, standardize, and sustain the work area. • Companywide promotion of discipline • Make properly maintaining correct procedures a habit: • Use inspections/audits by top managers to evaluate each workstation and to provide feedback. • Chart the audit scores on a visual display board to show progress/deterioration IT-465 Lean Manufacturing

22. Implementing 5S Chart production schedules and team improvements • 5S Benefits • Eliminates excess equipment & inventory • Reduced absenteeism • Fewer equipment breakdowns & longer life • Better understanding of equipment conditions • Fewer defects and higher quality • Defects are made obvious • Efficient and effective organization • Saves time, cost, and makes workplace easier to maintain • Improves production schedules • Motion and waste reductions IT-465 Lean Manufacturing

23. Implementing 5S Summary • Improve Visuals • Brainstorm better visuals • Photograph completed area • Create a “to do” list • Conduct final 5S Audit using scorecard • Assign ownership of completed area IT-465 Lean Manufacturing