5S The 5 Pillars of the Visual Workplace Continuous Improvements
Improving your Company Each of the 5 pillars is a “structural element” to support and maintain the future improvements within a company. Many do not believe that having a neat and clean environment aids production, however the fact remains that • • • • • •
A neat and clean factory has higher productivity A neat and clean factory is safer A neat and clean factory meets deadlines better A neat and clean factory produces fewer defects A neat and clean factory is less hassle A neat and clean factory isn’t an embarrassment
The 5S Description Original
Trans.
Alt.
Seiri
Sort
Clearing
Removal of all items that are not needed within the scope of current production. E-bay is your friend
Seitori
Set in Order
Arranging
Every tool, bin, pallet should have a place. Shadow boards, tape and paint
Seiso
Shine
Neatness
Ensuring everything in the factory stays clean Both prevention & cleaning routines apply
Shitsuki
Standardise Discipline
Seiketsu
Sustain
Ongoing
The methods used to maintain the gains, not only standard ops, best current practice and actively using ISO are applicable
Ensuring that the gains are held and Improvements continue to be made. Removal of friction and waste
Overcoming Resistance • “Paid to make widgets NOT clean-up” – True most people are paid to make items, however most people are paid to make lots of items. 5S really does give you more production for less effort, bit of a win, win really.
• “Why clean it, it’ll just get dirty again!” – Dirtiness affects many aspects of the work place, it really is worth cleaning up. You can avoid doing other jobs, extending current jobs or have less hassle with 5S.
• “Too busy making to do 5S activities” – Some activities can be “put-off” till later, but like cleaning your teeth, negative consequences will soon occur if left too long
Overcoming Resistance II • Need to create a win-win for staff and company. • Benefits of the company need to be translated into benefits to staff, i.e. – – – –
less hassle from bosses, job-security, increased self-determination, design of workspace and procedures
• Staff have to take ownership rather than have it forced upon them. • Constant nay-sayers and closed negative minds need to be dealt with so they do not “contaminate” others.
Sort Sort corresponds to the principles of JIT: “…only what is needed, in the amounts necessary, as they are required…” Hence when you Sort you remove everything that is not required for current production, this does not mean: • Only items that will definitely not be needed are removed • Items are arranged into neat rows or patterns When in doubt, throw it out
Importance of Sort • •
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Sort creates an environment that is permeable to change and improvement. The goal is to remove obstacles – Problems and annoyances in the work flow are reduced – Communications between staff is improved – Quality improves – Productivity is enhanced – Won’t feel embarrassed taking people around the workplace As the first step, staff will be watching to see if this is just a pet project, to be ignored if production pressure arises.
Red -Tagging RED TAG Category
1. 2. 3. 4. 5.
Raw Material Equipment Tools Other …
Item Name
Imperial Die set
ID Code
123abc
Dept/cell
Lock set cell
A red tag “holding” area acts as a buffer to store items away from the workplace that are not required in current production. Each item has a red tag with the date of when the item was placed in storage, necessity of item storage is reviewed by date.
Date in Name … …
Both local and global red-tag areas are useful to store items that are used in different areas.
Interactive bit • Give me three examples of areas that could benefit from sorting, the area may be: – Unsafe – Claustrophobic – Require an indirect route between stations – Have lots of “piled up stuff” – Require tools, which are always somewhere else
Set in Order Once SORT is complete, Set in Order ensures that the items necessary for current production are: • • • •
Optimised in positions / order for current production Labelled correctly and clearly so anyone can use the area Standardisation becomes the norm, with Visual controls inform staff of standard procedures, item areas and volumes, WIP status etc…
Implementing Set in Order Set in Order has two distinct steps •
Deciding appropriate locations for items – – –
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Storage of items, eliminating waste in pick & replace Eliminate waste in variety of items Eliminate excess motion in operations
Identifying those locations – – –
A sign board, clearly labelled Floor paint (use tape first) to flow work optimally Decide on strategy, of colours, logical text, standard items
Sort and Set are Fundamental • Without having these two pillars fundamentally understood and practiced the remaining pillars and future improvements will prove difficult (impossible?) to implement and maintain. • Be ambitious in the application of the techniques necessary to adopt a Sort and Set environment.
