Introduction to 5C TOTAL QUALITY MANAGEMENT STM Quality Limited

5C

Application of 5C STM Quality Limited  OBJECTIVE: To raise the level of understanding on the practical application of 5C within the workplace  Why: In order that employees can apply & transfer that learning into their own areas of responsibility  How: By a practical step-by-step training approach © STM Quality Limited

What is 5C?

STM Quality Limited  Structured approach to the application of: - Housekeeping - Associated improvement activities  It focuses activities towards: - Improving the workplace: health & safety, quality & efficiency - How we operate within it - Eliminate waste in all its forms © STM Quality Limited

Why Apply it?

STM Quality Limited To create a cleaner, safer & more cost effective company by:  Removing unnecessary items in the workplace  Controlling/labelling stock inventories & essential items  Standardisation in the workplace  Identification of potential safety hazards © STM Quality Limited

Considerations STM Quality Limited It requires:  A disciplined approach to make it happen  Visual involvement & commitment from all  Maintaining all areas, not just the shop floor  Recognition of a journey, not a race - Not everyone will be committed!

© STM Quality Limited

Considerations Commitment to 5C: Why will people not What can we do about it?

 - EDUCATION  - INVOLVEMENT  - COMMUNICATION STM Quality Limited be committed?

5C © STM Quality Limited

What Are The Elements Of 5C?

STM Quality Limited  C LEAR OUT - Remove unnecessary items  C ONFIGURE - Layout - agree storage spaces  C LEAN & CHECK - arrange daily cleaning routines  C ONFORMITY - Maintaining a spotless workplace  C USTOM & PRACTICE - day to day operation of the

new culture

in the workplace © STM Quality Limited

Where Did 5C Come From?

STM Quality Limited  This came from the Japanese who use 5S:  C LEAR OUT ( S eiri)- Remove unnecessary items   C ONFIGURE ( S eiton)- Layout - agree storage spaces C LEAN & CHECK ( S eiso)- arrange daily cleaning routines  C ONFORMITY ( S eiketsu)- Maintaining a spotless workplace  C USTOM & PRACTICE ( S hitsuke)- day to day operation of the new culture in the workplace © STM Quality Limited

Where Do You Start?

C

LEAR OUT!

STM Quality Limited © STM Quality Limited

What Are The Elements OF ‘Clear out’?

STM Quality Limited  1. C LEAR OUT - remove unnecessary items  Photograph the area prior to starting  Identify unnecessary items & apply ‘red tag’  Apply tagging rules  Deal with tagged items Date Description Location  Eliminate defective items & dead stock © STM Quality Limited

Red Tag Process STM Quality Limited      The term ‘unnecessary items’ means: ‘things that are not needed for current production’ As soon as an unnecessary item is found it should be identified with a red tag & moved to the appropriate area Retain any item to be used within the next month according to the current business requirement - tag everything else Red tags are to draw attention to items: - that must be actioned upon Date Description Location - which should also remind people of safety & cost Clarify WHY red tag has been attached & decide on action!

© STM Quality Limited

Where now? C onfigure STM Quality Limited  Allocate a place for everything  Ensure all areas are clearly identified e.g. gangways, work areas, etc.

 Establish rules to keep everything in place  Arrange items for quick access when required, in the quantity and quality required  Eliminate searching, organise the workplace © STM Quality Limited

What are the elements of Configure?

STM Quality Limited  2. C ONFIGURE - Assigning storage spaces  Visual identification within the workplace  Standardisation of storage - KEY - ACCESS TO ANYBODY, IMMEDIATELY  3 POINTS 1. Can see 2. Can take out 3. Can return - Where?

- What?

- How many?

 3 KEYS Fix position Fix items Fix quantity © STM Quality Limited

But Everywhere’s Dirty!

Dirt can create hazards!

STM Quality Limited

Cleaning can identify problems!

© STM Quality Limited

What are the elements of Clean and Check?

STM Quality Limited 3. C LEAN & CHECK - Consolidate daily cleaning  Decide what to clean  Decide who is in charge of each cleaning task  Decide on cleaning methods  Prepare cleaning tools & equipment  Implement cleaning © STM Quality Limited

Maintaining 5C – Monitor and Audit STM Quality Limited Example of production workplace Audit Chart

AUDITOR: ___________________ DATE:______________ GUIDELINES: GENERAL CLEANLINESS

LITTER ON FLOOR; ACCESS TO BINS; BINS OVERFLOWING; GANGWAYS CLEAR; ETC.

EQUIPMENT STORAGE

TOOLS PUT AWAY; PRESS TOOLS & JIGS CORRECTLY STORED; ETC.

COMPONENT CONDITION

CORRECT LABELLING; BINS OVERFLOWING WITH JOBS; RUSTY COMPONENTS

MACHINE CLEANLINESS

SLUGS; EXCESSIVE OIL; CUPS & RUBBISH LEFT ON MACHINES

NON-CONFORMANCES AND COMMENTS WORK AREA CLEANLINESS

WORK SURFACES FREE FROM NEWSPAPERS, WRAPPERS, CLOTHES ETC.

SCORE ACTIONED BY SCORING MAX 10 DATE CRITERIA: 10- EXCELLENT. NO NON CONFORMANCES 9 8- GOOD BUT MINOR FAULTS WHICH LEAVE ROOM FOR IMPROVEMENT.

7 6- AVERAGE SEVERAL NON CONFORMANCES 5 4- POOR-REQUIRES CORRECTION & RE AUDITING.

3 2- VERY POOR & POSSIBLE SAFETY PROBLEMS. IMMEDIATE ACTION REQUIRED & RE-AUDIT.

1-

© STM Quality Limited

Keep It Neat And Tidy STM Quality Limited

What can be done to prevent accidents & untidiness?

 Ensure cleaning procedures are maintained  Ensure everyone is involved & knows how to maintain standards  Remember SAFETY is the prime concern  Ensure improvements are displayed & everyone knows  Develop ownership & pride in our workplace © STM Quality Limited

What are the elements of Conformity?

STM Quality Limited 4. C ONFORMITY - Maintain a perfect workplace  Maintain established principles  Review checkpoints - no unnecessary items - Stocks & tools are accessible - Cleaning being carried out  Develop an organising checklist  Agree a frequency of checking, responsibility & follow up action procedures © STM Quality Limited

How Can We Improve 5C?

STM Quality Limited  APPLY all 5 steps of 5C  MONITOR & review frequently & consistently  OWN your own workplace  WHEN you make improvements: “SHOUT IT!” - take pride in achievements  DON’T STOP continuous improvement © STM Quality Limited

What are the elements of Custom and Practice?

STM Quality Limited 5. C USTOM & PRACTICE  Visual control  Take more photographs  Create an auditing mechanism appropriate to the area being checked  Establish action/audit patrols - every area, regularly & publish results © STM Quality Limited

 Maintaining 5C - Don’t wait until it’s too late!

REGULAR CLEANING STM Quality Limited  DON’T WAIT UNTIL IT’S TOO LATE!

 ORGANISE & MONITOR © STM Quality Limited

Summary Approach STM Quality Limited  Apply 5C in a step-by-step approach  Ensure clear communication before starting activities  Ensure ownership is established & understood  Ensure involvement of the people in the area   Set standards at each element before progressing Remember 5C is the responsibility of all, not just the few!



An ongoing improvement activity –

‘a way of life’!

© STM Quality Limited