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© Profero, Inc. 2008

Lean Building Block: 5SWorkplace Organization and Standardization

Wednesday, September 10, 2008

9:00 – 10:30 am

By

Anthony Manos


Agenda

• Introduction to 5S– Sort

– Set-in-order

– Shine

– Standardize

– Sustain

• 5S and other Building Blocks of Lean

• A model for implementation





5S

Introduction to 5S


Building Blocks of Lean

Leadership

5SVisual

Standard Work

Batch Size Reduction Quick Changeover

Pull System & KanbanCellular & FlowTPM

VSM

Error-proofing

Teams

Problem Solving

Planning

Kaizen

POUS

Lean Enterprise

Layout



What is 5S?

• Five words that begin with the letter “S”

• Workplace organization and standardization

• Foundational building block of Lean

• Builds teamwork and discipline

• It’s NOT JUST CLEANING!


Translation

Self-disciplineSustainDisciplineShitsuke

StandardizeStandardizeStandardizationSeiketsu

SweepingShineCleaningSeiso

Simplifying access

Set in orderNeatnessSeiton

SortingSortOrganizationSeiri

*OtherConversionTranslationJapanese

* there are several other conversions



Other Names

• 6S = 5S + safety

• 7S = 5S + safety + security

• 5Cs

1. Clear Out

2. Configure

3. Clean & Check

4. Conform

5. Custom & Practice

• Others

• 5S is the most common term

• Using other terms may confuse people if they see or read other information about 5S

• If done correctly safety is automatically part of 5S


Garage Story

• 5S is like cleaning out your garage

• Clear everything out, make piles

• Organize the things that you are going to keep

• Clean top to bottom, fix or repair as needed

• What happens 6 months later?



Sort Set in Order Shine Standardize Sustain

5S Explanation

When in doubt, move it out –

Red Tag technique

A place for

everything and

everything in its place

Clean and inspector

Inspect through cleaning

Make up the rules, follow and enforce them

Part of daily work and it

becomes a habit

5S5S5S


A 5S Model

5S5S5S



Benefits of 5S

• Teamwork and discipline

• Organized workplace

• Safer work environment

• Reduces stress

• Impresses customers

• Reduces waste

• Better handle on costs

• More pleasant place to work

• Supports other Building Blocks of Lean


5S Philosophy

• 5S is not just about the cleaning

• 5S is not just the steps, it is how you go about your job – are you a Lean thinker?

• Think about the 5Ss as being attributes of the type of person you would want to hire





5S Event

Roll up your sleeves and get to work!


How to Start an Event?

1. Determine target area

2. Assemble team

3. Set goals and boundaries, get supplies

4. Use a “Train-do” approach

5. Perform a Workplace Scan



1. Determine the Target Area

Considerations:

• Biggest bang for the buck

• Quick victory

• How many people on the team

• How many days for the event

• Current level cleanliness and orderliness

• Don’t try to bite off more than you can chew –this is a very common mistake in the beginning


2. Assemble the Team

• 5S Champion

• Project Leader

• Participants from the work area

• Others:

– Internal customers or suppliers

– Maintenance

– “Outsider”

• About 7-10 people

Project Leader5S Champion

Participants



3. Set Goals and Boundaries

• Before the actual event, meet with the team to set the goals of the event such as:– Reduce searching time

– Free up 50% of space

– Remove all unnecessary items

– Eliminate safety issues

• Set the boundaries of the event to prevent scope creep


Get Supplies for Event

• Use a checklist

• Have an “Event Cart” with supplies on it to move from one target area to the next

• Have a “Shine Cart” with the cleaning supplies ready

• Have them stocked and ready to go before the event

5S Pre-Event Checklist

Area / � Item Quantity NotesTraining Room

� LCD Projector 1

� Screen 1

� Laptop 1

� Flipchart 1

� Markers 4 Black, blue, green, red

� Large Post-it notes 12 pk

� Medium size markers 12

� Masking tape 2 rolls

� Pens, pencils & erasers 12

� Clipboards 8

� Rulers 2

� Notepads 12

� Lunch menu 1

�

�

Scan

� Masking tape or chalk line 1 to mark off target area

� 5S Communication Board 1

� Area Information Sheet 1

� A or D size layout of area 4 for Spaghetti diagram

� 5S Audit forms 5

� Digital camera 1

� Photo Log Sheet 2

� Photo Display Board 1

�

Sort

� 5S Supply Cart

� Red Tags 150

� Yellow, white, blue, manila tags 25 ea

� String, masking tape, wire to attach tags

� Pens 12

� Boxes to hold loose items 4

� Red Tag Holding Area sign 1

� Red Tag area 1 Size accordingly (i.e., 10'x10')

