1 / 68

Chapter 4

Chapter 4. 5S Paving the Approach to World Class Enterprise. The Lean Enterprise Principles. Lean Enterprise. Workplace safety, order, cleanliness. Flow and Pull Production. Six Sigma Quality. Empowered Teams. Visual Management. Pursuit of Perfection. The workplace is

ronli
Download Presentation

Chapter 4

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 4 5S Paving the Approach to World Class Enterprise

  2. The Lean Enterprise Principles Lean Enterprise Workplace safety, order, cleanliness Flow and Pull Production Six Sigma Quality Empowered Teams Visual Management Pursuit of Perfection The workplace is safe, orderly, and very clean There is a relentless pursuit of perfection Products are built “Just In Time,” to customer rate based demand Member teams are empowered to make key decisions Visual Management to track performance and open the company to all people Six Sigma Quality is built into the product and the process

  3. 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 • A reduction is required floor space • Earlier identification of abnormal situations A system to maintain anorganized, clean, andsafework environment

  4. Why Do We Use 5S? • 5S is a basic, yet powerful tool in the Lean Enterprise • Do not be fooled into thinking it only makes an area look good • 5S enables Lean implementation • The benefits of 5S include: • A safe workplace • Eliminating waste • Standardize processes • Insure a high level of quality • Improves communication

  5. Why Do We Use 5S? • Typically half of all setup time is spent searching for tools and equipment. • Each year 100,000’s hours are clocked as setup time. • Search time is waste. • Cost nearly nothing!

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

  7. The Origin of 5S

  8. Sort Eliminate What Is Not Absolutely Necessary

  9. Sort Don’t wade through stuff you don’t need to do your job No room for sentiment ! - Definitely needed - Maybe needed (Red Tag) - Not needed

  10. Straighten “A Place for Everything and Everything in Its Place” All items clearly marked and identified

  11. Sweep Clean, Inspect and Look for Ways to Prevent Problems and Downtime Before

  12. Sweep Clean, Inspect and Look for Ways to Prevent Problems and Downtime After

  13. Standardize Establish norms and respect them Tidy Friday checklist and unnecessary items bucket.

  14. Sustain • Strict commitment to the process • Special clean-ups for visitors NOT NECESSARY !! To be World-Class we need to “look” World Class • Ideas: • Last 15 minutes • Tidy Friday • Audits • Area Ownership

  15. Lack of 5S • Hides safety problems • 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

  16. The 5S Numbers Game: Round 1 • This sheet represents our current work place. • Our job during a 20 second shift, is to strike out the numbers 1 to 49 in correct sequence. Example: 123

  17. 45 87 33 48 30 72 27 3 69 51 24 21 9 18 57 75 78 54 6 60 36 63 12 15 81 42 39 90 84 66 2 68 53 62 80 77 86 29 74 65 5 41 20 23 56 89 35 44 32 83 8 50 47 17 26 38 11 71 59 14 31 49 61 54 64 7 34 40 16 28 52 58 76 10 22 88 73 85 1 43 4 82 25 13 67 37 79 19 46 70

  18. Round 2 • For our first action, we are going to implement 5S in this area. • The first step of this is “Sort” and so we have removed from the area all the numbers from 50 to 90 which are not needed. • Same rules apply. Strike out numbers 1 to 49 in sequence during a 20 second shift.

  19. 45 33 48 30 27 3 24 21 9 18 6 36 12 15 42 39 2 29 5 20 41 23 44 35 32 8 17 47 26 38 11 14 31 49 16 34 7 40 28 10 22 43 4 1 25 13 37 19 46

  20. Round 3 • Having achieved some improvement, we now need to move onto the next step “Straighten.” • We have installed some racking, and we have organized the items so that with Number 1 in the bottom left hand corner, the numbers are located from left to right and bottom to top - examples 1 in the bottom left, 2 in the middle, and 3 in the top left. • Same rules apply 20 second shift

  21. 45 33 48 30 27 3 24 21 9 18 6 36 42 12 15 39 2 29 32 41 5 20 23 44 35 8 47 17 26 38 11 14 31 49 34 16 7 28 40 10 22 43 1 4 25 13 37 19 46

  22. Round 4 • Now it is time to “Sweep”. • In this example we have a work area that could use some cleaning. It is time to break out the cleaning materials and get a little dirty…

  23. 45 33 48 30 27 3 24 21 18 9 6 36 42 12 15 39 2 29 32 41 5 20 23 44 35 8 47 17 26 11 38 14 31 49 34 7 16 28 40 10 22 43 1 4 25 13 37 19 46

  24. Round 5 • Having now made a significant step forward, we must now “Standardize.” • Since we are dealing with numbers 1 to 49 in sequence, it seems logical to re-organize them in a standard way that makes the completion of the work task as easy as possible. • This should ensure that everyone is able to complete the task (and therefore produce a team score of 49.)

