Workplace Organisation

1. Continuous Improvement Improvement Activity Management Support Communication & Teamwork Standardised Work Visual Management 8 Wastes Workplace Organisation

2. Value Adding: Any work that changes the nature, shape or characteristics of the product, in line with customer requirements e.g. Mixing / Packing (Maximise) Waste: All unnecessary work. ELIMINATE ! Non Value Adding: Any work carried out,which is necessary under current conditions but does not increase product value e.g. Inspection, FLT driving, Maintenance(Minimise) The Divisions of Work

3. Operator Time WASTE VA NVA Eliminate Minimise NVA VA More resources available for other activities The Aim of 8 Wastes Activity To raise the ratio of Value Added operations to Non-value Added and Waste

4. 8 Types of Waste T I M W O O D S Transportation Inventory Motion Waiting Overproduction Over-Processing Defects Skills

5. Transportation: Unnecessary moving or handling. Characteristics: Documents going from desk to desk or system to system. Benefits of reducing transportation: Less chance of lost information

6. Inventory: Large amounts of stock or work stored in the area Characteristics: To many supplies, order, PO’s or emails Benefits of reducing inventory: Less money tied up. More space to operate in Items you actually need are available

7. Motion: Any unnecessary or excessive walking, bending, turning and reaching. Characteristic Walking to the printer, fax, searching for paper, people of information, sorting papers, orders, invoices, etc Often caused by a badly organised work environment. Benefits of eliminating motion waste: Better environment. Less work related injuries and absence. More productive work environment

8. Waiting: Inactivity during work cycle Characteristics: Tends to occur where there is a poor balance of work. Signatures, returned phone calls, on-time arrivals (meetings). Benefits of eliminating waiting time: Better utilisation time. Less boredom.

9. Overproduction: Producing more than the customer requires at that point in time. Characteristics: Reports (same info on Multiple reports, reports not read, excess data entry, PowerPoint presentations) Benefitsof eliminating overproduction: Saves time People feel valued for their efforts

10. Over-Processing: Unnecessary or complicated processes. Characteristics: Signature collection, emails bouncing around, interruptions, electronic copies and hardcopies, re-reading emails, Multiple log-ins, passwords Benefits of eliminating process waste: Eliminate cost of unnecessary processes. Improved flow of information Increased availability people

11. Defects : Poor standard of work or rejects Characteristics: Incomplete information, business cases without the proper supporting information, etc. Benefits of eliminating defects: Faster decision making Better decision making

12. Skills: People not fully utilised. Characteristics: People working on the same thing, people used as machines, no improvements. Benefits of eliminating skill waste: Ability to take on more improvement activity

13. 8 Types of Waste T I M W O O D S Transportation Inventory Motion Waiting Overproduction Over-Processing Defects Skills

14. 5S – Workplace organisation

15. 5S 5S Refers to the 5 stages of workplace management It is the basic housekeeping discipline for lean, It improves Safety, Quality and Efficiency Sort Set in order Shine Standardise Sustain

16. What It is • It’s a place for everything • It is a structured disciplined approach to “keeping things where they should be” • It is about making your job easier • Cleaning and checking • It does apply to everyone • It does require a different way of thinking • It is a good place to start and is the least complex of the lean tools

17. Why do we need 5S ? • Creates a safe working environment • Organised, efficient working environment • Establishes team ownership and pride of their work area’s • Basis of control to spot abnormal conditions • Foundation for continuous improvement • First step to preventative maintenance • Nice place to work

18. 1st S - Sort

19. 1st S – Sort • Record condition of work area prior to activity • Create a safe clearout area • Remove all items into clearout area • Dispose of items that are definitely not required • Assess condition and record item in safe area • and red tag • Define clear out area review period Be Brave, It’s your work area.

20. Pre Sort Pictures

21. 5S – Red Tag • Red tags are used throughout the 5’s process and are raised for items that are • Safety Critical • Quality Critical • Homeless • Broken • Red tags should be logged, eliminated and monitored

22. 2nd S – Set in order

23. 2nd S – Set in order • A place for everything and everything in it’s place • Make it easy to do the right thing • Make hard to do the wrong thing • Use common tools for different jobs • Drive visual displays to promote standardisation • Set a new standard for your work area • Position essential items individually in the workplace considering- • Safety • Frequency of use • Distance travelled

24. 2nd S – Set in order

25. 3rd S - Shine

26. 3’s - Shine • Manually clean and check the workplace • Sweep floors, wipe machinery, tools, computers and furniture • Check for defects, faulty or worn parts, loose or missing nut and bolts • Check warning lights and emergency stops • Raise red tags, monitor and progress to eliminate

28. It’s not easy !!! First three S processes are easy as people like doing!!!!! The last next two are hard to embed, It is about challenging the team to drive ownership We need to drive the principle of Who When Where Drive individual responsibility for maintaining workspace’s

29. 4th S - Standardise

30. 4th S – Standardise • Develop standard procedures for cleaning and maintaining all work areas • Develop Audit process that is easy to maintain • Use visual standards and controls • 5S Communication board (bragging) • 5S Control board • All work to the same standard • Support each other to do the right thing

32. 5th S - Sustain

33. 5th S - Sustain • Every employee follows the rules, understands the benefits and contributes to the improvement • Cascade the know how to the whole organisation • Training • Induction • Everyone must share the attitude that cleanliness is critical • All must commit to running the program as a daily routine • Drive a challenging culture. • This cannot be a one time effort – It must be behavioural

34. 5th S – Sustain • Identify root cause of repeat red tags • Training in 5S • Practical refresher activities • Management support • Resource • Time • Encouragement • Involvement • Recognition of team for good improvement

37. Any Questions ?

38. Good Visual Management needs no interpretation and provokes a reaction!

39. Visual Management The colour coding and labelling on the pumps show me which type of fuel is available & to make sure I put the correct type in.

40. Visual Management The display shows me the cost & quantity of fuel I have put in and the price per litre.

41. Now I need to pay for the fuel. The pump number makes sure I pay for my fuel. Not some one else's. Visual Management