� Pallets Move items to Red Tag Area

� Pallet jacks Move items to Red Tag Area

� Carts Move items to Red Tag Area



4. Train-do

• Train-do (a.k.a. Learn-do) is the best way to teach people about 5S

• Good for adult learners

• Allows actual project to be worked on so results are instantly seen

• Have training materials prepared and a room near the event that is conducive to learning

• Learn an “S” and then go perform it, repeat


5. Workplace Scan

• The pre-”S” of 5S

• It’s the kick-off of project

• Allows the team to understand the current state situation of the area

• Provides facts vs. assumptions

• Allows team members to really see their workspace



Workplace Scan Steps

As a team:

1. Define the target area for the event

2. Draw a spaghetti diagram of the area

3. Perform an audit and score the area

4. Take before photos

5. Create the 5S/Lean Communication Board


1. Define the Target Area

• Use masking tape, existing boundaries (walls, floors, etc.), chalk line, etc. to mark the official boundaries of the target area

• Make sure the target area is sized appropriately for the event

Use of physical

boundaries: walls, racks,

etc.

Use of masking tape on floor



2. Draw a Spaghetti Diagram

• Have a (scaled) drawing of the target area

• Draw the typical “flow”of people, materials and information

• This identifies motion and transportation waste

• May use to help re-layout area


3. Audit and Score

• Use an audit checklist to set a baseline score

• Train the auditors

• Understand that the first score typically is not high at the baseline

• Numerical (vs. yes/no)

• Use of 5S “Levels”

• Standardize and customize your audit checklists

5S Levels

Facility/Area Auditor Date

Level Sort Set-in-order Shine Standardize Sustain

20 20 20 20 20 20

19 19 19 19 19 19

18 18 18 18 18 18

Level 5 Disciplined 5S

17

The Red Tag Area is routinely maintained

17

All tools, items, and paperwork are always where they are supposed to be and anyone knows what is going on by looking around

17

The frequency of equipment breakdowns has decreased because of Cleaning and Inspection and safety levels have improved

17

The 5S program is continually improved

17

5S is fully implemented and is self-sustaining

17

16 16 16 16 16 16

15 15 15 15 15 15

14 14 14 14 14 14

Level 4 Commitment to

5S 13

No unneeded items are in the workplace

13

All items can be found within 30 seconds and are properly returned to their assigned location

13

The area is always straightened up and does not have to be cleaned for special events and everyone understands that 5S is more than just cleaning

13

Audits are regularly performed and some improvements are made

13

Corrective actions and area improvements are evident

13

12 12 12 12 12 12

11 11 11 11 11 11

10 10 10 10 10 10

Level 3 Understanding

of 5S 9

Red Tag Stations are setup and used

9

All items are returned to their proper location by the end of the shift and it is obvious when items are out of place

9

The 5S Clean and Inspect schedule is followed and maintained by the team and the area is kept clean

9

One-point Lessons are posted, all required standards are created

9

All team members have 5S training and are participating in the 5S efforts

9

8 8 8 8 8 8

7 7 7 7 7 7

6 6 6 6 6 6

Level 2 Familiarity with

5S 5

Red Tagging is performed regularly

5

All items have a “home” and are marked or labeled

5

5S “One-point” Lessons are created for most major equipment and areas The equipment and area is cleaned to a “like new” condition

5

Most standards are created and audits are performed periodically

5

5S Sustain efforts are initiates (i.e., newsletter, training, meetings, communication, etc.)

