5S - Becoming a Visual Factory

  It is a factory that is;   Self Explaining   Self Ordering   Self Regulating   Self Improving

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  They are the foundation for an effective Lean Manufacturing System

“The 5S’s are the foundation – or workplace “pillars” – upon which we establish flow production, visual control, standard operations, and other JIT building blocks.” Hiroyuk Hirano

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  What are the Benefits to me?

 They improve Workplace Safety  They improve Job Satisfaction  They remove Obstacles and Frustrations  They improve Communication flow

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  What are the benefits to the company? •  Reduced changeover time = improved

productivity •  Reduced defects = improved quality •  Reduced waste = reduced cost •  Reduced delays = improved delivery •  Reduced injuries = improved safety •  Reduced breakdowns = improved flow •  Reduced complaints = improved morale

...…Company Growth

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  Separate the necessary from the necessary and get rid of what you don’t need.

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SORT

  Typical Activities include   Throw out the things you don’t need.   Deal with the cause of dirt and leaks   Housecleaning.   Treat defects and breakage   Inspect covers and troughs to prevent leakage and

scatter.   Clean the grounds.   Organize the warehouse/store.   Eliminate grime and burrs.   Eliminate oil pans.

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  Everything in its place and a place for everything!

  Establish a neat layout so you can always get just as much of what you need when you need it.

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  Typical Activities include   Everything has a clearly designated place   Thirty second storage and retrieval   Filing standards   Zoning and placement marks   Eliminate lids and locks.   FIFO (First In First Out)   Straight lines and right angles.   Functional placement of times.

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Not so good!

Good!

  Is a daily activity, clean as you go.   Keep everything clean.

  Inside / Outside / On top / Below

  Focus on mess prevention instead of mess cleanup.   Look for ways to contain messes.   Use vacuums not hoses for cleanup

  Cleaning as a form of inspection.

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  Typical Activities include   Individual responsibility   Make cleaning and inspection easier   Sparkling clean campaigns   Everybody is a janitor   Perform cleaning inspections and correct minor

problems.   Clean even the places most people do not notice.

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  Develop process that define the “best method” for things to be done.

  Use agreed upon visual standards.   Document changes and share with others

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  Typical Activities include   Okay marks   Danger zones   Color coding   Warning colors   Fire extinguisher signs   Mistake proofing   Wire/cord/hose management

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  Sustain or discipline is a process of repetition and practice.

  Keeps the first 4S’s from losing ground.   Paves the way for other kaizen efforts.

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  Typical Activities include   One minute 5S   Pick-up practice   Practice dealing with emergencies   Individual responsibility and accountability   5S manuals   Communication and feedback   Seeing is believing

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  SEPARATE THE NECESSARY FROM THE UN-NECESSARY

  SORT ITEMS ACCORDING TO   NOT NEEDED NOW   NOT NEEDED IN 15

MINUTES   NOT NEEDED IN 1 HOUR   NOT NEEDED THIS

MORNING   NOT NEEDED THIS SHIFT   NOT NEEDED TODAY (24

HOURS)

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  RED TAG   DO NOT

NEED   REMOVE

FROM AREA   AUCTION   THROW

AWAY

  YELLOW TAG   NOT SURE

YET   DATE IT TO

DETERMINE USE

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  RED TAG ITEMS   RETURN TO STORE   AUCTION AREA   SCRAP BIN   REPAIR AREA   ZONE RETRIEVAL AREA

  WHAT DO I DO WITH IT AFTER I HAVE TAGGED IT?

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  YELLOW / GREEN (MUST HAVE A HOME)

  STORE BASED ON FREQUENCY OF USE   STORE BASED ON SEQUENCE USED   REDUCE NUMBER OF TOOLS / FIXTURES

NEEDED   CARTS MOVABLE ITEMS NEED FLOOR

LOCATIONS IDENTIFIED   USE COLOR CODING TO DISTINGUISH

OWNERSHIP   STORE FOR RETRIEVAL CONVIENCE

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WHEN SETTING UP STORAGE KEEP THESE IN MIND

  ONE STEP RULE   KEEP ITEMS AS CLOSE AS POSSIBLE TO REDUCE WALK / MOVEMENT

  45 DEGREE RULE   MINIMIZE TWISTING

  IF MORE THAN A FEW POUNDS PUT OUTSIDE OF REACH TO ALLOW FOR ERGONOMIC ADJUSTMENT PRIOR TO LIFT

  STRIKE ZONE   STORE ABOVE THE KNEE   BELOW THE CHEST

  HIGHER THE POUNDS – CLOSER TO KNUCKLES   LOCATE HEAVY ITEMS TO ELIMINIATE LIFTING MOVEMENTS.

(REDUCE BENDING, STOOPING, UN-NECESSARY ARM MOVEMENTS)

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  Each area needs to develop checklists to evaluate the effectiveness of your 5’s activity.

  Checklists need to identify   Identify the Who, What, Where, When

  Use visual standards where items are critical.

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5’s Levels of Excellence

  Develop Autonomous Maintenance Checklists for Equipment   Look at Daily Needs   Weekly Needs   Yearly Needs   Assign Responsibility

  Plan for a Daily 5’s Sweep   3 MINUTES where everyone participates.

  This includes everyone from the top to bottom of the organization.

  It occurs regardless of where you are at that moment!

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  Look for ways to improve   Reward areas for their efforts   Management walkthroughs of areas   Have areas evaluate their level of excellence   Look for customer impressions / feedback at

post in the area.

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  MANAGEMENT   Provide time for 5’s improvement activities

  3 Minute Daily Clean

  Walk through the area once per week with a focus on 5’s   Recognize Behaviors

  Practice pick-up behaviors   Encourage new methods by sharing your ideas!

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  ZONE LEADERS   Do self evaluation as a baseline   Organize Red Tag Events   Develop area checklists   Develop cleaning checklist and responsibilities   Develop autonomous maintenance schedules

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  LEAN FOCAL   Provide training to Zone Leaders and other

employees as needed.   Provide the needed tools to the Zone Leaders

  Red Tag Forms   Evaluation Sheet   Samples of Checklists

  Provide 5’s Visibility on Plan and Activities   Help Where Needed

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  The 5S’s Five Keys to a Total Quality Environment, Takashi Osada, Asian Productivity Organization 1991

  5 Pillars of the Visual Workplace, Hiroyuki Hirano, Productivity Press 1995

  Seminar, “Visual Factory Management”, Saddle Island Institute

  Seminar, “5’s Workshop Leaders Guide”. The Boeing Company

  www.magnatag.com

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