“5-S Methodology� by
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Introduction to 5S • 5S is an approach originally developed in Japan for better house keeping. Now it is been utilized for keeping better work place.It includes 5 steps which are to be followed sequentially. • Following Japanese terms collectively are as called 5S – 1S - Seiri or Sort – 2S - Seiton or Set In Order – 3S - Seiso or Shiny Clean up – 4S - Seiketsu or Standardize – 5S - Shitsuke or Sustain • By Implementing 5S one will get to know how cleanliness, orderliness, safety practises and better work environment results in increased free space, higher yield and transparency in work.
Requirements of 5S • To implement 5S following are the requisites 1. Consciousness for 2. Strong determination 3. Training 4. Constant Efforts 5. Ability to 6. Judge what is important 7. Attention to details 8. Continuous implementation through total employee participation and better communication
1st ‘S’ – Seiri or Sort It aims at taking out unnecessary items and dumping it into garbage(i.e Red Tagging) Step 1 : Tagging the following a. Not needed at all b. Needed But Not Now c. Needed But Not Here d. Needed But Not So Much Quantity Step 2 : Entry in Red tag Register Step 3 : Assign Red Tag area and dump the scrap
Tools Step 1
Step 2
Step 3
Action during Seiri
What do we attach red tags to ? • •
Red tag anything that is not needed !
•
In clerical departments it includes documents, stationery and machines .
•
However, you should never ever red tag people, even if you are sometimes tempted to!
In manufacturing departments that means checking stock, machines, equipment, particular locations such as shelves , etc.
Key Indicators Indicators of success 1. Decrease in unnecessary items and reserved stocks 2. Reduction in sq.ft area consumed . Checklist – •. Do you find items scattered in your workplace? •. Are the boxes ,papers and other items left in a disorganized manner? •. Are there equipment and tools on the floor ? •. Are all items sorted out and placed in designated spots? •. Are tools and stationary properly sorted and stored ?
Result from Seiri
Created free space
SEIRI - Removed Unwanted Items
Cash flow improved!
2nd ‘S’ – Seiton or Set In Order • It aims at arranging the necessary items in proper order so that they can be easily picked up for use • Steps for Seiton 1. Systematic Arrangement is a form of standardization 2. 3 Keys are the basic rules for Storage 3. Fixing Position 4. Fixing Quantity 5. Signs for Storage of Work-in Progress
Systematic Arrangement KEYWORD - Anybody - Immediately
3 POINTS
3 KEYS
1.Can see
1.Where?.. Fix position
2.Can take out
2.What? ‌Fix items
3.Can return
3.How many? Fix quantity
It answers the question What items are to be kept ,where and in how much quantity ?
3 KEYS
Rules for Storage 1. Search – Free 2. Count – Free 3. Air – Free 4. Climb – Free 5. Bend – Free 11.First – In, First – Out 12.Heavy/ Tall Things On Bottom Shelves 13.Fast Moving Materials Close To Point-of-use/ Point-of-issue 17.Adequate Lighting 18.Adequate Ventilation
Fixing Position Block tables
Street numbers Address of bin: A32=Block A, Street 3, House 2 House numbers
Fixing Quantity • Limit the size of storage places and shelves. • Clearly indicate minimum and maximum stock quantities : Maximum – red Minimum – Green • A mark is better than numbers. • Quantity should be clear at a glance , without the need for counting.
Rules for deciding where: Usage frequency Rules for deciding where 1. Every day -
Within “Prime Real Estate” of User (exclusive use)
2. Occasionally -Within the gemba (to be shared by people at the gemba) 3. Seldom
-
Within the company/unit (to be shared by all in company)
• Avoid use of horizontal surfaces for hand tools and light material generally not applicable to direct material. • Each piece of an item should be kept separately, as far as practicable. • Introduce Kanban cards to facilitate re-ordering in stores.
Tools • For Eg. Colour coding for files/tools, tool organizer to organize tools, shelf colour/tagging etc. • The purpose of 5S Seiton is to find a place for everything within your working area, everything should be located as close as possible to where it is needed and at a location that is both safe and easily reached • Following are few eg.
Examples
Before
After
Search Time Elimination Fan & Electrical Switches Identified
Shadow Boards Only shadow .. Empty board
Shadow board with tools
Pre fixed location
Identity at empty place
You know who has taken the file
Operation Standards At Operator’s Eye Level
Seiton - Arrangement of Moulds
Marking Reference Materials with an Oblique Line
Out of Order
In-Order
Seiton for Store • Warehouse is where material is dumped in any quantity. • Store has Reserved Seats.