5

4 4 4 4 4 4

3 3 3 3 3 3

2 2 2 2 2 2

Level 1 Initial 5S efforts

1

Red Tags are used periodically

1

Most items have a dedicated “home”

1

Initial cleaning of equipment and area

1

Some Standards are created for Sort, Set-in-Order, and Shine

1

5S is recognized as an improvement idea

1

0 0 0 0 0 0

Level 0 Without 5S

Unneeded items in area Red Tag technique not used

Items are not easy to find and put away, it takes longer than 30 seconds to find items, items are lost, damaged or missing, people hoard items

“just in case”

The area and equipment is dirty, cleaning supplies are not easily available and

people do not know their role in keeping the area clean

Standards do not exist or they are not followed

Minimal or no time is spent on 5S



4. Before Photos

A picture is worth one-thousand words

• Issues “pop” off the picture

• Take overall area shots

• Safety issues• Anything that would be a good Before and After photo

• Mark the locations on an area map or Photo Log to be able to take after photos


5. Communication Board

• Use to keep everyone informed

• Audit Scores

• Before and After photos

• Spaghetti diagram

• 5S News

• Have short meetings by the board

• Put it in a convenient location

• Keep it current!



Scan Complete

• This was the official start of the 5S event

• Bring people from the work area not on the team up to the communication board and explain what’s going on

• Explain what their role will be and ask for input or ideas to make the workplace better




Sort

“When in doubt, move it out!”



Sort

• The first thing to do is to clear the clutter out of the area

• Perform as a team

• Use the “30 day” rule

• Use the Red Tag technique

• Break the “just in case” mentality

• “When in doubt, move it out!”


Red Tag Technique

• Red Tags are visual signal that something may not belong in your target area

• Attach Red Tags to items that don’t belong in the immediate area

• Move the items to the Red Tag Holding Area

• Use simple Red Tags

• Have Red Tags easily available



Other Tag Issues

• Some companies use additional color tags for maintenance or safety issues

• Companies that use Red Tags for quality issues have to determine which color tag to use

• Make sure you have wire, string or tape to attach tags to the item

• Make sure everyone on the team has tags and a pen


Red Tag Area

• The Red Tag Holding Area is a temporaryholding area – meaning things can’t stay in there forever

• If other people or groups need items, they are allowed to take things from the Red Tag Holding Area

• Dispose of items periodically (rules will be setup during Standardize)



Sort Stories

• Copiers

• Refrigerator

• Nails




Decision Point

Set-in-order or Shine?



Next Step?

• For some events the decision had to be made whether to perform Shine before Set-in-order

• If a place is so dirty that it doesn’t make sense to put the items back before you clean, then consider Shine before Set-in-order

• If an area is in decent shape stick with the original 5Ss

• Stick to the 5S order as a standard and only deviate when absolutely required

• “Kitchen” story – you don’t move all your items in your kitchen to your living room just to clean it




Set-in-order

“A place for everything and everything in its place!”



Power of Set-in-order

• Now that the area has been cleared out of unnecessary items, it is time to find a “home” for items that will remain

• This is where fantastic results occur

• Reduces:

– Search time

– Stress

– Inventory and supplies


Everyday Examples

• Kitchen

• Parking lots

• Highways

• Shadow Boards

• Broom racks & Shine Carts

• _______________

• _______________

• _______________



Set-in-order

• Now that you have used Sort, decide where the items that you will keep belong

• Decide how many and how to replenish

• Make it visual and obvious if something is out of place


Guidelines

• If it is used often, keep close at hand (POUS)

• Designated location & label• Use systems like the “2-label” system

• Shadows, lines, color-coding

• Easy to get & put away (ergonomic and safe)

• Get items off the floor & top shelves

Decide Where Things Belong



Other Set-in-order Issues

• Make it easy for everyone to find and use them – “30 second” rule

• Avoid Pack-rat mentality

• Use “recoil”, getting items back to where they belong

• Make it obvious when they are not in there correct place


Visual Controls

Use visual controls to help Set-in-order

• Signs

• Lines

• Labels

• Color-coding





Shine

“To clean and inspect”


Shine

• Shine = clean + inspect

• Perform as a team

• Must plan Shine

• Have the necessary items easily available

• 5S is not just cleaning!



