Lean Solutions for the Real World !

1. 5S Training Module The Foundation Lean Solutions for the Real World !

2. S S crub implify S S traighten tandardize S elf discipline

3. Murli & Associates Outline • What is 5S and why do it? • The origins of 5S • The 5S’s • CCM examples (the great, the good, the opportunity)

4. Why do it?What is the Quality of Work at this Facility?

5. Why do it?Do you trust this Process?

6. What is 5S and Why do it? • A way of organizing the work space so that it is more efficient • A way of creating a “visual” environment where the abnormal is clearly distinguishable from the normal • A sales tool that makes your work areas present themselves to your customers in the best possible light • A way of establishing the leadership and discipline necessary to implement the rest of Lean

7. WHAT IS 5S AND WHAT IS ITS PURPOSE ? • To provide an on-going system that instills a discipline to create, improve, and maintain a clean, well organized, and safe work environment. • The cleaner, more organized, and more self-regulated, the better the safety, quality, and productivity,.

8. Murli & Associates What is 5S and Why do it? A way of establishing the leadership model necessary to implement the rest of Lean. It’s the simplest of all the Lean processes but yet it can be the hardest ALL LEAN EVENTS BEGIN AND END WITH 5S!!!!

9. THE ORIGINS OF 5s • Born out of a scientific curiosity if there was a reason to keep factories clean besides “frivolous appearance” • Hiroyuki Hirano was first to study the linkage in depth • He studied hundreds of factories he documented workplace cleanliness, organization and self-regulation by utilizing a scoring method that later became the basis for the 5S’s • He found strong statistical correlation between high scores and favorable quality, service, and cost

10. Murli & Associates Outline • What is 5S and what is its purpose? • The origins of 5S • The 5S’s

11. S The First “ ”…(Simplify) • Also Known as “Clearing Up” • Meaning:Distinguishing the Necessary From the Unnecessary and Eliminating the Unnecessary! • Only Store Those Items Absolutely Necessary • for Work Area…. • - Items Used Very Frequently • - Items Being Used on Current Production • Remove Items That are Used Only Infrequently • Remove Items That Have No Value 08.0.5

12. SIMPLIFY - RED TAGGING • Red Tagging • Red Tagging is a tracking process to provide visual identification of unneeded items. • After all obvious items have been thrown away, remaining items are “red-tagged” to assure proper disposition. • As items are dispositioned “receipts” are removed from the board

13. S The Second “ ”...Straighten • Also Called“Neatness” or “Organization” • Meaning:Establishing a Work Area Where it is Easy to Obtain What is Needed in a Minimum Amount of Time • The Second “S” Promotes: • Neatness • Efficiency • Productivity • Organization

14. Straighten

15. S The Third “ ”...Scrub • Also Known as “Cleaning” • Meaning:Eliminate Trash, Filth, and Foreign Matter from the Workplace • Creates a Better Working Environment for… • Workers • Customers • Cleaning Activities Develop Team Work and • Team Spirit • The White Glove Test….

16. Scrub Acceptable levels of cleanliness in the work place Look up as well as down!

17. Scrub Acceptable Not Acceptable

18. Scrub Acceptable Not Acceptable

19. Scrub Acceptable Not Acceptable

20. Acceptable Not Acceptable

21. S The Fourth “ ” Stabilize • Meaning: Visual Management • Standard Cleaning • Where? Who? When? How Much is • Enough? • Standard Inspection • Every Day • Daily Checklist • Standard Instructions • Method Sheets with photographs • Procedures • Visual Controls LEADERSHIP!

22. S Self Dicipline (5th “ “) • Meaning:Doing the Right Things as a Habit • or Matter of Course • Discipline: • Validates and Supports the Other “S”’s • Rules: • The Organization Creates “Rules” to be • Followed by All • The Rules are Practiced Until they Become • Habits • Culture: • Culture is Developed Through the Existence • of Habits • The 5S Culture is the Ultimate State for a Factory • It’s the Responsibility of the Individual as well as the Team LEADERSHIP!

23. Self Discipline Acceptable Not Acceptable

24. Leadership • All of Lean depends on executing lots of simple processes in a standard fashion • Leadership is a necessary component of maintaining standard work. • It’s absolutely not OK to let Standard Work Slide even for one minute • 5S is the simplest of all Standard Work. If you can’t do this then you can’t do Lean!!!!

25. Murli & Associates Outline • What is 5S and why do it? • The origins of 5S • The 5S’s • CCM examples (the great, the good, the opportunity)

26. Plant Zones The plant is broken up into zones which are of manageable size for one person to keep track of A simplified map of the plant is posted near the entrance to the building The red dots show where zone control boards are located in the factory

27. STATUS BOARDS • Plant level board breaks up facility into zones • Managed by the Campaign Leader • Zone boards break up areas into smaller work areas • Managed by the Zone Team Leaders • Zones are broken up into cells • Managed by Section Leaders

28. Plant Control Board Zones Shows status of all zones in the plant Posted next to the plant zone map Each “S” has a specific color code As a zone achieves an “S” it gets colored in with the proper color code

29. Zone Control Board Each zone is controlled by a zone leader and further broken down into sub zones Zone Control boards are identical to plant boards but smaller in scope

30. STATUS BOARDS PLANT Control Board Zone Control Board Plant Zones Sub Zones

31. TRACKING & CONTROL

32. AUDIT PROCESS • All zones must complete an “S” stage before any of the rest of the plant will be allowed to move on to the next “S” • There is a Zone Leader for each zone • Audits are done weekly • Take no more than one hour (much less if possible) • Are done on the same day and time each week to facilitate scheduling • A score of 4 or more is needed to certify each “S”