Interactive bit • Discuss two areas where production is frustrating • Do the tools keep going missing, or do you have to wait for them to become available. • Do operators zig-zag around the area and/or get in each others way • Do you have to stretch or bend awkwardly • Is the process confusing either in number of similar parts or difficult equipment
Shine •
The clean-up stage everyone associates with 5S, but Shine encompasses more than that.
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Shine also infers that equipment is kept in tip-top condition
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Cleaning is also moved from a quarter or yearly end thing to do, to an every day 5 or 10 minute activity.
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Many safety issues are undertaken in the Shine pillar.
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Paint (and light) is your friend, Builders magnolia is cheap and plentiful!
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Automating the cleaning process is beneficial, Henry Ford had automatic vacuum cleaners.
Systematic Shine Procedure •
Targets need to be set for the daily routines.
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These targets are separated by – Warehouse items – Equipment & resources – Work floor area
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Specific activities are assigned to given areas & individuals
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Time and methods are determined for Shine activities; inspection prior, activities during and activities after a shift are identified.
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The tools utilised during a shine activity are given the sort and set methodologies
Shine Incorporates Inspection (Later!) • Later, shine activities incorporate inspection. • By combining the cleaning and inspection checklist, operators use their own familiarity with equipment to diagnose problems. » Like the shine checklist, the combined list has set pre, during and post activities & targets » Obviously this is done as safely as possible » Poka-yoke techniques can be used to ensure that equipement cannot be started unless specific checks have been done in order. » This combined checklist only occurs once the shine activities are completely engaged.
Interactive bit • What areas of the factory are the dirtiest and/or are depressing to work in – An area that is just a sty, does anyone have responsibility for this area – An area that is gloomy with dark drab colours and poor light – Have windows been boarded up rather than repaired – Have the plastic windows fogged to smokers finger yellow – If you dropped something on the floor, would it immediately be obvious that a bad part had been made or that a machine was missing a vital comp.
Standardise (Schedule) • By maintaining the gains made from sort, set and shine, we have effectively standardised them. • The main goal is to avoid going back to the bad old days by ensuring that daily activities are sufficient to maintain the status quo. • Effectively turn the first 3Ss into a habit
Who does what? • Who does what is important, people need to understand, what to do , when to do it, where and how. 5S Job Cycle Chart
Name:
Dept:
Date:
No
5S Job
CONTINUOUSLY DAILY(AM) DAILY(PM) WEEKLY MONTHLY SortSet Shine Standardise Sustain 1 2 3 4 5 6 7 8 9
Red-Tag (company wide) Red-tag (cells / lines) Inventory check Tool check Wipe area Vacuum area Machine Clean Inspection (Ops) Degrease work area etc
• Supervisors need to play a major role in ensuring these happen.
Interactive bit • Discuss – A daily five minute routine that “rounds up a days work” – A weekly routine that makes the work area, MD visit friendly. – Do the work areas require a blitzed effort to make them really clean or can several shine activities over the coarse of 2 or 3 months make it that way. – Can the sort, set and shine activities be integrated into current work
Integrating 3S duties into normal work •
In order to get to 5S, the 3S duties need to be integrated into normal daily duties.
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Otherwise 3S duties will only be carried out as 3S conditions are seen to be slipping
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Supervisors have to ensure that Visual 5S and Five-Minute 5S actions are undertaken by staff and that the necessary equipment, time and any required resources are available to perform those duties.
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Supervisors, team leaders & the 5S patrol ensure that the duties are being undertaken regularly
Visual 5S • The goal is to make visual 5S status obvious at a glance • After 5 minutes (almost) anyone can ascertain if the area is under control and meeting performance targets • Hence – – – – –
What (where) are the performance targets, Where do parts in and out go, What are the previous and next steps Are all the tools available What are the process steps and safety procedures
Five minute 5S Five Minute 5S Area: Keying Assm
Contact: Joe Suggs
Sort
Remove unwanted tooling (red tag to holding area)
Set
Mark out product variants (floor tape from Joe)
Shine
Degrease banjo press (gloves, solvent from Joe)
Standardise
Why is banjo press greasy, Why are variants mixed
Sustain
Who is/are responsible for press
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Similar to five minute shine activities this activity covers all the pillars rather than just the one.