• Have to have a plan

• Start at the top and work down

• Clean and inspect major items first

• Be thorough, restore to “like new” condition

• Clean floors and aisle ways last

• Everyone has to participate

• Schedule it

• Take it Serious

Initial Cleaning & Inspection


Planning Shine

Determine

• Task

• Location

• Who

• When

• Cleaning materials needed

allen wrenches, gloves, rags,

degreaser, chisel, hammer,

vacuum, scrapper

Greg, SteveFront pallet station

scrapper, degreaser, rags, ladders, gloves

Mario, PaulTop of machine

degreaser, gloves, rags, scrapper

Bill, JimChip conveyor

Supplies

NeededTeamTask/Area



Additional Ideas for Shine

• Prevent dirt in the first place or at least contain it

• Low cost solution versus breakdowns• Plan ahead• Have the right tools & supplies ready• Make sure supplies are easy to find and put away




Before & After

Real World Results



Before & After

Before

• Work area cluttered

• Safety issues

• Cramped

After

• Better flow

• More safe

• Freed up space


Before & After

Before

• Too unused items in area

• Couldn’t find things

• Safety issues

After

• Clean, neat and organized

• Less items in area

• Safer



Before & After

Before

• Communication board hardly used, incorrect, old information

After

• Team developed new board

• Easy to share information between shifts


Before & After

Before

• Shipping area

• Cluttered, hard to process items

After

• More stations setup

• Visual

• Ergonomic

• Computer stations



Before & After

Before

• Changeover tools in drawers

• Had to search for items

After

• Tools on portable cart

• Easy to get to, easy to put away


Before & After

Before

• Chips on a magnetic plate

• Cause a short

• Cost $7,000

After

• Replaced cap and chain

• Created standard to remove chips more often



Before & After

Before

• Unneeded items

• Some items 6 months worth


• Too many or too few

After

• Removed doors

• Returned unneeded items to store room

• Less clutter


Before & After

Before

• Chemical storage

• Unknown quantities


After

• Reduced the amount needed

• Color-coded bottles

• Conveniently located



Before & After

Before

• Stairs

After

• Yellow stripes on edge, improved safety


Before & After

Before

• Safety issue

After

• Visual, yellow lines



Teamwork!




Standardize

“Make up the rules and follow them!”



Standardize

• Standardize means to set up the rules for Sort, Set-in-order and Shine

• Have the 5S teams and Design Teams set the standards

• Standards must be simple and easy to follow

• One-point Lessons

• Audits


Standards for Sort

Red Tag Rules

• When to Red Tag

• How to Red Tag

• What’s go on the Red Tag

• more…

Rules for the Red Tag Holding Area

• When to clear out

• How to dispose of items

• more…

Description: How to fill-out a Red Tag

One-point Lesson

5S Red Tag

Name ______________ Date __________

Item ______________________________

__________________________________

Reason for Tagging __________________

__________________________________

Write in your name

1

Fill-in date tagged

2

Write in the name or

description of the item

3

Write in the reason for tagging(obsolete, needs repair, not

needed, scrap, use unkown, etc.)

4

Attach tag using

wire, tape, string, or other method

5

Move item to the Red Tag Holding Area6



Standards for Set-in-order

• Which items

• Where

• How many

• Who replenishes

• Return all items…

• What to do when items are missing

• Visual standards – signs, lines, labels and color coding

• more…


Standards for Shine

• Clean and Inspect (C&I) Schedule, Lube schedule

• Show the task, person responsible, items needed, frequency, the time element and the desired state

• Where to keep cleaning supplies, how to replenish

• more…



Key for Standardize

• Make the rules, then follow and enforce them

• People usually think 5S fails at Sustain, but it typically fails at enforcing the rules

• Policies drive behaviors

• Make the rules simple and easy to follow

• Use immediate correction

• Lead by example

• Do not allow 5S to take a backseat to production




Sustain

“Make it part of everyday life.”



5S Discipline

• Management’s support – without this 5S will never work!