33. Date_________ FIVE S’s SCORING SIMPLIFY STRAIGHTEN SCRUB STABILIZE SUSTAIN Employees are A dependable, Area employees Everyone is continually There is a general appearance continually seeking documented method has have devised a seeking the elimination of of a confident understanding LEVEL improvement been developed to dependable, waste with changes of, and adherence to, the 5S 5 opportunities. provide continual documented method documented and principles. A culture of cleanliness and orderly maintenance of the workplace Is expected by everyone evaluation, and a of preventive cleaning information shared. Focus on process is in place to and maintenance. Prevention implement improvements. A dependable, A dependable, 5S agreements are Standard work is consistently followed on all shifts The workforce is actively engaged in driving continuous improvement In 5S scores documented documented method has understood and LEVEL method has been been established to practiced continually. 4 established to keep recognize in a visual the work area free sweep if items are out of Focus on of unnecessary place or exceed quantity Consistency items. limits. Unnecessary items Designated locations are Work/break areas Visual control and standard work is in place and proven out Weekly 5S reviews are conducted reliably by the plant manager and others. Feedback Is being acted on have been marked to make and machinery are LEVEL removed from the organization more cleaned on a daily 3 workplace. visible. basis. Visual controls have been Make it visual established and marked. Cumulative Improvements Necessary and A designated location Work/breaks areas Methods are being A recognizable effort has been unnecessary items has been established for are cleaned on a improved but changes made to improve the condition LEVEL are separated. items. regular scheduled haven‘t been documented. of the workplace. 2 basis. Key Items to check have been Focus on identified. Basics Needed and not Items are randomly Work place areas are Work place methods are Work place checks are needed items are located throughout the dirty, disorganized not consistently followed randomly performed and there LEVEL mixed throughout work place. and key items not and are undocumented. is no visual measurement of 5S 1 the work place. marked or identified. performance. Just Beginning Event was carried out but improvements have since deteriorated Event was carried out but improvements have since deteriorated Event was carried out but improvements have since deteriorated Event was carried out but improvements have since deteriorated Event was carried out but improvements have since deteriorated LEVEL 0 Back Sliding Total __________ + __________+ ___________+ ____________+______________ = ________

34. AUDIT PROCESS • Zone Leaders rotate each week • At the end of the hour the Zone Leaders meet and present findings • Meeting facilitated by the 5S champion • Meeting attended by senior manager on site and direct reports • The 5S champion conducts independent audits and takes digital photographs of unacceptable conditions • Photos are projected during the report out meeting

35. AUDIT PROCESS

36. AUDIT PROCESS • When a Zone Leader declares a zone ready for the next “S” the 5S champion conducts over inspection no sooner than three days later • The zone status board is updated accordingly • If a zone back slides a finding is written up and must be corrected within 24 hours and signed off by the shop foreman, the 5S champion, and senior site manager

38. Murli & Associates Outline • What is 5S and why do you do it? • The origins of 5S • The 5S’s • The process structure • Leading 5S implementation

39. How do you Implement? • Initial all employee communication by the senior manager on site • Show photographs of what is unacceptable • This is the first step, and the most important step in the Lean transformation • Established the visual workplace and the discipline necessary to carry out the more complex processes that are to come • Follow up with mass communication visuals • Posters

40. How do you Implement? • Select 5S champion • Select Zone Leaders • Establish Audit day and time • Clear calendars to support managers attending report out meetings

41. 5s Posters put up on the same day as kick off Multi level Plant General Work area Specific What is it? A key fundamental Lean element A 5 step process that: Establishes a Visual Work Place Creates a more pleasant and safer work place Keeps things used most frequently close at hand Results in a more efficient work space Is conducive to higher quality work 1s 2s 3s 4s 5s

42. Murli & Associates 5s IMPLEMENTATIONLEVEL I PLAN SIMPLIFY STRAIGHTEN SCRUB STANDARDIZE SELF DISCIPLINE 0M 1M 2M 3M 4M 5M 6M

43. 5S Champion Responsibilities • Coordinate activities for Zone Team Leaders • Roll up zone accomplishments and update Plant Status Board • Validate “S” accomplishment level • Facilitate weekly progress meetings • Provide necessary tools for each stage of implementation

44. Zone Team Leader Responsibilities • Coordinate activities for their respective Zones • Roll up section activities • Audit zones as per schedule • Update their zone board • Attend weekly meeting and report audit results for assigned zone

45. How do you Implement? • Use each “S” attainment as an excuse for all employee meetings • Congratulate the plant on achieving the last “S” • Special thanks for people who went above and beyond • Explain the next “S” • Explain the progress the plant is making

46. How do you Implement? • At the achievement of each “S” remove the specific posters and post the next “S” poster • Simple messages repeated over and over internalize information

47. How do you Implement? • Use every walk through the facility as an opportunity to further instill the dicipline. • NEVER WALK BY TRASH WITHOUT PICKING IT UP! NOT EVER. • Initially plan for extra time in your schedule to deal with violations • Demonstrate the importance of this process by taking the time to correct what you see

48. SUMMARY • 5s Is much more than a clean up effort • It makes the business more efficient • It improves quality • It establishes the discipline necessary for leadership to manage the more complex lean tools

49. RememberLean Is: Which of these does 5S help with? • Find a problem • Fix a problem • Prevent it from coming back • Go back to step 1!

50. Now it’s up to You! Attitude is Critical: • “If you think you can or you think you can’t, chances are you’re Right.” • Henry Ford