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Generally Five minute (could also be ten minute) 5S will be kicked off by some sort of problem seen from Visual 5S.
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Similar to a 5 minute shine activity, a routine 5S board or sheet with activities on it is produced.
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The 5 activity sheet can be generated by the 5S patrol, supervisors and team leaders as part of a gap analysis.
Asking why • Fighting fires is OK / fighting fires already put out is not • Prevention of repeated problems needs to be tackled, this is the removal of friction that defines a Lean company. • Hence permanent sort, set and shine leads to permanent standardisation. • By asking why 5 times the underlying cause is determined and can then (hopefully) be prevented.
Preventing 3S failure • The strategies of JIT are especially applicable: – Only what is needed – In the correct amounts – As required
• Poka-Yoke techniques to ensure that errors do not occur are needed • FMEA techniques allow us to discover how initial SET conditions can be lost, we can also record what does go on as part of the patrols and rectify them through five-min 5S. • Elimination of equipment, tooling can also be used to obtain permanent 5S, Design for X techniques are more than often req’d.
Interactive bit • Select a particular area and product, using the 5 whys – Can any activities requiring tooling be changed to just hand operation – Can dust, swarf etc be collected using chutes and buckets – Do parts arrive in the correct order, use the 5 why nots
Sustain • Without discipline to sustain 5S, the previous status quo of muck and madness • Discipline is a bad description, making 5S a habit is more accurate • The Sustain pillar differs from the previous 4 in that it is not directly measurable not implemented through a set number of techniques • It differs from the 4th pillar by winning hearts and minds and getting staff to want to apply best practice.
5S is only one form of Continuous Improvement • 5S forms part of the bigger picture of best practice and the Lean or JIT implementation • 5S should form part of a change program that – Is right for your company – Acts as a part of distinct improvement program – Many areas are merely reinterpretations of best practice (i.e. minimise WIP and Inventory)
Interactive bit • What should the company do to encourage 5S take – up (other than cash) – Tickets to an England match game if the 5S targets are met? – Holiday vouchers if targets met? – Suggestion…
• What should be done to those who are ruining it for others – ?
Typical Implementation • • • • • • •
Plan a course of Action Educate those involved Initial Evaluation on the area Start 5S in an area Measure the results Maintain the gains Role out to other areas
Comments • 5S is a gradual process • It is necessary for everyone to get involved • 5S shows efficiency over time, hence its important to get before and after pictures. • Deal with resistance quickly, take time to convince negative opinions and deal with them sooner rather than later.
More Comments • Managers team leaders need to understand and be convinced and committed to 5S. • The principles of Kaizen are taught to aid in this understanding. In turn later to the 5S implementors • The 5S improvement is initiated by breaking the factory down into logical teams, headed by a 5S champion of above. • Senior management need to take and be seen to take a hands on approach, they also inform on the fundamental 5S rules that now apply.
Even More Comments • Over a set period, say 1 S/month each team has to turn ideas into reality. • A 5S patrol regularly checks 5S progress, based upon checklists and evaluation sheets. • The patrols members rotate to include members from different teams. • A form of recognition is provided to those areas that score the highest in the patrols checks. This therefore requires that goals to be set for 5S achievements • A 5S coordinator deals with specific issues, equipment & consumables purchase for example, training etc
Don’t it stop • The final goal of the 5S programme is to turn what is at first, a new project into an everyday activity. • The goal of the 5S coordinator, management & senior staff and patrols is to make this come about. • Any slip or twist to the 5S system will tell shop floor staff that seriousness is not the order of the day. A firm hand is required to steer the company where you want it to go. • Management who fail to adopt the 5S strategy should be dealt with firmly and quickly.
Most important point • Supervisors are key to ensuring that 5S occurs on the shop floor • Without giving them the clout and training to realise change, 5S implementations will (always?) see-saw from 3S to the bad old days.