• 5S is not something extra, it’s part of everyday work

• Get everyone involved – teamwork

• Helps set the base for other Lean efforts

• On-going communication – newsletters, communication boards, short meetings

• Field trips, benchmarking

• Reward and recognition


Additional Information for Success

• Everyone has to participate

• Promote participation

• Keep at it, even when it isn’t easy

• Make sure everyone understands what 5S is and why it’s needed

• Remember, 5S is a low cost solution

• 5S is essential for Lean



Overcoming Resistance to 5S

• It’s just going to get messy again anyway

• I wasn’t hired to clean, you can do it, I’m not going to

• I know where my things are

• We are clean and neat already

• We don’t have time to do 5S

• We already tried it and it didn’t work

• Don’t bother us with these little things, we’re here to work

• We have a cleaning crew


Building Discipline

• Walk the talk everyday

• Lead by example

• Take it seriously

• Use immediate correction

• Enthusiasm

• Safety

• Address WIIFM?



Report Out

• At the end of the event have the team do a short (30 minute) report out with:– Management– Other people from the work area

– Other interested parties

– Design team members, Steering Committee members

• Document it for your newsletter


Items to Mention

• Before & After

• Waste

• Attitude

• Communication

• Flow

• Orderliness

• Cleanliness

• Organization

• Teamwork

• Quality

• Ease of use

• Employee involvement

• Safety

• Inventory

• Management support

• Ah-has

• Lessons Learned





5S and other Building Blocks of Lean

The power of 5S multiplied


5S and Other Building Blocks of Lean

Leadership

5SVisual

Standard Work



VSM

Error-proofing

Teams

Problem Solving

Planning

Kaizen

POUS

Lean Enterprise

Layout



Other Building Blocks

Primary

• Visual

• Point-of-use-storage

• Layout

• Teams

• Kaizen

• Problem Solving

• Standard Work

Additional

• Error-proofing

• Quick Changeover

• TPM

• Cellular & Flow

• Pull Systems & Kanban


5S and Other Building Blocks of Lean

Leadership

5SVisual

Standard Work



VSM

Error-proofing

Teams

Problem Solving

Planning

Kaizen

POUS

Lean Enterprise

Layout





How to Implement 5S

5S throughout your facility


How Setup the Lean 5S Team

• Steering Committee• Design Teams & Coordinators• Sponsors• Champions• Project Leaders• Project Participants



Champions

Champions

Champions

Lean SteeringCommittee

5S, Visual, POUSDesign Team

CellularDesign Team

Pull/Kanban

Design Team

HPT

Design Team

Design Team

Lean Team Roles & Responsibilities


Event Chain


5S Design Team

Sponsor Coordinator

Project LeaderChampion

Participants• People from area• Customer/Suppliers• Experts• “Outsider”



Events - Coordinator


Design Team

Sponsor Coordinator





Events - Sponsor


Design Team

Sponsor Coordinator






Events - Champions


Design Team

Sponsor Coordinator





Events – Project Leader


Design Team

Sponsor Coordinator






Steering Committee

Roles & Responsibilities

• Set the Lean policy

• Provide resources – time, people, budgets & remove barriers

• Develop and share the Lean Vision

• Develop the Communication Plan and then deploy it

• “Walk the talk” everyday and fully support the Lean initiatives

• Determine the Design Team make-up and members

• Review the work of the Design Teams


• Members usually from top management, but can include “Value Adders”


Design Teams


• Deploy the Lean policy

• Determine the resources required

– Time, people, budgets, etc

• Determine the best way to implement the Lean Building Blocks in your organization

• Report to the Steering Committee on progress

• Support your Lean Champions

• Members usually from management or “Value Adders”

• Group like Building Blocks together

Design Team



Design Team Agenda

• Design Teams decide how Lean will be implemented at their facility

• Take into account:

– Organizational Culture

– Change management

– Resources

– Current skills & needed skills

– Size and timing of projects

– Metrics & Goals

• Design Teams may change over time– At first they oversee the implementation plan

– Then they support the sustaining efforts

– They may disband, be absorbed into another Design Team or morph into a new design Team

– Allows members to try different aspects of Lean


Design Team Mission

• 5S Vision

• Goals and objectives

• Measures or metrics

• Choose the Champion

• Communication Plan

• Learning Plan

• Reward and Recognition Plan

• Deployment Plan or Action Items



Vision, Goals and Objectives

Vision

• What does the Design Team envision your company to be in regards to 5S?

