Program Development Clear the Clutter! Planning for a 5S Event
5S Planning and Implementation Guide
Slide 2
Safety First! Safety in the Room (examples) Please keep your
area clear Watch out for trip hazards Please keep briefcases and
other objects, especially power cords out of the aisles Watch out
for flip chart legs Know emergency exit locations Any additional
safety precautions? 2
Slide 3
What is 5S ? How do we apply 5S ? How do we implement 5S ? How
do we sustain 5S ? 5S Overview 5S Planning 5S Execution 5S
Sustainment Agenda
Slide 4
What is 5S? 5S is a way: for creating an organized, efficient
workplace to get rid of clutter to help reduce slips, trips, and
falls to eliminate waste in work processes Creating an orderly
workplace helps expose and reduce risk!
Slide 5
1.Sort Keep what is needed Straighten 2. Straighten Assign a
location Shine 3. Shine Make it production ready Standardize 4.
Standardize Repeat the process Sustain 5. Sustain Establish
discipline 5S Overview
Slide 6
SAFETY FIRST! Lets progress through each step Sort Eliminate
what is not needed Straighten Establish a place for everything
based on usage and keep everything in its place ShineClean and
scrub. Look for ways to keep everything orderly and picked-up
Standardize Document with visuals and procedures. SustainMaintain
and monitor. Make 5S a way of life! How Do We Apply 5S?
Slide 7
Starting and sustaining a 5S effort involves planning and a
stepwise implementation. Its not something that is rolled out to
the entire organization all at once by simply saying, here it is
and lets get going with it. To be successful, take the time to map
it out. 5S Implementation Starts with Planning
Slide 8
Step 1: Start with the Leadership Team Step 2: Build the
Infrastructure Step 3: Launch Communications Step 4: Train Teams in
5S Techniques Step 5: Begin 5S Pilots Step 6: Establish Best
Practices Step 7: Develop a Full Roll-Out Plan Step 8: Continually
Evaluate & Adjust Use this this simple 8-point checklist to
begin planning your 5S implementation. While the checklist does not
cover every detail you might need for your organization, failure to
address these 8 points may jeopardize your success. How Do We Map
It Out?
Slide 9
Provide the Leadership Team with 5S orientation. The Leadership
Team is typically top management. Top management must learn 5S and
lead the efforts in order to achieve lasting results. As with any
improvement effort, 5S implementation must be driven from the top
down. Only top management can create the environment needed and
give the effort the visibility and importance it needs to change
the culture. 1. Start With The Leadership Team
Slide 10
The Leadership Team must take the lead. Divide & conquer by
establishing subcommittees for: Best Practices Project Support
Training Communications The use of subcommittees responsible to the
top management team, can help spread the load for introducing and
sustaining a 5S effort. Leadership Communications Training Project
SupportBest Practices 2. Build The Infrastructure
Slide 11
What? Why? How? When? Who? Communication starts with the
introduction of the what and why of the 5S effort within the
organization, then - as the 5S effort reaches specific work areas,
communications should focus on the how, when, and who of the 5S
effort. 3. Launch Communication
Slide 12
Management & Supervision should set the stage. Conduct
short, focused and frequent communication sessions with all
employees. Deliver the message in several formats, if possible:
Group meetings Intranet or websites Postings Newsletters Begin
short frequent focused communication sessions held by members of
the Leadership Team. Meetings should focus on one or two aspects of
the initiative - communicating the what, why, how, when and who. 3.
Launch Communication (continued)
Slide 13
Training Topics Who needs to know what? Training Methods How
will training be delivered? Facilitation How will facilitation be
used to complement training? Resources What other resources do you
need? Developing a training plan to support a 5S initiative
includes determining who in the organization needs to know what,
how the training will be delivered and how facilitators can turn
training into usable learning. 4. Train Teams in 5S
Methodology
Slide 14
Develop a plan: Train everyone in basic 5S concepts. Supplement
with training in work area specific practices. Select reusable
training resources. Pictures of better practices (Before and After
5S efforts). Introduction to 5S Video, if available. The role of
the 5S training, should include: selecting core training materials,
establishing a training plan and providing guidance for work area
specific training resources. 4. Train Teams in 5S Methodology
(continued)
Slide 15
Select 1 to 3 work areas that really need the effort. Project
support must play an active role in the pilots selection and 5S
implementation. The pilots must have successful outcomes. The
pilots should serve as a time to try out theories about 5S concepts
and see if they are practical feasible and cost- effective. Lessons
learned during the pilots will set the stage for supporting future
5S efforts. Dont just roll out the 5S effort; pick a few work areas
to start with and use them as pilot work areas. The first pilot
work areas should be ones with high visibility that are congested,
dirty and cluttered. 5. Begin 5S Pilots
Slide 16
Sort Straighten Shine Sort Straighten Shine Good candidates for
Kaizen Events: Kaizen Events are typically multi-day improvement
events where a dedicated team makes immediate changes. 5S Kaizen
Events generally last from 1 to 3 days. Some portions of Straighten
may take longer periods of time to implement, especially if storage
devices need to be obtained. The approach to be taken in the work
areas can be quick-hitting, kaizen-event type activities or longer
term projects. It works well to initiate the Sort, Straighten
(Set-in-Order), and Shine phases as a Kaizen event. Project
Support
Slide 17
Standardize Sustain Standardize Sustain Requires planning and
coordination: Some Straighten (item classification/determination of
use) and Standardization efforts require more planning, study and
coordination than can be effectively done during a kaizen event.
