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Lean Training
5S
Agenda
What is it? What’s it for? How does it work? When do you use it? What’s an example?
What is it?
5S is a workplace organization technique
It is a way to involve associates in the ownership of their workspace
It helps create and maintain the efficiency and effectiveness of a work area
5S is a common starting point for Lean activities in a company
What’s it for?
It is a way to create: Cleaner work areas More organization Safer working conditions Less wasted time Efficient work processes and practices More available space
How does it work?
5S is most effective when applied in a systematic way
The following video illustrates the 5S methodology
5S Video
The Five S’s Sorting – separating the needed from
the not-needed Simplifying – a place for everything
and everything in its place, clean and ready to use
Systematic Cleaning or Sweeping – cleaning for inspection
Standardizing – developing common methods for consistency
Sustaining – holding the gains and improving
The First S - Sorting
Separating the Needed from the Not-Needed
Eliminate not-needed items and perform an initial cleaning Establish criteria/handling of items Identify not-needed items Move not-needed items to holding area Conduct a white-elephant sale Conduct an initial cleaning
The Second S - Simplifying
A place for everything and everything in its place, clean and ready to use
Arrange workplace for safety and efficiency Identify key equipment and supplies Determine location for each item Outline locations and zones Develop shadow boards, label items Document layout, equipment, supplies
The Third S – Systematic Cleaning
Cleaning for Inspection Perform daily cleaning and inspection
to understand work conditions Identify points to check for performance Determine acceptable performance Determine visual indicators/controls Mark equipment/controls Conduct daily cleaning/inspections
The Fourth S - Standardizing
Developing Common Methods for Consistency
Make abnormal conditions noticeable and document agreements Document agreements and checks Establish/document standard methods
across similar work areas Document new standard methods
The Fifth S - Sustaining
Holding the Gains and Improving Maintain the gains from other 5S
activities and improve Determine 5S Level of Achievement Perform routine checks Analyze results of routine checks Measure progress and plan for
continuous improvement
Getting Started
Planning – launches your 5S activity
Evaluating – tells you what you need to do
Preparing – gets you ready for implementation
Planning Assemble a 5S Lead team Define the work area 5S boundaries Assign work group members to their 5S
areas Install a 5S communication board Determine 5S targets, activities, and
schedule Review/finalize plans with work group
and site leadership
5S Boundaries
Area 1Area 2
Area 3Area 4
Monica & Chandler
Rachel & Ross
Joey & Phoebe
Jerry & Kramer
Five S Communication Board
Levelsof
Achievement
Five STeam
Members
Five SBoundaries
Five SRoutine
Checklist
Five SRoutine
Checklist
Five SImplementation
Plan
Five SImplementation
PlanPhotos Photos
CurrentSituation After Five S
Evaluating Your Initial Situation
Prepare to take work area photos Take work area photos Evaluate current 5S Level of
Achievement
5S Workplace OrganizationLevels of Achievement
Level 5: Continuously
Improve
Needed items are routinely reworked/ replaced as needed to improve work area performance
Needed items can be retrieved within 30 seconds and require a minimum number of steps
Problem sources are documented with solutions defined and implemented
Methods for housekeeping, labeling, inspections, and work place design are continually improved and shared externally as applicable
Root causes have been eliminated and improvement actions focus on developing preventive methods
Level 4: Focus on
Reliability
Needed items are routinely assessed against business needs to assure functionality and fit
Needed items have been minimized in number/ size and are properly arranged for retrieval and use
Daily inspection occurs to assess area readiness, potential problems are identified and fixed
Agreements for labeling, housekeeping, inspections, and work place design are consistently followed and demonstrate area performance improvement
Sources and frequency of problems are documented as part of routine work, root causes are identified, and corrective action plans are developed
Level 3: Make it Visual
A list of needed items for the work area has been documented
Needed items have dedicated locations and are properly labeled with required quantities
Visual controls for equipment, files and supplies have been established for the work area
Work area agreements for needed item labeling and visual controls are posted and followed by work team
Work team is routinely checking area to maintain 5S agreements and posting results
Level 2: Focus on
Basics
Needed and not needed items have been sorted and not needed have been removed from work area
Needed items have been safely stored and organized according to frequency of use
Key work area items to be checked are indentified and documented
Work area agreements are identified and documented for needed item organization and work area controls
5S level has been determined and posted on the communication board
Level 1: Just
Beginning
Needed and not needed items are mixed throughout the work area
Items are placed randomly throughout the work place
Key work area items to be checked during a sweep are not identified
No work area agreements exist
There is no measurement of 5S performance
Sorting Simplifying Sweeping Standardizing Sustaining
rev. 04-06-01
Preparing for Implementation Obtain existing standards for color-
coding and signage Decide on 5S color-coding and signage
standards Prepare for Sorting Prepare for Simplifying Prepare for Systematic Cleaning Prepare for Standardizing Prepare for Sustaining
Summary: Implementing Five S’s
Share 5S Overview Choose work area implementation group Determine implementation targets,
activities, and schedules Document current situation Apply 5S’s Document improvements Determine new improvement goals and
action steps
Issues and Concerns Communicating across shifts Disposing of, or moving, personal items Making time available Following agreements consistently Maintaining the gains Giving rewards and recognition Integrating 5S with other improvement
activities
What’s an example?
What’s an example?
What’s an example?Before After
What’s an example?
What’s an example?
Questions?