Learning Objectives
What 5S is.
How 5S relates to Manufacturing.
Why we do 5S.
How we do 5S.
The benefits of doing 5S.
What is 5S? A process designed to organize, clean and standardize the workplace, and instill the discipline required to keep it that way.
The Five Pillars
Organization / Sorting / (Seiri) Orderliness / Standardizing / (Seiton) Cleanliness / Sweeping / (Seiso) Standardized Cleanup / (Seiketsu) Discipline / Self-discipline / (Shitsuke)
Project Management and 5S
Temporary endeavor Creates a unique result Is accomplished by a team
Five PM Processes
Concept Planning Execution Monitor and Control Close out
The first four stages of the five S’s are the project. The last S is operations and maintenance of the project
Sorting
Separates the necessary from the unnecessary and then cleans everything remaining.
I. Tagging Technique: No Tag = necessary item Colored Tag = unnecessary item or not sure This is a mess!!
This is so neat!!
Colored Tag Example Ask yourself the following: Does the item have a known usage? Will the item be used on production? Is the quantity of the item necessary? Is this the best location for the item? Is the item used elsewhere in the shop or office? Can the item be bought in a timely manner? Can a vendor stock the item in a timely manner? Description of item Department number Quantity: Part Number Serial Number: Asset Number: Blue Tag Date: Local Expiration Date: Central Expiration Date: Comments:
CHECK CATEGORY Blue Tag Category
Fixed Asset: $ Value Raw Material: In Process Tooling: Fixtures: Measuring Tools: CHECK CATEGORY Reason for Blue Tag Not needed Defective Scrap material Use unknown Obsolete process Other
BLUE TAG EVALUATION Keep item where it is Move item to new location Store item outside work area. Hold item in central area for evaluation
Yes Yes Yes Yes
No No No No
STORAGE LOCATION______________________________ Does the Item Tagged have an asset tag? Yes No If Yes Requires Accounting Approval ________ Date ___/___/___
FINAL DISPOSITION Throw it away Recycle Material Sell it or give to employee Donate it Return to vendor Distribute elsewhere in Alcoa organization
Yes Yes yes Yes Yes Yes
No No No No No No
Approval $1,000.00 or higher Mark Howard/Joe Kane ________________________Date: _______________
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II. Place tagged items in a designated holding place.
allow all area workers on each shift the opportunity to look at the items „
allow maintenance and other depts. the opportunity to check for their belongings „
Tagged It
ems
III. Disposition of tagged items after one week in holding place, tagged items should be:
-disposed of if determined unnecessary -kept if determined necessary
get rid of colored tagged items that are determined to be unnecessary Red Tag
IV. Initial Cleaning clean all items remaining -workbenches -tools -floors -equipment develop cleaning schedule -assign responsibility -follow up on assignments
Simplifying
Simplifying creates a home, with visual tools, for all items, and arranges them in line with the physical flow of the work. I. Arrange workplace in line with flow of work 1. Present Map -shows the current workplace arrangement 2. Future Map -shows a new and improved workplace arrangement
How to Use a Present Map 1. Use a print or draw the current workplace outline (walls, doors, etc...) on a large sheet of white paper with a black marker.
solid lines= permanent dotted lines= non-permanent 2. Draw in items such as trash cans, desks, toolboxes, lockers, benches and lunch tables.
draw items to scale
draw them in their exact location „
Be sure to include every item!
3. Mark the flow of work through the
workplace by drawing red arrows. PRESENT
4
TOOL BOXES
6
TRASH
5 OUT
TRASH
LUNCH AREA
TRASH
3
2
TRASH
7
LOCKERS
1
IN
How to Use a Future Map
1. Draw the workplace outline again on a clean sheet of white paper. 2. Draw in items such as trash cans, benches, lunch tables, a second time placing them in locations that improve the workflow. FUTURE
LOCKERS
TRASH TRASH
3
4
5
TRASH TRASH
TRASH
2
TRASH
1 IN
SPECIFIC TOOL SHADOWBOARDS AT EACH WORK STATION TO REPLACE BULKY TOOL BOXES IN INCONVENIENT LOCATIONS
6 TRASH
7 OUT
3. Test the arrangement by drawing the flow with red arrows. FUTURE
LOCKERS
TRASH TRASH
3
4
5
TRASH TRASH
TRASH
2
TRASH
1 IN
SPECIFIC TOOL SHADOWBOARDS AT EACH WORK STATION TO REPLACE BULKY TOOL BOXES IN INCONVENIENT LOCATIONS
6 TRASH
7 OUT
Visual Tools:
1. Border- sets boundaries, areas
2. Home address- tells what item belongs inside
the border
3. Label- tells what the item is and where it belongs
Border
A line around an item to identify its area/boundaries. traffic lanes stationary items mobile items walkways surface items
Home Address
A sign at the item’s home. It should include:
item name location picture/silhouette of item (opt.) wrench 38-91 4in. Drive Shaft Cell
Label
A sign on the item. It should include: name of item item’s home location
wrench 38-19 4in. Drive shaft cell
Sweeping
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Sweeping is the continuous upkeep and control of work area identifies problems and unacceptable conditions. I. Visual Sweeping a) safety - traffic lanes clear, hazardous material marked b) waste - overflowing trashcan, excess supplies on workbench c) cleanliness - tools in designated spots on shadow board, floors clean
II. Physical Sweeping
a) safety
- report unsafe conditions, clean up spills on floor b) waste - empty trash can, remove excess supplies from area c) cleanliness - sweep floor, place tools on shadow board
Standardizing
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Standardizing defines how tasks should be done and explains the best way to perform them.
I. 5S Agreements -document the procedures and guidelines for sorting, simplifying and sweeping >visual controls guidelines >item quantity requirements
-document the schedule in which they are to be completed and reviewed >housekeeping standards >workplace arrangement methods
II. Work Processes -document all steps in each process at the workplace -document operating procedures and directives -document all job aids ( user guides, reference materials, trouble shooting guides) 4 in. aft Drive sh n Operatio Manual
Self-Discipline
S5: Self-Discipline
Ensures that all 5S policies are followed in daily work, and leads the way for continuous quality efforts.
Are we following the guidelines we set as a result of 5S efforts?
? ?
?
?
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1. Team - establish a plan for the work area team >be specific >assign responsibilities
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2. Individual -establish a personal plan for yourself >be realistic >revise and update as you proceed
Why Do We Do 5S?
To improve safety in the workplace. To improve the physical flow of work through the workplace. To organize the work area and make the job easier. To do preventative maintenance.
How is 5S Done?
5S is accomplished by following all of the steps
DON’T
SKIP A STEP!
5S is a team oriented process between the members of the work area.
The Benefits of 5S
Improved safety
A clean, orderly workplace
Improved efficiency
Increased employee morale
Standardized work methods
Will there be resistance?
What’s so great about organization and orderliness? Why clean when it just gets dirty again? Implementing organization and orderliness will not boost output We already implemented organization and orderliness We did the five pillars years ago
We’re too busy to spend time on organization and orderliness Why do we need to implement the five pillars
Bibliography
5S for Operators, 5 pillars of the visual workplace: Hiroyuki Hurano, Productivity Press, Portland, Oregon The Quality 75: John Bicheno, Nedstadt Publishing, Sydney, Australia Visual Control Systems: Nikkan Kogyo Shimbun, editor, Factory Management Series, Productivity Press, Portland, Oregon
Thank you for your time and interest. Do you have any questions?