• Write it down and communication it

Goals & Objectives

• Short-term (1-2 years)

• Medium-term (2-5 years)

• Long-term (5+ years)


Select Champions

• Use a Skills matrix (or something similar) to determine who are candidates to become Champions

• These are the people that will be your local experts and run events

• Remember that you will need other champions for other Building Blocks

Look for things like:

• Attitude

• Trainer

• Facilitator

• Project Management

• Communication Skills

• Willingness to learn

• Ability to commit time

• Flexibility

• Problem solving skills



Measures or Metrics

Target to Improve

Metric

Plan

Actual

Plan

Actual

Plan

Actual

Plan

Actual

Plan

Actual

Plan

Actual

Plan

Actual

Plan

Function:

7

5

6

3

4

3

2

1

ToPeriod:

From

Base-

line

Metrics

No.Leader / Point

of ContactPeriod


Communication Plan Example

Function: Date Reviewed Reviewed by

ID

Leader /

Team

Date(s)/Time

(daily, weekly,

monthly, etc.) Key Message

Target

Audience(s)

Method(s) of

Communication

Resources Required

(time, people, budgets) Desired Results

Percent

Complete

Effectiveness

Rating

1 George XX/XX/XX What is Lean?

Managers,

Supervisors, Hourly

Employees

Town Hall Meetings,

Department Meetings,

News letter, One-on-One

15 minute sessions each

week for 4 weeks

Everyone has a basic

understanding of Lean

and its purpose

50% "B"

2Timeline

accomplishments

3Design Team

Updates

Steering Committee,

Design Team

Leaders, Design

Teams

Notebooks with Meeting

Minutes, Bulletin Boards,

Breakroom Poster

Boards, Lab News

Letter, Spreadsheet on P

drive (use for

newsletter?), Team

Leader Meeting (30

minutes every month)4 Screen-savers

5Link on Desktop to Lean

Folder6 Randa Change monthly Lean Vision All Employees Screen Saver Scott, All computer screens

7 Aimee While supplies last Note PadsIn-house Document

Resources, Post-it Notes8 Randa One-time only Fotune Cookis9 Quarterly Picnic/Potluck10 Monthly Contests11 Annouoncements

12Pens, Buttons, Keychain

pull-cord

13Commercials/Advertisem

ents

Communication Lean Communication



Learning Plan Example

Function: Date Reviewed 10/26/2006 Reviewed by Design Team

ID

Leader /

Team Dates

Learning

Objectives

Target Group/

Individuals

Method(s) of

Learning

Resources Required

(Time, Budget,

People) Tasks Desired Results

Effectiveness

Rating

1 Project

Management

5S Champions Video, workshop,

articles, books, 8-

Week Kaizen Cycle

Article

2 Problem solving -

"5 Whys" technique

5S Design Team,

5S Champions

3 Communication Alma Speech class

4 Alma Basic Excel 5S Champions Julie has a list of

available classes

5 Powerpoint

Navigation

5S Champions, 5S

Design Teams

Julie has a list of

available classes

6 Powerpoint Slide

Creation

5S Champions Julie has a list of

available classes

7 How to run a 5S

Event

5S Champions 8-Week Kaizen

Cycle article, T rain-

do, 3 Porjects,

T rain-the-trainer,

Lead 4th Project

8 How to run a 5S

Event

5S Design Team 8-Week Kaizen

Cycle, attend 1st

5S Event

Learning Plan 5S, Visual and POUS


Reward & Recognition Plan Example

Function: Date Reviewed Reviewed by

ID

Leader /

Team

Frequency

Date(s)

What behavior /

action is being

rewarded

Target

(Person, Team

or Group

eligible)

Type of Reward

and Recognition or

Method(s) of

Recognition

Resources

Required (time,

people, tasks)

Recommendation

Method / Process Criteria

Cost

(Maximum

and

Estimate)