  25. Numbers from 1 to 49 2 4 10 7 8 6 3 5 9 1 16 20 15 17 18 11 19 14 12 13 21 24 25 28 27 22 26 30 23 29 32 31 33 36 37 34 39 40 35 38 42 41 47 44 43 45 49 48 46

  26. Round 6 • To show respect for Standards it is necessary to make the “management” of the area visual. • Returning to our original work area, we have for this assignment two numbers missing. We cannot complete the task without these numbers - so first we have to find them. • Start a clock running and every 20 seconds, tell them how many “shifts” they have been down looking for the appropriate numbers.

  27. 48 45 87 72 33 30 27 3 69 51 21 24 57 9 75 54 78 6 36 63 60 15 12 81 39 90 84 66 53 2 68 80 77 86 62 74 29 65 5 41 20 23 35 32 56 89 44 8 83 50 26 47 17 11 71 38 59 14 31 49 64 34 61 7 28 54 40 16 52 76 58 10 22 88 73 85 1 43 4 25 82 13 37 67 19 79 46 70

  28. Now how much easier is it to find the quality problems? 2 4 10 7 8 6 3 5 9 1 16 20 15 17 11 19 14 12 13 21 24 25 28 27 22 26 30 23 29 32 31 33 36 37 34 39 40 35 38 41 47 44 43 45 49 48 46 Numbers from 1 to 49

  29. 5S Implementation Steps Outline • Prelaunch • Step #1. Form, train, and develop 5S teams • Step #2. Develop the 5S model • Launch • Step #3. Announcement • Step #4. Train the plant in 5S

  30. Step #1 • Take photographs of area • Form, train, and develop 5S grading and 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

  31. Step #2 • Develop the 5S Models: The “Islands of Excellence” using the grading and recognition teams.

  32. 5S Observation

  33. 5S Score Sheet Dept. Name: ___________________ Dept. Number: ________ Auditor: _________________ Audit Date: ______________ 5S Observation

  34. Step #3 • Kick off the 5S implementation: Tell your entire team about the importance, goals, and vision of 5S. • Importance • Establish plant wide discipline and orginization 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.

  35. 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, sort 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.

  36. Step #4 Continued • Sorting using the Red Tag system • A method used to identify 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.

  37. Red Tags are used to identify items when we are not sure if they are necessary or un-necessary Ask the team: Is this item needed? If Yes, in what quantity? If Yes, is this the right location? Once tagged: Place items in holding area Decide if they should be tossed, relocated or returned to area Red Tag Process

  38. Tags

  39. Red Tag Item Disposition List

  40. 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.

  41. 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

  42. 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.

  43. 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 of use • Assign specific individuals to tasks • Designate specific cleaning time

  44. 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 manufacturing and office areas Rule #7. Have regular inspections Rule #8. Have recognition and reward programs

  45. Step #4 Continued • Scheduled clean up (Standardize) • Develop and implement best practices • Use a 5S checklist to identify 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 okay • Yellow – Inventory too high, stop production • Visual Standards • Quality board to record problems • Pictures representing types of defects • Everyone can easily identify defects

  46. 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

  47. 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

  48. 5S must become a part of what you do everyday Create conditions to make it happen Allow time Create awareness Add structure Management support Sustaining 5S is the most difficult step in the process Make it easy for members to hold their gains Utilize visual management Audit the area and provide feedback How Do We Sustain 5S?

  49. Benefits of 5S • Eliminates excess equipment and inventory • Reduced absenteeism • Fewer equipment breakdowns and 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

  50. This should remove any confusion about who and where we are! Use common sense when implementing 5S.... Don’t Go Overboard!!!

More Related