The Sustain phase requires a continual effort. Project Support
(continued)
Slide 18
Participation Guidelines Budgetary Issues Time Schedules &
Deadlines What is Off-Limits? Standardization Rules A key part for
the 5S infrastructure will be the boundaries of freedom for the
implementation teams. Boundaries help clarify the items listed
above, they also provide clarification to what areas are
off-limits. Participation Guidelines: Membership in 5S Pilots:
Selected 5S Pilot Team Members should consist of a mix of employees
associated with the work area that are trained and have the right
skills and knowledge Universal Participation: Once the 5S effort is
started in a work area everyone in that area is required to support
the effort and practices that have been established in order to
effectively implement the fifth S sustain or the entire 5S effort
could be at risk. Budget Guidelines: Why Budget? Budgetary limits
must be established so teams know how much money is allotted for 5S
implementation, for items such as shelving, cabinets, labels,
supplies etc. Purchasing Practices: When applying budget guidelines
a team must follow organizational purchasing and capital
expenditure practices. Purchasing practices should be reviewed by
the team as part of the start-up of the 5S effort. Allocation of
Costs During and After Implementation: Some organizations use a
special budget account during the 5S implementation phase for costs
associated with the event. Costs associated with 5S maintenance
within the work area should be charged to the cost center. Time
Guidelines: Time Allowed for Team Tasks: Boundaries should be
established regarding the amount of time and deadlines associated
with initial 5S efforts within a work area. Routine Time Boundaries
for Employees: Boundaries should established for employees to
participate in routine housekeeping each day, Time to Complete
Kaizen Events: If the activity is completed through a Kaizen event
the team members should be removed from the normal work conditions
and assigned to the 5S effort for the 2 to 5 days the event will
take place. Guidelines for Off-Limit Systems & Work Areas:
Storage Location: It is necessary to establish boundaries for
storage locations and what areas are off-limits. This should be
done to assist the 5S pilot efforts and then to support the Sustain
effort. Off Limit Locations: Off-limit areas should include all
aisle-ways, doorways, and areas in front of electrical cabinets and
controls. Standardization Guidelines: Organization Wide
Standardization Rules: Standardization rules should be established
at the start of the 5S effort and should be given to all
implementation teams, for example there might be standard format
for work stations, file cabinets, totes, placards, labels etc.
Other areas may have rules for color coding, format for information
boards, paint schemes, rules for common storage areas, housekeeping
of common areas, etc. Work-Area Specific Standardization Rules:
Implementation teams should be allowed to set rules such as
work-area storage (what should be kept in the area and where) and
specific work-area housekeeping practices. Implementation teams are
not allowed to vary from the leadership team for paint schemes,
common storage, housekeeping conventions and information board
displays. Boundaries of Freedom
Slide 19
The Best Practices Subcommittee can help create 5S rules and
standards to document best practices. A Best Practices database can
help multiply the impact of 5S successes by providing the means to
share those successes throughout the organization. Communicate
successes by leveraging lessons learned by using them wherever they
can be used. Some organizations especially those with multiple
sites, formally track best practices, including 5S successes in a
shared directory accessible to all sites. 6. Establish Best
Practices
Slide 20
Establish a database to archive and retrieve best practices.
Steal ideas from other work areas. Formally share lessons learned.
Fight N.I.H. (not-invented-here) mindsets. A Best Practice Forum
and Knowledge Database can help prevent the costly practice of
rediscovering the same breakthroughs time after time. Encourage
stealing the best ideas from other work areas Dont allow a not
invented here attitude to exist. Share your Lessons Learned via a
Knowledge Database 6. Establish Best Practices (continued)
Slide 21
Debrief 5S Pilot Teams What went right? What went wrong? What
improvements can be made? Make adjustments: 5S Subcommittees can
use Pilot experiences to adjust their processes. Use Project
Management tools: Define who will do what and when next time.
Simple Pert and Gantt Charts are good planning tools. 7. Develop a
Full Blown Roll-Out Plan
Slide 22
A Roll-Out Plan: Defines the sequence of events Establishes
roles (who will do what) & responsibilities (by when) Sets
metrics to evaluate how the plan is progressing. A comprehensive
roll-out plan defines the sequence of events, establishes roles,
responsibilities and performance measures. 7. Develop a Full Blown
Roll-Out Plan (cont.)
Slide 23
Whats Working Whats Not? Use the PDCA cycle Plan Do Check Act
Rotate subcommittee members to keep the initiative fresh. To stay
vibrant the 5S initiative cannot be static. To help keep your 5S
effort dynamic, consider rotating one member of each subcommittee
off for a new member every 3 to 6 months.Do CheckAct Plan 8.
Continually Evaluate and Adjust
Slide 24
Do (+) Start with Leadership Team Build an Infrastructure
Communicate Start with Pilot Projects Provide Training Establish
Best Practices Develop a full Roll-Out Plan Continually Evaluate
and Adjust the Process Dont (-) ( Dont) let your actions contradict
your words (Dont) plow ahead without building a plan (Dont)
discount the importance of linking 5S objectives to the business
strategy (Dont) start in the middle or force the 5Ss up from the
bottom of the organization. however doing any of the Donts will
lead to a failed initiative. While the Do checklist is not
all-inclusive, it will help you start-up a successful 5S
initiative. The Dont checklist is not all-inclusive either, however
doing any of the Donts will lead to a failed initiative.
Guidelines