5S Workplace Organization

Ch-3 5s 1

5S 5S Contents:

 S1 --- Sort out. Get rid of the stuff you don’t needed.

    S2 --- Set in order. Place the stuff you do need where in the best place for you.

S3 --- Shine. Eliminate clutter, dirt and oil to improve quality and safety.

S4 --- Standardize. Set up a system to maintain the new workplace.

S5 --- Sustain. Follow the new standard every day.

Ch-3 5s 2

5S Overview

Henry Ford had a similar notion called CANDO (Clean, Arrange, Neatness, Discipline, and Orderliness).

The 5s techniques should be used in conjunction with improving workplace layouts and creating manufacturing cells; Managers and supervisors have to be vigilant to make sure the proper habits of workplace organization are created and maintained.

Introduction to lean 3

Before Ch-3 5s After Remarkable Difference!

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Setup cage before Setup cage after Workstation Before Workstation After Ch-3 5s 5

Tool room before Tool room after Workstation #1 before Workstation # 2 after Ch-3 5s 6

Attack shop floor mess

    Shop floor is where value added activities take place.

Shop floor is dynamic. Direct observation on regular basis is critical to understanding.

Organized and systemized work environments:  Improve process flow  Make your job easier The goal is to have essential items always in the same spot close at hand.

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Attack storage waste If there is space, it will get filled!

     Items once needed, no longer used.

“Temporary” items.

Duplicate items Broken items.

“Stuff” Ch-3 5s 8

Why 5s

     To eliminate the need to work around, walk around and trip over obstacles that aren’t needed in our jobs.

To shorten steps and reaching.

To eliminate bending or stretching.

To create a safer work environment.

To reduce errors caused by excess tools and material.

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Why 5s

     To minimize motion waste.

To eliminate searching for tools and jigs.

To organize all needed use.” items for “stressless To reduce “crowding.” To enable better organization of the items we do need to do our jobs.

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Why 5s

    Pride in the workplace.

Customers perception: clean = quality.

Assures best practices for safety.

Foundation for Continuous Improvement.., minimize

motion

.

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Why Not 5s Objections

      We’ve tried this before.

We don’t have time.

It wont’ stay clean and organized.

I know where everything is!

What’s so great about organization?

What’s in It for me?

Fighting old work habits

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1

st

S ---- Sort out

   When in doubt, red tag it out. Many years of accumulated tools, fixtures, shelves, benches, material and information clog up our work. Where to look: In corners, at edge of department, under conveyors and tables, on top of shelves, in cabinets, in desk drawers, in toolboxes, in the eaves, on the walls, next to pliers and partitions. At the bottom of stacks, in boxes that are not marked, locked away in lockers, behind rows of dies and jigs, in and around machinery.

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1

st

S ---- Sort out



What to look for

   Broken or deteriorated items, dusty items, items with no clear location, items loose in drawers, outdated signs and notices, unused management boards, outdated posters and slogans, returned goods, scrap, over-runs, jobs that have been sitting for a long time. Items that are rarely used. Items with a quantity on hand much larger than will soon be used. Ch-3 5s 14

1

st

S ---- Sort out



Ask 5 why’s

The 5 why’s is a way of thinking to find the base cause of a problem, rather than a symptom.

     The item is needed. Why? But, it is rarely used. Why?

It should be kept. Why?

It should be placed there. Why?

Is that a good place. Why? Ch-3 5s 15

Red Tag Project

Is item needed? Is it needed only infrequently? Is there too much on hand? If any of those conditions are true, then flag the item with a red tag.     Fill out and attach red tag. Red tag for one week. Target: 5 red tags for every employee. For general piles of junk, apply one red tag. Don’t try to itemize. Ch-3 5s 16

5s Holding Area

Set up a holding area for temporarily locating red tagged items.     Transfer red tagged items to holding area daily. Arrange for assistance to remove very large items. This is a protection against removal of items that may be mistakenly identified as unneeded. No item will be permanently removed until it is thoroughly evaluated. Ch-3 5s Separate red tagged items to holding area for evaluation.

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Evaluation process

Create an evaluation team to disposition red tagged items.

Possible dispositions of red tagged items:     Throw away. Sell. Return to vendor.

Use somewhere else in company. Evaluate every item and evaluate results of removal.

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2

nd

S ---- Set in Order

   Empty spaces have been created by 1 St S activities How can equipment and materials be rearranged for:    Less walking?

Less bending, climbing, stretching, reaching?

Less searching?

 Less obstacles to flow?

Think “big picture” and “little picture.

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2

nd

S ---- Set in Order

   Draw a picture of Current Condition Examine flow of material and information Look for opportunities to better arrange for productivity  Machinery operation and location     Material placement Tools and jigs placement People locations Aisle locations Ch-3 5s 20

2

nd

S ---- Set in Order

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2

nd

S ---- Set in Order

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Visual factory Ch-3 5s 23

During 5s

Clean and paint label Sweep and clean Clean the machine Ch-3 5s 24

2

nd

S ---- Set in Order

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2

nd

S ---- Set in Order

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2

nd

S ---- Set in Order

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Set information in order

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Are they in order?

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How about this?

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3

rd

S ---- Shine

If your area is clean and organized: • Errors are reduced • Safety is enhanced • Moral is improved • Your customers are impressed Keep your area always “tour ready” Ch-3 5s 31

3

rd

S ---- Shine

Reasons for Clean-up • Safety is improved when dirt and oil are removed.

• Quality problems will not result from “foreign” objects • • • Equipment will run more reliably Out of place tools and material become obvious.

Clean environment is better for morale.

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3

rd

S ---- Shine

Regular Clean-up and Inspection are the keys.

• Set targets for clean-up.

• Allow 5 minutes each day to maintain targets.

• Assign specific areas.

• Keep tools for cleanliness at hand.

Set Inspection Targets • Machines • Tools • Inspection done by operators.

• On the spot correction.

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4

th

S ---- Standardize

Once a system of organization is set up, then: All people on all shifts must follow the same system, even if they don’t entirely agree with it.

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4

th

S ---- Standardize

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4

th

S ---- Standardize

Develop tools to make 5S a daily activity • 5s Checklist • 5s Schedule • 5s Patrols • Manager walk thru • 5 Minutes per day Ch-3 5s 36

4

th

S ---- Standardize

• Scorecard • 5s Newspaper • 5s Highlight of the Week • Ch-3 5s 37

5

th

S ---- Sustain

• 5s steeling committee • Recognize 5s achievements • 5s audits • Before and after pictures • Above all, hold people accountable If it is important to their boss, it will be important to them!

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Getting Started

 Start small • Cabinets, drawers • Tool boxes • On top, underneath • Dirty/dusty • Clutter  Plan for bigger changes • Take before pictures • Spaghetti diagrams • Make “to do” list • Set aside time each day or week to continue Ch-3 5s 39

Getting Started

• KISS — Keep it Simple and Seeable • Make it a HABIT — Habitual Attention Brings Intelligent Transition Ch-3 5s 40

References

 Ted Miller (2004),

5s, organizing your workplace for greater productivity, quality and safety

. Greater Boston Manufacturing Partnership Inc.

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