1 Steering

Committee

Per ocrrence,

Monthly

Announcement

Early Adoption of Lean

Principles and

techniques

Individual

Achievement

Announced during the All-

Staff Meeting

Nomination Form (10

Minutes), Acceptance

by Steering Committee

(5 minutes), Added to

All-Staff Meeting

Agenda (1 min),

Announcement and

Recognition (2 minutes)

Can be nominated by

peers, manager or

supervisor

Must provide

appropriate

reason(s)

$0

2 Design TeamsEach Kaizen

Event is Eligible

Outstanding Kaizen

EventTeam based

Lunch provided for team

by company

Lean Champions or

Project Leaders

nominate Kaizens (15

min), Design Teams

determine awardees

(15 min), Lunch (45

minutes)

Lean Champion

nominate outstanding

projects

Based on: results,

team work,

extraordinary

efforts, etc.

Est. $120 per

month, Max.

$250 per

month

3 Supervisors Quarterly Adherence Department

Mention in Lean

Newsletter, Posted on

Lean Communication

Board, Congratulations

Letter from President

Audits (30 minutes per

week), tabulating scores

(30 minutes per

quarter), addition to

newsletter (5 minutes)

The Department with the

highest adherence rating

(according to audits) and

the least amount of errors

95% or greater

adherence to

standards

$0

4

5

6

7

8

9

Recognition Plan 5S, Visual, POUS



Deployment Plan - “Zoning”

• A common approach to determining the 5S Events is to create a zone map of the work areas

• This allows the Design Team to break down the 5S efforts in smaller more manageable events

21

3

4

5

2


Deployment Plan

• Make sure the plan is flexible

• Follow the plan and update it

Sales Production Scheudling Purchasing Shipping/Receiving Fabrication Assembly

QC Maintenance Engineering

Week 1 - Lean

Overview training

Week 2- 5S, Visual

Controls & POUS

Week 1 - 5S, Visual

Controls & POUS

Week 2- Introduction

to Lean Training

Week 1- 5S, Visual

Controls & POUS

Week 2- 5S, Visual

Controls & POUS

Week 3 - Introduction

to Lean training

Week 4 Week 3 Week 4 Week 3 - QCO Week 4 - 5S, Visual

Controls & POUS

Week 1- 5S, Visual

Controls & POUS

Week 2 Week 1 Week 2 - QCO Week 1- 5S, Visual

Controls & POUS

Week 2 - QCO

Week 3 Week 4 Week 3- 5S, Visual

Controls & POUS


to Lean Training

Week 3 Week 4

Week 1 Week 2 Week 1- Supermarket

& Kanban system


to Lean Training

Week 1 Week 2

Week 3 Week 4 - QCO Week 3 Week 4 Week 3 Week 4

Week 1- Supermarket

& Kanban system

Week 2 Week 1 Week 2- Supermarket

& Kanban system

Week 1 Week 2

Week 3 Week 4 Week 3 Week 4 Week 3 Week 4

January February March

Comments - 2 sessions of Lean Over view

Training w ith 20 people each.

Comments Comments

Comments Comments Comments - No projects schedule w eeks 2-4

for holidays and vacations.

July August September

Comments - No projects schedule f irst tw o

w eeks because of vacations.

Comments Comments

Lean Projects Matrix - 2005

October November December

April May June

Comments Comments Comments

10 50% 50% 13

7 35% 35% 7

3 15% 15% 0

20 20

ID

Sta

tus

Cla

ssific

atio

n

Effo

rt

Impact

Pri

ori

ty

Description Start Date End Date Leader Team

Maintenance Items

1 C A L H Replace dirty filters on motors 5/11/2006 5/11/2006 Tee

2 C A L M Exposed stud on floor 5/11/2006 5/11/2006 Mario

3 N B H H Fix leaks by tool changer

4 I A L H Fix leaks by lube area 5/11/2006

5 N B M M Power cabinet door open

6 I B M H Fix air leaks 5/11/2006 Steve

7 I B M H Need an operator platform 5/11/2006 Paul

8 I B M H Clean/replace/repair windows 5/11/2006 Mario

9 N A L M Fix cords on floor (safety)

10 C A L L Fix door handle on panel side 5/11/2006 5/11/2006 Jack

11 I A M H Paint machine 5/11/2006 Paul

12 N B M HPower cord to chip conveyor needs to be

replaced (conduit) (safety)