Make your Store: • Search free • Air free • Climb/Bend free • Count free • FIFO
Seiton-Floor Markings for Standard WIP
Seiton Two-Bin System
Kanban card
When bin is empty, card is placed here, to be picked up periodically by Purchase
Seiton Oil Storage Systematic Arrangement
Transparent containers litres marked; red= reorder
Drip catcher
Seiton- Floor marking guideline 1/2
Seiton- Floor marking guideline 2/2
Painting Standard TYPE
COLOR
WIDTH
NOTES
(cms) Dividing lines
Yellow
8-10
Solid lines
Exits/Entrances
Yellow
8-10
Broken lines
Door openings
Yellow
8-10
Broken lines
Traffic flow lines
Yellow
8-10
Arrows
Tiger pattern
Black & Yellow
8-10
Stripes
Storage
Work-in-progress White
5
Solid lines
Space
Work tables
White
5
Corner lines
lines
Ashtrays, etc.
White
3
Broken lines
Defective items
White
5
Solid lines
Actions in Seiton
Seiton Success Indicator • Reduction in handling/searching time Checklist • Are passage ways and storage places clearly indicated? • Are commonly used tools and stationery separated from those seldom used? • Are containers and boxes stacked up properly? • Are fire extinguishers and hydrants readily accessible? • Are there grooves, cracks or bumps on the floor which hinder work or safety?
3rd ‘S’- Seiso or Shiny Clean up 1/2 • Clean your workplace so that there is no dust. In workplace, it becomes easy to trace leaks, cracks etc. • This stage has two goals: 1. Determine and gain agreement on the desired level of cleanliness 2. Learn how to make new routines so this will become standardized (in the Seiketsu stage) •. Several questions help this stage to be more than just "polish until it shines for inspection": a. How much cleanliness is required for safety, for ease of use, and to minimize equipment breakdown? b. How clean should the environment be for comfort and morale?
Seiso
2/2
c. How will cleanliness improve product quality? d. While cleaning, do we notice maintenance issues that should be addressed?
Cleaning Targets 1. Surroundings 2. Equipment 3. Storage Areas
Surroundings : What to Clean ? • • • • • • • • •
Floors Work areas Aisles Walls Pillars Ceilings Windows Rooms Electric Lights
Maintaining A Spotless Workplace 1. Are there any unnecessary items around you ? 2. Are all files & folders immediately accessible ? 3. Is cleaning done every morning ? 4. Is clearing up done every day after work ?
Consolidating Daily Cleaning Procedures
• The purpose of cleaning is to get rid of all dust and dirt and keep the workplace spotless. • Do you clean your workplace every day? 1. Decide what to clean. 2. Decide who is in charge of each cleaning task. 3. Decide on cleaning methods. 4. Prepare cleaning tools and equipment. 5. Implement cleaning.
Identifying abnormality during Shine • After the cleaning is done, special care should be taken: • 1. To reorganize problem areas • 2. Fix equipment that may be leaking • 3. Take steps necessary to ensure that the problem will not persist in the future.
Example of ‘3S’
Factory Surroundings
Front area and Scrap yard are comparable
FACTORY ENTRANCE
SCRAP YARD
Shine in heavy machines
Machine lifted above the floor‌ ‌ easy to clean from 6 sides
Appropriate light for workplace
Transparent Sheets Dark to bright
5 mins. For 5 ‘S’.
Seiton Indicators of Success • Reduction in machine downtime • Increased life of machine parts • Reduction in number of accidents • Reduction in rejection/rework Checklist • Are the floor surfaces dirty ? • Are machines and equipment dirty? • Are wires and pipes dirty or stained? • Are machine nozzles dirtied by lubricants and ink ? • Are shades, light bulb and light reflectors dirty?
4th ‘S’- Seiketsu or Standardize • This phase draws on the notes from the Seiso stage •
A practical target is to have all workers take five minutes every day to tidy up after themselves including the time to complete and sign the checklists
• By dividing the work among all the employees: a. No-one has a huge burden b. No-one seems unproductive c. Morale improves because everyone has a common purpose d. Supervisors should monitor compliance with Seiketsu. The checklists make this both important and achievable.
What Is To Be Standardised Workstation layout, work area layouts. Work in Process (WIP). Sequence of work. Cycle time of work . Material and tools used. Machines and their process parameters. Quality parameters, methods of measurement, reaction plan and reporting method. • “ What, Where, When, Who & How ” of work . • • • • • • •
Methodology to practice ‘4S’ • Preparation of S.O.P.( Standard Operating Procedure) for all the activities to be carried out to maintain 1S,2S, & 3S. • Following areas shall be covered while preparing S.O.P. : • Machine & Equipment maintenance. • Manufacturing Processes maintenance. • Work Place maintenance. • Quality Standards and Procedures maintenance.
