Introduction to 5C

1. Introduction to 5C TOTAL QUALITY MANAGEMENT 5C

2. OBJECTIVE: To raise the level of understanding on the practical application of 5C within the workplace Why: In order that employees can apply & transfer that learning into their own areas of responsibility How: By a practical step-by-step training approach Application of 5C

3. What is 5C? • Structured approach to the application of: - Housekeeping - Associated improvement activities • It focuses activities towards: - Improving the workplace: health & safety, quality & efficiency - How we operate within it - Eliminate waste in all its forms

4. To create a cleaner, safer & more cost effective company by: Removing unnecessary items in the workplace Controlling/labelling stock inventories & essential items Standardisation in the workplace Identification of potential safety hazards Why Apply it?

5. Considerations It requires: • A disciplined approach to make it happen • Visual involvement & commitment from all • Maintaining all areas, not just the shop floor • Recognition of a journey, not a race - Not everyone will be committed!

6. 5C Considerations Commitment to 5C: Why will people not be committed? What can we do about it? • - EDUCATION • - INVOLVEMENT • - COMMUNICATION

7. CLEAR OUT - Remove unnecessary items CONFIGURE - Layout - agree storage spaces CLEAN & CHECK - arrange daily cleaning routines CONFORMITY - Maintaining a spotless workplace CUSTOM & PRACTICE - day to day operation of the newculture in the workplace What Are The Elements Of 5C?

8. This came from the Japanese who use 5S: CLEAR OUT (Seiri)- Remove unnecessary items CONFIGURE (Seiton)- Layout - agree storage spaces CLEAN & CHECK (Seiso)- arrange daily cleaning routines CONFORMITY (Seiketsu)- Maintaining a spotless workplace CUSTOM & PRACTICE (Shitsuke)- day to day operation of the newculture in the workplace Where Did 5C Come From?

9. CLEAR OUT! Where Do You Start?

10. Date Description Location What Are The Elements OF ‘Clear out’? • 1. CLEAR OUT - remove unnecessary items • Photograph the area prior to starting • Identify unnecessary items & apply ‘red tag’ • Apply tagging rules • Deal with tagged items • Eliminate defective items & dead stock

11. The term ‘unnecessary items’ means: ‘things that are not needed for current production’ As soon as an unnecessary item is found it should be identified with a red tag & moved to the appropriate area Retain any item to be used within the next month according to the current business requirement - tag everything else Red tags are to draw attention to items: - that must be actioned upon - which should also remind people of safety & cost Clarify WHY red tag has been attached & decide on action! Date Description Location Red Tag Process

12. Allocate a place for everything Ensure all areas are clearly identified e.g. gangways, work areas, etc. Establish rules to keep everything in place Arrange items for quick access when required, in the quantity and quality required Eliminate searching, organise the workplace Where now? - Configure

13. 2. CONFIGURE - Assigning storage spaces Visual identification within the workplace Standardisation of storage - KEY - ACCESS TO ANYBODY, IMMEDIATELY What are the elements of Configure? • 3 POINTS 1. Can see 2. Can take out 3. Can return • 3 KEYS Fix position Fix items Fix quantity - Where? - What? - How many?

14. But Everywhere’s Dirty! Dirt can create hazards! Cleaning can identify problems!

15. 3. CLEAN & CHECK - Consolidate daily cleaning Decide what to clean Decide who is in charge of each cleaning task Decide on cleaning methods Prepare cleaning tools & equipment Implement cleaning What are the elements of Clean and Check?

16. Maintaining 5C – Monitor and Audit Example of production workplace Audit Chart

17. Ensure cleaning procedures are maintained Ensure everyone is involved & knows how to maintain standards Remember SAFETY is the prime concern Ensure improvements are displayed & everyone knows Develop ownership & pride in our workplace Keep It Neat And Tidy What can be done to prevent accidents & untidiness?

18. 4. CONFORMITY - Maintain a perfect workplace Maintain established principles Review checkpoints - no unnecessary items - Stocks & tools are accessible - Cleaning being carried out Develop an organising checklist Agree a frequency of checking, responsibility & follow up action procedures What are the elements of Conformity?

19. How Can We Improve 5C? • APPLY all 5 steps of 5C • MONITOR & review frequently & consistently • OWN your own workplace • WHEN you make improvements: “SHOUT IT!” - take pride in achievements • DON’T STOP continuous improvement Teamwork

20. What are the elements of Custom and Practice? 5. CUSTOM & PRACTICE • Visual control • Take more photographs • Create an auditing mechanism appropriate to the area being checked • Establish action/audit patrols - every area, regularly & publish results

21. Maintaining 5C - Don’t wait until it’s too late! • DON’T WAIT UNTIL IT’S TOO LATE! • REGULAR CLEANING • ORGANISE & MONITOR

22. Apply 5C in a step-by-step approach Ensure clear communication before starting activities Ensure ownership is established & understood Ensure involvement of the people in the area Set standards at each element before progressing Remember 5C is the responsibility of all, not just the few! An ongoing improvement activity – ‘a way of life’! Summary Approach