13 I A L H Signs, lines, labels

14 I A M H Scissor jack

15 N A L H Mark gages with correct ranges

16 N A L M Order and install power strip on work bench Jim

17 N A L HOrder and install electrical cord floor safety

coverJim

18 N A L H Order and install wash dip tank Jim

19 N A M H Fix and install arm cover on tool changer

20 N B M H Fix oil leak on main way (z-axis)

C = Management Help NecessaryC = Complete

Total Action Items:

Classification

5S Kaizen 2200

N = Not Started

I = In-progress

5S Project:

Status

A = No Assistance Needed

B = Other Resources Needed

Percent Complete

50%

35%

15%



Champions

Lean Champions


• Deploy the Lean policy via training, implementation and Kaizen Blitz

• Feedback information to the Design Team on progress

• Be given the time to support the Lean efforts

• Make presentations and communicate the results of the Lean projects

• Members usually from management or “Value Adders”

• Motivated to learn, lead and improve their organization


Champion’s Agenda

• Be ready to commit time to Lean projects

• Be willing to learn and continually improve

• Become a Lean content expert

• Have skills in training, public speaking, project management and be a team player

WIIFM

• Gain new skills

• Valued by the organization

• Exciting, new assignments

• Learn other aspects of Lean



8-Week Kaizen Cycle

87654321

Project Closeout

Follow-up Week 3

Follow-up Week 2

Follow-up Week 1

Kaizen Event

Final preparation

Prepare for event

Initial team meeting

Item


8-Week Cycle and Champions

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

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8



Project Leader

Roles & Responsibilities• Facilitate the Team’s activities

• Provide resources for training (room, computer, flip charts, camera, etc.)

• Responsible to follow-up and close-out of the project– 30-day “Action Item” list– Lessons Learned

• Communicates to management as necessary

• Usually the highest stakeholder in the Kaizen Event or Project

• Good facilitation skills, desire to complete projects


Project Teams

Members

• Lean Champion

• Project Leader

• Cross-functional team

– Include someone from “outside” the process

LeanChampion

(Content Expert)

TeamMembers

ProjectLeader



Deployment Example

• The Steering Committeesets the policy

• The Design Teamsdetermines how to deploy the policy

• The Lean Champions are the technical experts for Kaizen Blitz or projects

• The Project Leaders or Team Leaders are in charge of making sure everything gets done on time

SteeringCommittee

Design Team

ChampionsKaizen Events& Projects


Momentum

• Have to build a “critical mass” of employees trained in Lean and apply principles

• Build “buy-in” and get people onboard

• “Bandwagon” affect

Organizational Alignment



Q&A

• Questions

• Comments


Resources

Resources:

• www.5Ssupply.com

• www.visual-work-place.com

• www.enna.com

• www.productivitypress.com

• www.lean.org

• www.sme.org

• www.ame.org



Developer

Anthony Manos• Tony Manos is a Catalyst with

expertise in Lean and quality. Trained and certified by the Department of Commerce, National Institute of Standards and Technology (NIST) in Lean principles and as a trainer in Lean courses. He is an international speaker on Quality and Lean Enterprise topics.

• Mr. Manos has helped over 100 companies with Lean from point-solutions to full implementations in diverse industries, applications and company size.

• Mr. Manos is a Senior Member of ASQ with several certifications. He was the co-founder of the Lean Enterprise Division of ASQ and past Chair. He is also a Shingo Prize Examiner and helped developed the AME/SME/Shingo Prize Lean Certification.


Thank You

Feel free to contact me if you have any comments or questions

Tony ManosCatalystProfero, Inc.124 W. Polk Street, Suite 101Chicago, IL 60605-1770USAOffice: 312.294.9900Cell: 312.718.0078Fax: 312.294.9911Email: [email protected]: www.proferoinc.com

Documents

Profero, Inc. | Leaders in Lean Enterpriselib.store.yahoo.net/lib/yhst-16284386652038/LeanBuildingBlock-5S.pdfProfero, Inc. | Leaders in Lean Enterprise ... 5S Audit forms 5 Digital