PDCA------>>SDCA
Seiketsu Indicators of Success • Number of areas/cover made transparent • Number of new problems exposed & solved Checklist • Is the standardization system company-wide ? • Is the setting, revision , and abolition of standards encouraged ? • Have official procedures been laid down for setting, revising, and abolishing standards ? • Is accumulation of technology promoted ? • Are standards being utilized ? • Are standards up to-date and capable of being put into practice
5th ‘S’- Shitsuke or Sustain 1/2 • Clear deliverables & communication. • Score Keeping • Continuous improvement with cyclic mini-5S events. Tools: • Training and Awareness of 5S • Dedicated 5S team • Clear 5S Map and Responsibilities/Ownership.
Shitsuke
2/2
5'S' Radar Chart
1S SORTING
20 15
Section Date
10 5S
5
SELF DISCIPLIN E
0
4S STANDARDIZATION 100 80 Graph
60
Marks
40 20
2S SYSTEMATIC ARRANGEMENT
3S SPIC & SPAN
1/2
5S
Checking Item
Better than Average
Checker
Unsatisfactory Not too bad
STEP II 5S Checklist
Class
Average
Section
Date
Sufficient
Checklist
Total
SPIC & SPAN
SYSTEMATIC ARRANGEMENT
SORTING
Marks
1. The Red Tag Tactic has been implemented.
0
1
2
3
4
2. There are no unnecessary items at the workplace.
0
1
2
3
4
3. Maximum quantity levels are clear at a glance.
0
1
2
3
4
4. Quantity control is in effect for storage.
0
1
2
3
4
5. There are no extra quantities in the work area.
0
1
2
3
4
6. Office organization and clearing up have been implemented.
0
1
2
3
4
7. Organization of jigs & tools by shape is in effect.
0
1
2
3
4
8. Organization of materials, oil, jigs & tools by color is in effect.
0
1
2
3
4
9. Parts for mass production are stored by product.
0
1
2
3
4
10. Lines for jigs & tools have been created.
0
1
2
3
4
11. Cleaning has become habitual.
0
1
2
3
4
12. Cleaning includes checking.
0
1
2
3
4
13. Responsibility for each cleaning area has been determined.
0
1
2
3
4
/20
14. A checklist for cleaning & checking is being used.
0
1
2
3
4
Contd‌
15. The whole workplace is sparkling clean.
0
1
2
3
4
/20
/20
Date
Better than Average
Checking Item
Checker
Average
5S
Class
Not too bad
STEP II 5S Checklist
Section
Sufficient
2/2 Unsatisfactory
Checklist
Total
SELF DISCIPLINE
STANDARDIZATION
Marks
16. There are standards for the elimination of unnecessary items.
0
1
2
3
4
17. Immediate action is taken if storage becomes disorderly.
0
1
2
3
4
18. Cleaning is initiated whenever if dirt is discovered.
0
1
2
3
4
19. The whole factory is clean inside & out.
0
1
2
3
4
20. The first three steps of 5S have become habitual.
0
1
2
3
4
21. The boss is very active with regard to 5S.
0
1
2
3
4
22. All the workers are enthusiastic about 5S.
0
1
2
3
4
23. The boss gives stern criticism for disorder at the workplace.
0
1
2
3
4
24. Subordinates respond positively when criticized.
0
1
2
3
4
25. Everything is based on 4W1H.
0
1
2
3
4
Total marks
/ 20
/20
The factory where 5S has taken root •
So, what were the results of the “5S Checklist”?
•
If your total mark was below 30, it’s a good idea to go back Gemba Checkpoint : Total marks
1. 0 -30
Unsatisfactory
Back to Gemba
2. 31-50
Below Average
Review particularly those items with low scores, and redo the test
3. 51-70
Average
Needs reinforcement of weak points
4. 71-90
Above Average
But aim even higher
5. 91-100
Excellent
Keep up the good work !
Shitsuke • Indicators of success • High Employee morale • Involvement of people in the movement • Checklist • Are regular 5S checks conducted? • Do people clean without reminder? • Do people follow rules & instructions? • Do people wear their uniforms & safety gear properly? • Do people assemble on time?
How to implement 5S Define Scope • Where?-Identify where exactly boundary starts and ends?
• Who?-Define the 5S team and participants with the visuals.
How to implement 5S
Define Scope
2/3
• What?-Define the 5S • When?-Settle down job responsibility a plan for 5S with required activities with target resources? dates and checklist for routine
How to implement 5S
3/3
Collect Baseline Data Use pictures and data • Use pictures of Before and After (Inside – outside,Aboveunder)
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